According to Hollister from Harvard Business Review, the primary symptom of the second product syndrome would be company's inability to coordinate marketing and R&D as well as the belief that what succeeded for the first time verifies the assumptions of the management and guarantees the second product's success the next time around. [1] According to Hollister:" The greater the first product's success, the more convinced managers are of their ability to introduce another winner." Managers suffer from second product syndrome often lose sight of the reason the first product was able to succeed and resonate with the market and aimed to conquer the market without a systematic and adequate analysis or gaining the crucial capabilities in the first place.