Blaming failures on circumstances, others, or bad luck is always an option, but it’s rarely the truth. More often, the responsibility lies in the choices—or lack thereof—that we make.
In market terms, the lack of success or outright failure of a product, service, or idea often depends on the foundation of what we’re offering our customers.
Who Succeeds
Why are there some boatyards that emerge and thrive even when others struggle? Consider three success stories that have shaped the motor boating industry over the past decade. In alphabetical order: Axopar, De Antonio, and Pardo Yacht. These are names that didn’t exist at the start of this millennium but are now industry leaders.
All three had—and still have—a clear reason to exist. Notably, all three manufacture the same type of boats: walkarounds.
The Axopar Case
Axopar managed to popularize Nordic-style boats in the Mediterranean, positioning itself as a cool alternative at a seemingly affordable price. The brand’s success was driven by an attractive and distinctive design, co-marketing with established and like-minded brands like Brabus, and a communication strategy focused on what you can do with the boat, rather than on the boat itself.
The De Antonio Approach
De Antonio took the opposite route of its competitors: instead of replacing inboard engines with outboards, they hid the outboards under a sunpad. This approach appealed to both those who appreciate the advantages of outboards but dislike their appearance and those who saw the benefits of having extra lounging space.
The Pardo Phenomenon
Despite being a later entry in this category, Pardo successfully capitalized on the widespread perception that companies involved in sailing boats are more “sailor-oriented” and, in some way, “better.” This allowed Pardo to become the go-to brand in the mid-to-large segment of the market, boosting the performance of their subsequent models as well.
And the Rest, Left to Chase?
Most companies, instead of taking action, simply blamed the market’s lack of understanding, criticized the so-called “Ikea boats,” accused unfair competition, or lamented a sluggish market.
But have you ever taken a moment to read the messaging from the companies that lag behind and fail to succeed? Have you analyzed what they say or the ideas they are based on?
The Uniqueness of Boats: All the Same or…?
A former editor-in-chief once told me when I worked at Yacht Capital: “You can either see all boats as the same or all boats as different. For our work, it’s better to view them as all different.”
Is it possible that this perspective isn’t understood by those who build boats—and, more importantly, by those who should conceptualize them in the first place?
So, Have You Decided to Build a Boat or Start a Business?
Ask yourself: Why does the market need what I’m offering? What am I providing that others aren’t? By answering these questions, you will also give your marketing team the ability to avoid relying on clichés like “spacious and roomy” or “larger dimensions than its category.”
