Analysis of Kodak's reaction to digitization and launch of Sony's Mavica in mid-80s. We also discuss other missed opportunities that Kodak had to reinvent their brand.
Disruptive Innovation, Kodak and digital imagingChris Sandström
The 'full' (long!) story about how Kodak got in trouble and how the challenges were handled... I put the other chapters together into one document, in case you just want to embed one slideshow.
Disruptive Innovation, Kodak and digital imagingChris Sandström
The 'full' (long!) story about how Kodak got in trouble and how the challenges were handled... I put the other chapters together into one document, in case you just want to embed one slideshow.
In this presentation we are going to analyse a brand that is not performing well using the brand essence model. Using the Five Pillars suggest how the brand could improve its positioning.
The story of how Kodak became the largest photo company in the world and later filed for bankruptcy because it did not change with the changing photo industry.
Technology and innovation make significant influence in today’s market and it has become the basic requirement for any organization to make the survival of any industry. Therefore, organizations try to implement technology advancements with innovation in order to protect their market position for long time. This report is based on one of famous case analysis of Eastman Kodak Company. Even the Kodak has competitive market position in traditional photography film industry; they lost their market position with digital transformation of photography.
Report explains the Kodak case with reference to the selected three strategic perspectives such as Blue ocean strategy, strategy as narrative and transient advantage. Each of these strategies discuss with three initiatives. Three initiatives such as: academic review of the theory, implication to the case study and recommendations for future improvements. Finally, it explains the conclusion and recommendations of the case analysis.
Kodak Strategic Management (Strategic Blunder) Case Study, slice and dice Kodak's functional strategy, competitive strategies and their main four pillar general strategy.
The Walt Disney: The Entertainment KingAnuj Poddar
This case is comprised of the company's history, from 1923 to 2001. The Walt years are described, as is the company's decline after his death and its resurgence under Eisner, some topics are devoted to Eisner's strategic challenges in 2001: managing synergy, managing the brand, and managing creativity. The case was written by Michael G. Rukstad and David Collis
The case was uploaded with a Walt Disney font, but Slideshare was not able to detect that
Kodak’s Decision to Enter the Consumer Digital Imaging MarketJerry Boger
This is a case study presentation discussed at Rochester Institute of Technology on Eastman Kodak's decision in 1991 to develop the consumer still imaging market. As one of the co-leaders of the Kodak strategy team, I presented the case.
In this presentation we are going to analyse a brand that is not performing well using the brand essence model. Using the Five Pillars suggest how the brand could improve its positioning.
The story of how Kodak became the largest photo company in the world and later filed for bankruptcy because it did not change with the changing photo industry.
Technology and innovation make significant influence in today’s market and it has become the basic requirement for any organization to make the survival of any industry. Therefore, organizations try to implement technology advancements with innovation in order to protect their market position for long time. This report is based on one of famous case analysis of Eastman Kodak Company. Even the Kodak has competitive market position in traditional photography film industry; they lost their market position with digital transformation of photography.
Report explains the Kodak case with reference to the selected three strategic perspectives such as Blue ocean strategy, strategy as narrative and transient advantage. Each of these strategies discuss with three initiatives. Three initiatives such as: academic review of the theory, implication to the case study and recommendations for future improvements. Finally, it explains the conclusion and recommendations of the case analysis.
Kodak Strategic Management (Strategic Blunder) Case Study, slice and dice Kodak's functional strategy, competitive strategies and their main four pillar general strategy.
The Walt Disney: The Entertainment KingAnuj Poddar
This case is comprised of the company's history, from 1923 to 2001. The Walt years are described, as is the company's decline after his death and its resurgence under Eisner, some topics are devoted to Eisner's strategic challenges in 2001: managing synergy, managing the brand, and managing creativity. The case was written by Michael G. Rukstad and David Collis
The case was uploaded with a Walt Disney font, but Slideshare was not able to detect that
Kodak’s Decision to Enter the Consumer Digital Imaging MarketJerry Boger
This is a case study presentation discussed at Rochester Institute of Technology on Eastman Kodak's decision in 1991 to develop the consumer still imaging market. As one of the co-leaders of the Kodak strategy team, I presented the case.
The following ppt on imc plan for Kodak Camera. The product i have chosen because now it passes through tough competition in the market. and in term of loss in the brand value.So if the codak should reposition them self and came with their digital camera segement by using the following IMC plan they would be success in the market.
KODAK is the world's first portable camera that introduced us into the world of photography. Here are the detailed information about the downfall of "KODAK" and reasons behind
it's bankruptcy.
Next slides are the outlineDetermine each one is low or modera.docxcurwenmichaela
Next slides are the outline
Determine each one is low or moderate or hight.
Gives some explanations to show why
Only put key words. Then in the remark, write full sentences to explain.
1
Porter’s Five Force Anaylsis
Buyers bargaining power: Low? Moderate? High?
Suppliers bargainining power: Low? Moderate? High?
Threat of new entrants: : Low? Moderate? High?
Threat of subsitutes(Outside of the industry) : Low? Moderate? High?
Rivalry among competitor: : Low? Moderate? High?
The reasons why buyers bargaining power
is low or moderate or high?
1
2
3
The reasons why Suppliers bargainining power
is low or moderate or high?
The reasons why Threat of subsitutes is low or moderate or high?
The reasons why Threat of new entrants
is low or moderate or high?
The reasons why Rivalry among competitor is low or moderate or high?
1
2
3
4
Instruction:
Read the Kodak case. Create a PowerPoint to conduct Porter’s Five force analysis. Totally 6 slides. Outline is given under attachment. Follow the outline. Due date is 4/12/2016, 20:00 p
Note: The time period you have to focus is between 1983- 2000 !!!
Below is the case.
Kodak (A)
In February 2003, Daniel A. Carp, Kodak’s chief executive officer and chairman, was reviewing 2002 data with the company’s senior executives: film sales had dropped 5% from the already weak previous year and revenues were down 3%, sliding to $12.8 billion. The film industry was “under pressure unlike ever before”, and Carp predicted a “fairly long downturn”1 for traditional photography sales as more and more consumers were turning to digital cameras, which did not require film. The company had been investing heavily in digital imaging since the early 1980s, pioneering image-sensor technology in 1986 and entering the market with a variety of products during the 1990s.
In addition, Kodak was moving more of its manufacturing to China, where it could still boast film sales, and was planning to slash 2,200 jobs, or 3% of its work force, especially in the photo-finishing business. The picture for 2003 was not any brighter: Carp expected revenues to grow slightly to $13 billion and net income to be flat or down from the $770 million the company had earned in 2002.
A native of Wytheville, Virginia, Carp had graduated in management from MIT, and had begun his career at Kodak in 1970 as a statistical analyst. Since then he had held a variety of positions, including general manager of sales for Kodak Canada, general manager of the consumer electronics division, general manager of the European, African, and Middle Eastern regions in 1991, and president and chief operating officer in 1997. Carp was finally appointed CEO on January 1, 2000. After more than 30 years at the company, he realized this struggle was one of the toughest in the company’s century-long history. How could he use digital imaging to revitalize Kodak?
Kodak’s early days, 1880-1983
In 1880, after thr ...
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It's another new era of digital and marketers are faced with making big bets on their digital strategy. If you are looking at modernizing your tech stack to support your digital evolution, there are a few can't miss (often overlooked) areas that should be part of every conversation. We'll cover setting your vision, avoiding siloes, adding a democratized approach to data strategy, localization, creating critical governance requirements and more. Attendees will walk away with actions they can take into initiatives they are running today and consider for the future.
Mastering Local SEO for Service Businesses in the AI Era is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
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Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
Core Web Vitals SEO Workshop - improve your performance [pdf]Peter Mead
Core Web Vitals to improve your website performance for better SEO results with CWV.
CWV Topics include:
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To learn more: https://brandhighlighters.co.uk/blog/top-seo-agencies-uk/
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Videos are more engaging, more memorable, and more popular than any other type of content out there. That’s why it’s estimated that 82% of consumer traffic will come from videos by 2025.
And with videos evolving from landscape to portrait and experts promoting shorter clips, one thing remains constant – our brains LOVE videos.
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Top 3 Ways to Align Sales and Marketing Teams for Rapid Growth
Analysis of Kodak's reaction to digitization
1. Reaction to Digital Competition and Market Disruption
(supplementary analysis of its response to Sony’s Mavica)
Team members
Parminder Bindra
Parag Deshpande
Samuel Katz
Cliff Klett
Ittai Marom
2. Executive Summary: Kodak’s Response to Sony Mavica
Kodak until 1981
• In 1976: Kodak controlled 90% of film market and 85% of camera sales
• Reached $10 billion in sales by 1981
• Razor-blade strategy: low-cost camera, make money from film
Sony Mavica and the Digital Revolution
• In 1981: Sony launched Mavica, a filmless digital camera
• Digital market experienced growth starting in the 90s and boomed in the 2000s
• Digital camera shipments grew from 4.5 to 28.3 million units from 2000 to 2007
Kodak’s Response to Digital Revolution
• In 1986: Kodak introduced world’s first electronic image sensor and was positioned to take full advantage
• Kodak reduced to a meager existence on 11K patents
Ultimately, Kodak failed to recognize the truly disruptive nature of digital film and also adapt its business model to
the changing landscape of the photography market.
Fox School of Business 2
PMBA - MIS 5402
4. Kodak’s History
• Through much of the 20th century, Kodak dominated the photography market
• Strong bottom line aided by consumables (film), rather than hardware (cameras)
• Strong in color film market; spent $120M in research to get there
• Consistent culture and education across leadership changes
4
State of Mind: Photography Market Kings
Digital Revolution Begins, Kodak Entered ‘Era of Exploration’
• In 1975 Kodak internally developed a digital camera but, never introduced to market
• Leadership believed it contradicted the company’s core business plan
• Began diversifying by entering fields like:
- Copy Services
- Clinical Diagnostics
- Floppy Disk and other ”chemical businesses”
Kodak still decides to explore “film based digital imaging”
• In 1986-87 even after developing the first electronic sensor and electronic photography division, management
decides to be film based digital imaging
Fox School of Business
PMBA - MIS 5402
5. “We have tried to do it all”
• In early 90’s, Kodak focused on digital imaging
• By ‘93, Kodak spent $5B on R&D for digital imaging
• Leadership attempted to consolidate product development into ”Digital equipment business”
• Ultimately brand took on to too many directions and new products failed. In ‘97, 60% losses were due to the
new hardware-based products
5
State of Mind: Failure to Adapt to the Market
Fully Digital World and Kodak’s Decline
• After decades of competing with companies like Fuji, Sony, HP, Canon and Nikon; Kodak rapidly lost the grip on
the market
• In 2000, corporate restructuring helped to merge digital and applied imaging
• In 2001, Kodak lost on $60 on every digital camera sold
• Through 2000s, Kodak was left in dust by competitors that adapted to the new digital marketplace and pivoted
their business models
Fox School of Business
PMBA - MIS 5402
6. • In 1975, Kodak invented the first digital camera but did not market it
• In 1981, the Sony Mavica – a digital camera was launched commercially to the public
• When the Mavica released, Kodak’s margins were as high as 60% for print products versus only 15% for digital
• Organization’s response to evolving technology was slow as management was reluctant to acknowledge that
print photography was a dying business
• Kodak’s inappropriate response failed to see the lucrative opportunities in digital camera technology in early
years
• In response to Sony’s success to the Mavica, Kodak spent $5 billion on digital imaging research and delegated
it among 23 scanner projects
• Kodak continued to focus digital technology on high-end, niche markets and failed to build consumer products
that helped rivals to gain greater market share
6
Missed Opportunities
Fox School of Business
PMBA - MIS 5402
7. Kodak’s response to Sony’s Mavica was inappropriate and signaled the company’s unfortunate and imminent
decline
7
Kodak’s Response to Sony’s Mavica
Fox School of Business
“ People like
color prints ”
Comments from Kodak’s CEO Colby Chandlers demonstrated that top level management failed to recognize
and capitalize on the future trajectory of the technological evolution
“ To never let his idea see the
light of the day ”
Steve Sasson, Kodak engineer who invented the first digital camera was told
by management
Kodak truly failed to understand the disruptive technology that Sony had unleashed into the market
“ We were the imaging company of the world. We literally had no
competition for so long, management hadn’t become accustomed to it.
Historically, if there was a competitor, Kodak would blow them away ”
A former Kodak
executive
PMBA - MIS 5402
8. • In the early 2000s the digital era started
booming but Kodak kept loosing money every
hour on every sale
• Rivals like Fuji, Canon, Nikon, Sony paced the
market and increased their market shares
• Post 2006, after the launch of smartphones
and iPhones there is a drastic drop in the
Kodak market share
8
Kodak’s Decline of Share Market in Digital Era
Fox School of Business
PMBA - MIS 5402
9. • Kodak focused solely on its long-time core expertise of silver halide plates
• Repeatedly avoided anything risky or innovative outside the core business
• Maintained policies and procedures to keep the status quo internally
• Suffered from internal misalignment between film and digital divisions
• Kodak failed to understand Sony’s Second Fast strategy
9
Lessons Learned
Fox School of Business
A market leader can never be complacent and
has to reinvent itself every few years
PMBA - MIS 5402
10. Deutsch, Claudia H. "At Kodak, Some Old Things Are New Again." The New York Times. The New York Times, 01 May 2008. Web. 05 Apr. 2016.
http://www.nytimes.com/2008/05/02/technology/02kodak.html
Crook, Jordan. "What Happened To Kodak’s Moment?" TechCrunch. N.p., 21 Jan. 2012. Web. 03 Apr. 2016.
http://techcrunch.com/2012/01/21/what-happened-to-kodaks-moment/
"FORTUNE 500: Eastman Kodak." FORTUNE 500: Eastman Kodak. N.p., n.d. Web. 03 Apr. 2016.
http://archive.fortune.com/magazines/fortune/fortune500_archive/snapshots/1964/455.html
"Manage Decisions." Manage Decisions Kodak A Case of Triumph Failure Comments. N.p., 26 Oct. 2010. Web. 03 Apr. 2016.
http://www.managedecisions.com/blog/?p=444
McAlone, Nathan. "This Man Invented the Digital Camera in 1975 - and His Bosses at Kodak Never Let It See the Light of Day." Business Insider. Business Insider,
Inc, 17 Aug. 2015. Web. 05 Apr. 2016.
http://www.businessinsider.com/this-man-invented-the-digital-camera-in-1975-and-his-bosses-at-kodak-never-let-it-see-the-light-of-day-2015-8
Mui, Chunka. "How Kodak Failed." Forbes. Forbes Magazine, 18 Jan. 2012. Web. 05 Apr. 2016.
http://www.forbes.com/sites/chunkamui/2012/01/18/how-kodak-failed/#211abd97bd6a
Munir, Kamal. "The Demise of Kodak: Five Reasons." WSJ. WSJ, 26 Feb. 2012. Web. 05 Apr. 2016.
http://blogs.wsj.com/source/2012/02/26/the-demise-of-kodak-five-reasons/
10
References
Fox School of Business
PMBA - MIS 5402
Editor's Notes
Governance is always a disruptor
What can be done will be done