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In late 2017, Samsung’s Galaxy Note 7 had one of the most dangerous debuts ever. After its release, consumers reported that the smartphone’s batteries were spontaneously catching fire. This led to massive recalls, and millions, if not billions, in lost revenue. Fortunately, Samsung redeemed itself with future models. Fin24 Tech reported, “It is safe to assume the Note 7 won’t affect sales of the S8 – a truly well-crafted device.”

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In 2013, Facebook tried to make its own Android-based smartphone to further control users’ content consumption. Three models were eventually manufactured by HTC, all of them shelved after failing to meet sales expectations.

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Hype level: Kardashian
Failure Proportion: Thanos Epic
Cost to company: USD70 million

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Company focus too much on environmental friendly but neglect the user perspective. The cigarettes were tasteless.

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Trump University was founded in 2005 as a for-profit education company to teach people to make money in the real estate industry. However, dissatisfied students sued the now-defunct business, alleging it used deceptive sales and marketing practices to defraud students. In April 2018, Trump University settled the lawsuit for $25 million.

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The Zune was built to take on the iPod. It didn't. Robbie Bach: "We just weren't brave enough, honestly, and we ended up chasing Apple with a product that actually wasn't a bad product, but it was still a chasing product, and there wasn't a reason for somebody to say, oh, I have to go out and get that thing."

Hype Level: KARDASHIAN
Failure Proportion: EPIC
Cost to Company: PAINFUL

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Nokia

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All of the google experiments that they have stoped or iterated into newer products.

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Advertisement

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hardware

Killed by Google is the Google graveyard; a free and open source list of discontinued Google services, products, devices, and apps. We aim to be a source of factual information about the history surrounding Google's dead projects.

Contributors from around the world help compile, research, and maintain the information about dying and dead Google products. You can join the discussion on GitHub. A project by Cody Ogden.

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Killed by Google is the open source list of dead Google products, services, and devices. It serves as a tribute and memorial of beloved services and products killed by Google.

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Facebook Home was a concept to expand their dominance where they tried to make Facebook the home screen on your mobile. Facebook charged a small subscription for it but failed. Less than a month after Facebook Home was released, the cost of a two-year subscription dropped from $99 to $0.99
Hype level: Kourtney Kardashian because no one knew about it

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No more the in thing or maybe just no more

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Voices BlackBerry Ltd. co-founder Michael Lazaridis disclosed in a regulatory filing Tuesday he cut his combined stake with another company co-founder in the smartphone maker to just under five percent.

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https://www.foxnews.com/auto/dysons-cancelled-600-million-electric-car
The company had hoped to leverage its experience with electric motors and batteries into a successful automotive effort, but founder James Dyson pulled the plug on the project after spending $600 million because he determined it wouldn’t be a financially viable endeavor.

Hype Level: KARDASHIAN
Failure Proportion: EPIC
Cost to Company: So-So
(funded by James Dyson's personal funds)

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Earlier this month, Google pulled the plug on its social networking platform Google+. ... Even before it, Google+ was a dead product walking. Google was supposed to kill it because even after the company spent hundreds of millions of dollars on it, Google Plus had no takers. It was a failure.

Hype Level: Medium
Failure Proportion: Massive
Cost to company: So-so

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Loss $437 million
Did not launch the phone?

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The Amazon Fire Phone is a flop. Last quarter, the company's worst in years, Amazon took a $170 million loss on the tepidly-reviewed device.

In a new, deeply reported piece for Fast Company, tech journalist Austin Carr tells the inside story of how the Fire Phone debacle unfolded. It's a fascinating tale of how the seeds of failure were planted. But in a way, regardless of any bad management decisions, self-destruction was embedded in the Fire Phone's DNA from the beginning. The project was doomed from the start, because the only one who really needs an Amazon phone is Amazon.

"As the world goes mobile, an Amazon phone would provide a more direct link to its users," Carr writes. But to whom is that connection truly useful? Android and iPhone users can connect to Amazon well enough through the devices they already have.

Carr observes that, by not controlling the hardware, Amazon runs into problems like the 30-percent cut Apple takes of in-app sales. The company doesn't sell e-books through its Kindle iOS app for that reason, and yes, that's inconvenient for users. But it's not a reason for people to buy a whole new phone. The bigger inconvenience lies with Amazon.

Overcoming a competitive disadvantage does not in itself suffice as a premise for any new product, much less one as integral to users' lives as a smartphone. As Facebook discovered with the lackluster embrace of Home, its " apperating system" that acted as an OS-like skin for Android handsets, a killer app doesn't make a killer phone. Amazon is incredibly useful, and as a funnel for both commerce and content, it can lay claim to many of the things we do on our phones. But not all of them.

Not Cool

To justify its existence, a smartphone has two options: incredible design or irresistible price. The Fire Phone had neither. Apple and its superior design prowess own the premium segment of the smartphone market, while the competitive jostling on the budget end has led to dynamic upstarts like Xiaomi. If Amazon from the start had imagined the Fire Phone as, say, another free perk for Amazon Prime members, it could have slipped a sleek shopping engine into tens of millions of pockets.

Instead, as Carr describes it, Amazon CEO Jeff Bezos dove deep into the design process in a doomed effort to win on ill-conceived features like the Fire Phone's 3-D display. Originally priced at $199 with contract, the Fire Phone cost the same as an iPhone, suggesting Bezos saw his baby as a rival to Apple's market-defining product. The miscalculation is all the more baffling considering Amazon seems to have taken the opposite tack with its Kindle Fire tablets, which work as a concept because they serve mainly as portals for Amazon content while costing much less than iPads.

From the time he founded the company in the mid-'90s, CEO Jeff Bezos has fostered a quasi-religious culture at Amazon with "the customer" as the ultimate object of worship. This relentless focus has led to revenue-spewing crowd-pleasers such as Prime. But according to Carr, Bezos saw the Fire Phone as a chance to scratch another itch that had long bothered him. He has succeeded dramatically by putting customers first. But he also wants Amazon to be cool.

Amazon is a lot of things-convenient, industry-crushing, hyper-efficient-but "cool" is not one of them. Jeff Bezos is also a lot of things-driven, brilliant, ruthless-but he doesn't exactly radiate "cool," either. And that's totally fine. Amazon is already so overwhelmingly, dominantly good at the main thing it does, selling stuff online, that being cool doesn't really matter. The world is already full of people trying to be cool, an effort that seldom works out well in the end. Instead, it apparently leads to stacks of unsold phones gathering dust in warehouses. So uncool.

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The Amazon Fire Phone Was Always Going to Fail

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The Amazon Fire Phone is a flop. Last quarter, the company's worst in years, Amazon took a $170 million loss on the tepidly-reviewed device. In a new, deeply reported piece for Fast Company, tech journalist Austin Carr tells the inside story of how the Fire Phone debacle unfolded.

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Was cool for a while, and then it wasn't.

https://www.theguardian.com/music/musicblog/2012/sep/24/sony-minidisc-20-years

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What else do you think belongs here? Feel free to add them all! Don't forget to add wall notes. Analyse the failure based on:
1. Hype Level
LOW
MEDIUM
KARDASHIAN
2. Failure Proportion
MODERATE
MASSIVE
EPIC
3. Cost to Company
SO-SO
PAINFUL
RIP

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- a lack of success in doing something

- the fact of something not working as it should

Criteria to be in the Museum of Failure according to its curator, Samuel West:
"It was an innovation and it was a failure. A failure is a deviation from its desired outcome."

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The reformulated Coke was introduced in April 1985. In 1992, it was renamed Coke II. However, the American public's reaction to the change was negative, and "New Coke" was considered a major failure. Coke II was discontinued in July 2002. It remains influential as a cautionary tale against tampering with a well-established and successful brand

Hype Level: KARDASHIAN
Failure Proportion: EPIC
Cost to Company: PAINFUL

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"The Newton is a series of personal digital assistants (PDAs) developed and marketed byApple Computer, Inc. An early device in the PDA category it was the first to feature handwriting recognition. Considered technologically innovative at its debut, but a combination of factors, some of which included its high price and early problems with its handwriting recognition feature, limited its sales. This led to Apple ultimately discontinuing the platform at the direction of Steve Jobs  in after his return to the company." -Wiki

Hype Level: KARDASHIAN
Failure Proportion: EPIC
Cost to Company: PAINFUL

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"Kin was a short-lived mobile phone  designed for users of social networking  Microsoft described the phones' target demographic as men and women between ages 15 and 30. Microsoft invested two years and about US$1 billion developing the Kin platform." - Wiki

Hype Level: KARDASHIAN
Failure Proportion: EPIC
Cost to Company: PAINFUL

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"It is remembered for the one model it produced — the stainless steel sports car featuring gull wing doors.   The lack of demand, cost overruns, and unfavourable exchange rates began to take their toll on DMC's cash flow in late 1981. The company had estimated its break-even point to be between 10,000 and 12,000 units, but sales were only around 6,000." -Wiki

Hype Level: KARDASHIAN
Failure Proportion: EPIC
Cost to Company: RIP

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"Google Glass is a brand of optical head-mounted display designed in the shape of a pair of eyeglasses. It displayed information in a  smartphone-like, hands-free format. The headset received a great deal of criticism amid concerns that its use could violate existing privacy laws.

On January 15, 2015, Google announced that it would stop producing the Google Glass prototype, to be continued in 2017 tentatively. In May 2019, Google announced the Google Glass Enterprise Edition." - Wiki

Hype Level: KARDASHIAN
Failure Proportion: EPIC
Cost to Company: PAINFUL

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"Made of rigid plastic, this 1990 mask only comes in one size. The shocks are set up to “exercise” your face and reduce wrinkles. Many of us search for a facial product that will help reduce the look of aging and leave us looking refreshed and youthful. This one simply leaves us with nightmares." - plaidswan.com

Hype Level: KARDASHIAN
Failure Proportion: EPIC
Cost to Company: RIP

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Free to internet users, a cat-shaped handheld barcode reader to open a URL by scanning a barcode on a printed matter. "CueCat isn't worth installing and using, even though it's available free of charge ... In order to scan in codes from magazines and newspapers, you have to be reading them in front of your PC...  fails miserably. Using it is just unnatural and ridiculous... ."  WSJ, 2000

"...not solving a problem... feeble business idea" Spolsky, 2000

Hype Level: KARDASHIAN
Failure Proportion: EPIC
Cost to Company: RIP

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"The original Peek was an email-only mobile device that came onto the market in 2008 with promise. Then a year later, they came out with Twitter Peek, a Twitter-only device which ended up being a dud.

It didn’t solve any problems, only created them." - Medium

Hype Level: KARDASHIAN
Failure Proportion: EPIC
Cost to Company: PAINFUL

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"A coffee-flavored soft drink introduced by Coca-Cola in 2006 and discontinued in 2008." - Wiki

Hype Level: KARDASHIAN
Failure Proportion: MASSIVE
Cost to Company: PAINFUL

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"A consumer-level analog-recording and casette format of magnetic for video. Its competitor VHS could record for 2 hours against its 1 hour bu tit launched in spite of the product inadequacy." - Wiki

Hype Level: KARDASHIAN
Failure Proportion: EPIC
Cost to Company: PAINFUL

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Dolls which uses speech recognition  technology in conjunction with a mobile app to recognise the child's speech and have a conversation. The doll uses the internet to search what the child said which then answers with what it collected online. The doll is banned in Germany as an illegal surveillance device.

Hype Level: KARDASHIAN
Failure Proportion: EPIC
Cost to Company: PAINFUL

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"The N-Gage was a smart  smartphone combining features of a mobile phone and a  handheld game system. N-Gage attempted to lure gamers away from the Game Boy Advance by including telephone functionality. This was unsuccessful, partly because the buttons, designed for a telephone, were not well-suited for gaming. The original N-Gage was described as resembling a taco, which led to its mocking nickname "Taco phone" - Wiki

Hype Level: KARDASHIAN
Failure Proportion: EPIC
Cost to Company: RIP

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https://spectrum.ieee.org/the-human-os/biomedical/devices/cautionary-tale-of-no-more-woof-a-crowdfunded-gadget-to-read-your-dogs-thoughts

Hype Level: KARDASHIAN
Failure Proportion: EPIC
Cost to Company: ???