4.1 Company starts to talk about politics instead of products in their marketing campaigns
4.2 Company starts to cut cost on workforce by pushing out experienced people and hiring cheap newbies
4.3 As a result of the previous one, expertise drops rapidly and product quality starts to drop
4.4 As the product quality decreases, bleeding experienced people makes it impossible to stabilize
4.5 There is nobody left to innovate. The cafeteria manager is the best path to become an IT director (real case: 3 consecutive cafeteria managers in the same office were promoted as IT directors in one of these companies), so the best expertise the management has is to pick the right beverages for the automated vending machines in the office
4.6 Principles and values disappear, corruptions grows, while internal controls don't even bother to look into frauds less than $1 million per incident
4.7 stock price drops, even if the company continuously spends money on shares buybacks
It does. When you have nothing big to inovate to most products, you need to tell a story to keep the attention of the customers. This is where 4.1 comes into the picture.
When 4.1 changes the direction into politics, you start doing it internally. That leads to the next points.
Boeing, like many B2B companies, is B2B2C. They may not sell directly to the public, but they have a public brand. (Unlike Spirit AeroSystems.)
And therefore, B2B companies run ads, e.g. to sway public opinion on government policies, or (now) to restore flyer confidence in their product. If US airlines get enough emails and letters from customers saying "I'll never fly a 737 MAX again!", that gives the airlines huge negotiating leverage against Boeing.
Gillette was B2B until 10 years ago, but it was one of the biggest spenders on marketing as percentage of their product total cost. There is no pure B2B if your brand is known to public.
4.1 Company starts to talk about politics instead of products in their marketing campaigns
4.2 Company starts to cut cost on workforce by pushing out experienced people and hiring cheap newbies
4.3 As a result of the previous one, expertise drops rapidly and product quality starts to drop
4.4 As the product quality decreases, bleeding experienced people makes it impossible to stabilize
4.5 There is nobody left to innovate. The cafeteria manager is the best path to become an IT director (real case: 3 consecutive cafeteria managers in the same office were promoted as IT directors in one of these companies), so the best expertise the management has is to pick the right beverages for the automated vending machines in the office
4.6 Principles and values disappear, corruptions grows, while internal controls don't even bother to look into frauds less than $1 million per incident
4.7 stock price drops, even if the company continuously spends money on shares buybacks