Thom on Nikon's unanswered questions...

Started 8 months ago | Discussions thread
jfriend00
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Re: Thom on Nikon's unanswered questions...
In reply to JimPearce, 8 months ago

The undercurrent in Thom's article that bothers me the most (and is reflected in a number of recent products) is that Nikon is making products for the "bean counters", purposely crippling things to protect upscale revenue rather than deliver the best product they can at a given price point and margin and is also pretty out of touch with what customers really want.

This strategy usually leads to short term revenue protection, but bad things in the medium and long term because you aren't delivering the best products you can at each price point. Over time, this catches up to you when the competition is making the best products they can and users just get tired of playing the crippled game and getting less for their money.  In a business like dSLRs with the lens lock-in component, brand switching probably occurs slower over time, but a robust used marketplace makes it not as bad as it could be.  Further, the rise of really good Sigma lenses with switchable mounts reduces the lock-in component in the future.

I used to think Nikon made killer products for their price point that were unmatched by the competition (D70, D300, D700, for example) and delighted their users.  The D800 is perhaps in that category (except for the infamous AF issues and the customer service around that), but it no longer feels that way with the rest of the product line and Thom points to a number of examples.

Here's a simple example.  A D7100 with a buffer size of 20 images still wouldn't be a full D300 replacement (for other reasons), but it would at least be a great value at its price point that didn't feel so artificially crippled.  You'd feel like you were getting amazing value for the price.  As it is now, it's so obviously crippled that it just doesn't generate the same impact or loyalty or brand goodness that it could.  It serves the needs of some, but misses the chance it had to show the product/brand leadership that earlier products did.

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