The list of companies that have ‘got woke and gone broke’ continues to grow with Jaguar being the latest to join the club. Now, when we say ‘Go woke and Go broke’ that doesn’t mean the company has gone under. What it means is they are learning a valuable (and expensive) lesson that is hopefully concerning enough to prevent it from happening again.
The lesson is this: You are company that provides a product. IF you start trying to tell your customers how to live their lives, you’re going to be in for a world if hurt. Your job is to provide a great product and price your customers will pay. The end. When you start trying to teach us life lessons? We’re out. And you may be out too.
Here’s some companies who are learning about ‘Get Woke, Go Broke’ the hard way. They are in no particular order.
Jaguar prepares to lay off more than 4,000 workers to save 2.3 billion dollars.
This was its rebranding from an exclusive and luxury brand to an “inclusive” and “diverse” one a year ago.
Everything that turns woke goes bankrupt and to hell.
Bud Light.
Nike.
Harley Davidson?!
Other companies worth mentioning are Disney. Disney went woke but they have appeared to have course corrected and they can take the financial hit. They’re huge.
And here’s one that not a lot of people talk about: Levis! That company is very much Anti-Gun. They just keep it on the down low.
Levis might be the real canary in the coal mine. Here’s what they had to say: Levis and its former CEO Chip Bergh have repeatedly said they do not seek to repeal the Second Amendment or ban guns from responsible owners. They describe their position as support for “common-sense” restrictions.
They have had this stance for decades and have quietly worked behind the scenes for ‘Common-Sense’ gun restrictions (whatever those are) They just don’t like to advertise the fact that they are doing it. So, don’t go dancing in the street over companies waking up to their woke failure. My guess is they will still support the causes they like, they just will try harder to keep it quiet.
