You may call it the RAZR phenomenon, but it had its many precedents, such as the PowerPC Macs, the Palm PDAs and Treos, the Commodore 64, the Nintendo Famicom, the SEGA Genesis, the IBM PC and not the least, the grand daddy of them all, the IBM System 360 mainframe. Sun, HP all went the same way. Nokia is also full of it. So is Sony such as the Walkman. First you created a defining product. Because this product is so successful, you literally build a product culture around it. Basically instead of innovating, you create more and more sub variations of the product. You are comfortable with what you have, and you don't want to rock the boat of success. Which makes you vulnerable to a competitor that is desperate and far hungrier. This shark is more aggressive and more willing to take risks. I would say, if there is a shark now, it would be Palm, because it is in a do or die situation and is willing to do the most desperate thing---hatch a product that is a clear and clean break from its legacy. With its recent success, RIM is in danger of falling to the trap as well. It seems to be hatching one variation of the same theme after another. Nokia is clearly into this trap. This tends to move into cycles. Success leads to failure, which leads to desperation and sometimes success again if the company managed to survive. Motorola is also moving to the desperate cycle. Most of its new product launches ,from the ruggedized WM phones, to the China only ZM900, to the planned Android offerings all say buh bye to the RAZR legacy. The original HTC Touch (GSM version) was HTC's breakthrough. It moved them from nameless ODM maker in Taiwan to someone in the world scene with a global level of consumer design, something that puts it ahead of would be rivals like Acer and Asus. Then it was followed by the Diamond, and then everything else are variations of the theme. But HTC is not completely into the "comfort" cycle yet, the G1 and the Magic shows HTC is still willing to take risks.