The document analyzes the situation of Eastman Kodak Company in the early 1990s. It provides an overview of the company's history and business segments. It then performs a SWOT analysis, noting strengths like its brand but also weaknesses like a lack of innovation. The financial position is still healthy but declining. The marketing analysis finds Kodak losing market share and slow to adapt. Management is seen as conservative and technically-focused. The main problem identified is how to successfully manage acquired companies to become a truly diversified conglomerate. Two recommendations are made: transform executive/management teams to be more marketing-oriented, and decentralize decision-making authority to business divisions.
This document discusses Kodak's declining market share in film and proposes options to address the issue. It analyzes Kodak, Fuji, and Polaroid's market shares, growth rates, and pricing strategies. One option is to launch a new economy-tier film called Funtime Film, but the team recommends against this. Instead, they suggest renaming existing film lines to clarify quality differences and focus on innovation to justify Kodak's premium position.
Eastman Kodak Company is a multinational corporation founded in 1880 that pioneered many innovations in photography. It grew through strategic acquisitions and new product lines but faced increasing competition in the late 20th century from Japanese firms and a decline in film use. Kodak underwent massive restructuring and workforce reductions to cut costs while transitioning to digital technologies and services.
Eastman Kodak faced challenges that threatened its future success and existence. George Eastman created the photography industry when he patented film rolls in 1879 and started selling Kodak cameras to amateur photographers in the late 1880s. Kodak was headquartered in Rochester, New York after being founded by George Eastman in 1889.
Kodak Strategic Management (Strategic Blunder) Case Study, slice and dice Kodak's functional strategy, competitive strategies and their main four pillar general strategy.
Kodak's 2004 strategy under CEO Daniel Carp had four pillars: 1) Slowly exiting the traditional film business, 2) Leading in distributed digital output like printing, 3) Growing the digital camera business, and 4) Expanding digital imaging services. However, this strategy failed because Kodak's core competencies in film became rigidities as the market shifted digital, they lacked market research, and were late entrants to digital photography. Under new CEO Antonio Perez, Kodak's current strategy focuses on outsourcing manufacturing, investing heavily in digital technologies, building a printer ink business, aggressive patent litigation, and brand licensing.
Kodak was once a leader in photography but struggled to transition to digital. It dominated film photography for over a century through innovations like roll film and Instamatic cameras. However, it failed to recognize that digital photography would replace film. By the time Kodak entered digital in the 1990s, it was too late and faced competition from more nimble rivals like Fujifilm. Kodak's film business declined and it struggled to profit from digital. After years of losses, Kodak filed for bankruptcy in 2012, a shadow of its former self. The document analyzes Kodak's decline and failure to transition its business model from film to the digital age.
1. The document provides an analysis of Eastman Kodak Company and the digital imaging industry. It includes a brief history of Kodak, an external analysis of the industry and competitive environment, and an internal analysis of Kodak's financials, resources, and strategies.
2. Kodak struggled to transition from film to digital as demand for digital cameras and smartphone cameras grew. While Kodak had strengths in brand recognition and research, it failed to effectively transition its business model.
3. By 2012, Kodak filed for bankruptcy as it had billions in losses over the previous decade from its inability to adapt. However, the document notes that Kodak remained one of the largest brand
Eastman Kodak's CEO presented a $3 billion digital imaging strategy in 2003 that involved rapid acceleration in Kodak's technological and market development of digital imaging. This would be funded by slashing dividends, causing shareholder dissatisfaction. The challenges were whether to proceed with the investment plan or focus on established products and markets. Kodak had strengths in traditional photography but faced uncertainty in competing aggressively in the emerging digital market against competitors like Fujifilm. The case discusses Kodak's options to invest heavily in becoming a major digital player or maintain its core strengths in traditional markets.
This document discusses Kodak's declining market share in film and proposes options to address the issue. It analyzes Kodak, Fuji, and Polaroid's market shares, growth rates, and pricing strategies. One option is to launch a new economy-tier film called Funtime Film, but the team recommends against this. Instead, they suggest renaming existing film lines to clarify quality differences and focus on innovation to justify Kodak's premium position.
Eastman Kodak Company is a multinational corporation founded in 1880 that pioneered many innovations in photography. It grew through strategic acquisitions and new product lines but faced increasing competition in the late 20th century from Japanese firms and a decline in film use. Kodak underwent massive restructuring and workforce reductions to cut costs while transitioning to digital technologies and services.
Eastman Kodak faced challenges that threatened its future success and existence. George Eastman created the photography industry when he patented film rolls in 1879 and started selling Kodak cameras to amateur photographers in the late 1880s. Kodak was headquartered in Rochester, New York after being founded by George Eastman in 1889.
Kodak Strategic Management (Strategic Blunder) Case Study, slice and dice Kodak's functional strategy, competitive strategies and their main four pillar general strategy.
Kodak's 2004 strategy under CEO Daniel Carp had four pillars: 1) Slowly exiting the traditional film business, 2) Leading in distributed digital output like printing, 3) Growing the digital camera business, and 4) Expanding digital imaging services. However, this strategy failed because Kodak's core competencies in film became rigidities as the market shifted digital, they lacked market research, and were late entrants to digital photography. Under new CEO Antonio Perez, Kodak's current strategy focuses on outsourcing manufacturing, investing heavily in digital technologies, building a printer ink business, aggressive patent litigation, and brand licensing.
Kodak was once a leader in photography but struggled to transition to digital. It dominated film photography for over a century through innovations like roll film and Instamatic cameras. However, it failed to recognize that digital photography would replace film. By the time Kodak entered digital in the 1990s, it was too late and faced competition from more nimble rivals like Fujifilm. Kodak's film business declined and it struggled to profit from digital. After years of losses, Kodak filed for bankruptcy in 2012, a shadow of its former self. The document analyzes Kodak's decline and failure to transition its business model from film to the digital age.
1. The document provides an analysis of Eastman Kodak Company and the digital imaging industry. It includes a brief history of Kodak, an external analysis of the industry and competitive environment, and an internal analysis of Kodak's financials, resources, and strategies.
2. Kodak struggled to transition from film to digital as demand for digital cameras and smartphone cameras grew. While Kodak had strengths in brand recognition and research, it failed to effectively transition its business model.
3. By 2012, Kodak filed for bankruptcy as it had billions in losses over the previous decade from its inability to adapt. However, the document notes that Kodak remained one of the largest brand
Eastman Kodak's CEO presented a $3 billion digital imaging strategy in 2003 that involved rapid acceleration in Kodak's technological and market development of digital imaging. This would be funded by slashing dividends, causing shareholder dissatisfaction. The challenges were whether to proceed with the investment plan or focus on established products and markets. Kodak had strengths in traditional photography but faced uncertainty in competing aggressively in the emerging digital market against competitors like Fujifilm. The case discusses Kodak's options to invest heavily in becoming a major digital player or maintain its core strengths in traditional markets.
George Eastman founded Eastman Kodak in 1880, pioneering portable cameras and making photography accessible to the public. However, Kodak was slow to transition to digital photography in the late 20th century as technologies like digital cameras and camera-equipped smartphones became popular. By 2012, declining film sales and late entry into digital caused Kodak to file for bankruptcy and exit the photography business altogether.
Kodak struggled to adapt to the digital age due to its dependence on highly profitable film sales. When digital cameras emerged in the 1980s, Kodak failed to believe they could be profitable, focusing on film over new technology. By the time Kodak acknowledged digital photography in the 2000s, it was too late as the market had already shifted. Kodak's slow, evolutionary approach was not adequate to drive the revolutionary change needed to transition its business model for the digital era.
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.
Eastman Kodak founded in 1892 and dominated the photography industry through the 20th century with innovations like roll film and mass-produced cameras. However, in the 1970s Japanese competitors like Fuji gained market share through lower prices. Kodak was slow to transition to digital photography in the 1990s as preferences changed, and filed for bankruptcy in 2012 due to falling revenues and billions in debt. The document examines Kodak's rise to dominance, challenges from competitors, and ultimate failure to adapt to digitalization.
Kodak failed to adapt to changes in technology as digital photography and smartphones rose in popularity. Specifically, Kodak focused on selling more film rather than transitioning to the new digital market. This allowed competitors like Fujifilm to gain market share with more flexible strategies. The key lessons are that companies must be willing to change with technology shifts, ask the right questions about their core business, and not rely solely on brand strength to resist cannibalization and disruption.
This document summarizes Kodak's decline due to the rise of digital photography. It discusses Kodak's original business model of film and photo processing. While Kodak invented early digital cameras, it failed to transition its business model from film-based to digital. Mistakes included rejecting small opportunities, over-investing broadly, isolating new and old businesses, and allowing innovators to leave. Compared to Fujifilm, Kodak lacked management consistency, focused too much on profits, and became complacent. The document recommends Kodak pivot to printing in medical fields.
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This document outlines a marketing plan for Kodak to revitalize its film business. It begins with an overview of Kodak's history and decline due to digital photography. The current strategy of targeting casual digital users is analyzed. It is proposed to target professional photographers and film enthusiasts by marketing film's artistic benefits over digital. The plan includes promoting film's quality through festivals and specialty stores. Financial projections estimate the new strategy could increase revenues by 50% within a year by gaining market share from digital. In conclusion, the document recommends Kodak refocus on its film business to drive growth.
Kodak was once a dominant leader in photography, controlling 90% of the film and 85% of camera sales in America by 1976 and rated as one of the most valuable brands. However, Kodak failed to transition to digital photography in time, remaining focused on its traditional film business instead of innovating. As digital cameras became popular, Kodak's film-based business declined and it eventually had to declare bankruptcy in 2012 due to its unwillingness to change and late move toward the new digital market.
The document provides an overview of Kodak's management group, project agenda, introduction and history. It analyzes Kodak's financial performance before and after bankruptcy, through metrics like revenue, net income, assets, liabilities and equity. A SWOT analysis and Porter's Five Forces analysis are presented. Recommendations are made to rebuild Kodak's marketing department, focus on niche markets, leverage business intelligence and reposition its brand. Kodak should also diversify into areas like cloud services and digital imaging to drive future growth.
International Business Strategy of IKEASungwhan Kim
IKEA has been able to reduce the price of its furniture by outsourcing production to low-cost regions like Eastern Europe and Asia. It maintains close relationships with over 1,400 suppliers, with the majority located in China and Poland. IKEA owns the rights to its product designs and minimizes costs through outsourcing all production activities while developing extensive supply chains abroad. It also established Swedwood as a subsidiary supplier with advanced production facilities, mainly in Eastern Europe, to further reduce costs. In China, IKEA planned to open 10 stores by 2010 to reflect Chinese apartment layouts and offer rare home delivery given low car ownership rates.
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.
The Walt Disney Company and Pixar Inc.: To Acquire or Not to AcquireEric Moon
This document discusses Pixar and Disney's potential acquisition of Pixar. It provides overviews of both companies and their capabilities. Pixar has strong animation and storytelling capabilities as well as a culture that promotes creativity and collaboration. Disney lacks these capabilities and has a more hierarchical culture. The document considers alternatives to acquisition like a strategic alliance but finds acquisition makes the most sense for Disney's growth given Pixar is a near-perfect strategic fit. However, risks include integrating the different cultures and financial risks around stock dilution from the deal. In the end, Disney's CEO believes more can be accomplished through full ownership than a joint venture.
Fuji Xerox began as a 50/50 joint venture between Fuji Photo Film and Rank Xerox in 1962. Over time, Fuji Xerox strengthened its technical capabilities through R&D and product development, becoming an important manufacturing and sales partner for Xerox in Asia. By the 1990s, Fuji Xerox supplied most of Xerox's low and mid-volume copiers globally and the companies established strategic partnerships to collaborate on new products and markets in response to competition from Canon.
The document provides a strategic analysis of Best Buy Co., Inc. It discusses Best Buy's position as the global leader in consumer electronics retail with over 1,400 stores and $50 billion in annual revenue. However, Best Buy is currently facing decline due to strengthening forces in its industry such as showrooming, increased price transparency online, price matching, and shifts in consumer spending away from computers. The analysis uses Porter's Five Forces model to examine Best Buy's challenges from new entrants, supplier bargaining power, competition, substitution threats, and buyer power.
The document discusses Sports Obermeyer, a skiwear manufacturer founded in 1947. It provides details on the company's structure, sales figures, market share, and a joint venture called Obersport.
It then presents a sample problem asking how many units of each style Wally Obermeyer should order from its Hong Kong production. Using forecasting data and calculations, it recommends production quantities for 10 styles that meet the minimum order of 10,000 units.
Recommendations are made to improve Obermeyer's forecasting accuracy, reduce lead times, increase Chinese worker efficiency, and source non-standard zippers closer to reduce lead times. Long-term, shifting more production to Hong Kong is suggested due to lead
Kodak's 4-year strategy from 2003 failed to transition the company away from traditional film business towards digital. The strategy had 4 pillars: 1) Slow exit from film, 2) Lead in digital output, 3) Grow digital capture, 4) Expand digital services. It failed due to core competencies becoming rigidities, lack of market research, late entry into digital photography, and unwillingness to change. The current CEO is pursuing outsourcing, investing in digital/printers, aggressive patent litigation, and brand licensing to generate revenue during bankruptcy restructuring. Lessons are that strengths can become weaknesses, external changes must be addressed, and innovation alone is not a solution.
George Fisher is the new CEO of Eastman Kodak Company, which has lost market share in photo film to competitors like Fuji in recent years. Kodak's market share has dropped from 76% to 70% in the last 5 years. Fisher has devised a new strategy called "Funtime" to reposition Kodak's film brands. The strategy involves offering three tiers of films - Gold Plus as the flagship premium brand, Royal Gold as the new super premium brand, and Funtime as an economy brand to be sold only twice a year in value packs to compete on price.
Apple INC.: Managing a Global Supply ChainAyesha Majid
As part of her analysis of Apple’s stock, she wanted to look at the company’s supply chain to see if she could gain some insight into the pros and cons of Apple as a key holding in BXE’s fund. When. Apple Computer was founded on April 1, 1976, by Steve Jobs, Steve Wozniak and Mike Markkula to manufacture and distribute desktop computers.
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.
Samsung Canada faced challenges in redefining its brand as a premium consumer brand in Canada. It conducted a SWOT analysis and considered increasing its promotional budget. However, the document recommends that Samsung focus on improving its customer service by enhancing its helpline, reducing wait times, providing temporary replacement products during repairs, and informing customers about repair timelines. This focus on excellent customer satisfaction and service will help Samsung build brand loyalty and redefine itself as a premium brand through positive word-of-mouth without changing its product lines, prices, or distribution strategies.
This document discusses factors that contribute to competitive advantage for companies, including quality, customer responsiveness, efficiency, and innovation. It identifies different types of resources and capabilities that strengthen competitive advantage, such as financial, physical, human, and technological resources as well as tangible and intangible assets. Sustaining competitive advantage over time depends on barriers to imitation, the capabilities of competitors, and the dynamism of the industry. Companies can fail if they are unable to change strategies and structures to adapt to shifting competitive conditions.
George Eastman founded Eastman Kodak in 1880, pioneering portable cameras and making photography accessible to the public. However, Kodak was slow to transition to digital photography in the late 20th century as technologies like digital cameras and camera-equipped smartphones became popular. By 2012, declining film sales and late entry into digital caused Kodak to file for bankruptcy and exit the photography business altogether.
Kodak struggled to adapt to the digital age due to its dependence on highly profitable film sales. When digital cameras emerged in the 1980s, Kodak failed to believe they could be profitable, focusing on film over new technology. By the time Kodak acknowledged digital photography in the 2000s, it was too late as the market had already shifted. Kodak's slow, evolutionary approach was not adequate to drive the revolutionary change needed to transition its business model for the digital era.
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.
Eastman Kodak founded in 1892 and dominated the photography industry through the 20th century with innovations like roll film and mass-produced cameras. However, in the 1970s Japanese competitors like Fuji gained market share through lower prices. Kodak was slow to transition to digital photography in the 1990s as preferences changed, and filed for bankruptcy in 2012 due to falling revenues and billions in debt. The document examines Kodak's rise to dominance, challenges from competitors, and ultimate failure to adapt to digitalization.
Kodak failed to adapt to changes in technology as digital photography and smartphones rose in popularity. Specifically, Kodak focused on selling more film rather than transitioning to the new digital market. This allowed competitors like Fujifilm to gain market share with more flexible strategies. The key lessons are that companies must be willing to change with technology shifts, ask the right questions about their core business, and not rely solely on brand strength to resist cannibalization and disruption.
This document summarizes Kodak's decline due to the rise of digital photography. It discusses Kodak's original business model of film and photo processing. While Kodak invented early digital cameras, it failed to transition its business model from film-based to digital. Mistakes included rejecting small opportunities, over-investing broadly, isolating new and old businesses, and allowing innovators to leave. Compared to Fujifilm, Kodak lacked management consistency, focused too much on profits, and became complacent. The document recommends Kodak pivot to printing in medical fields.
FreeAssignmenthelp.com has a pool of over 3000+ assignment experts from Australia, UK and US. They are highly qualified and skilled professional writers who have vast experience in writing assignments, dissertations, essays, research papers, term papers etc. Each expert is chosen after rigorous testing and has to prove his academic credentials.
Please share your Assignment detail it is very fast way for communication and transfer the requirements.
>> My specialties are:
*On Time Delivery
*24 X 7 Live Help
*3000+ PhD Experts
*Plagiarism Free Work
*Services For All Subjects
*Plagiarism Report on Demand
*100% Money Back Guarantee
*Top Quality Work
*Free SMS Update
*Best Price Guarantee
*Dedicated Student Area
*On Demand Phone Calls
*Safe Payment Options
*Unlimited Revision
*100% Privacy Guaranteed
I am available to come in for an interview at any time, and would appreciate the opportunity to meet with you. I hope that I am granted an opportunity to talk and perhaps meet with you in the very near future.
Hope to hear from you soon.
Thanks & regards
Web:
www.onlineassignmnethelp.com.au
www.freeassignmenthelp.com
Email:
cheaponlineassignmnethelp@gmail.com
This document outlines a marketing plan for Kodak to revitalize its film business. It begins with an overview of Kodak's history and decline due to digital photography. The current strategy of targeting casual digital users is analyzed. It is proposed to target professional photographers and film enthusiasts by marketing film's artistic benefits over digital. The plan includes promoting film's quality through festivals and specialty stores. Financial projections estimate the new strategy could increase revenues by 50% within a year by gaining market share from digital. In conclusion, the document recommends Kodak refocus on its film business to drive growth.
Kodak was once a dominant leader in photography, controlling 90% of the film and 85% of camera sales in America by 1976 and rated as one of the most valuable brands. However, Kodak failed to transition to digital photography in time, remaining focused on its traditional film business instead of innovating. As digital cameras became popular, Kodak's film-based business declined and it eventually had to declare bankruptcy in 2012 due to its unwillingness to change and late move toward the new digital market.
The document provides an overview of Kodak's management group, project agenda, introduction and history. It analyzes Kodak's financial performance before and after bankruptcy, through metrics like revenue, net income, assets, liabilities and equity. A SWOT analysis and Porter's Five Forces analysis are presented. Recommendations are made to rebuild Kodak's marketing department, focus on niche markets, leverage business intelligence and reposition its brand. Kodak should also diversify into areas like cloud services and digital imaging to drive future growth.
International Business Strategy of IKEASungwhan Kim
IKEA has been able to reduce the price of its furniture by outsourcing production to low-cost regions like Eastern Europe and Asia. It maintains close relationships with over 1,400 suppliers, with the majority located in China and Poland. IKEA owns the rights to its product designs and minimizes costs through outsourcing all production activities while developing extensive supply chains abroad. It also established Swedwood as a subsidiary supplier with advanced production facilities, mainly in Eastern Europe, to further reduce costs. In China, IKEA planned to open 10 stores by 2010 to reflect Chinese apartment layouts and offer rare home delivery given low car ownership rates.
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.
The Walt Disney Company and Pixar Inc.: To Acquire or Not to AcquireEric Moon
This document discusses Pixar and Disney's potential acquisition of Pixar. It provides overviews of both companies and their capabilities. Pixar has strong animation and storytelling capabilities as well as a culture that promotes creativity and collaboration. Disney lacks these capabilities and has a more hierarchical culture. The document considers alternatives to acquisition like a strategic alliance but finds acquisition makes the most sense for Disney's growth given Pixar is a near-perfect strategic fit. However, risks include integrating the different cultures and financial risks around stock dilution from the deal. In the end, Disney's CEO believes more can be accomplished through full ownership than a joint venture.
Fuji Xerox began as a 50/50 joint venture between Fuji Photo Film and Rank Xerox in 1962. Over time, Fuji Xerox strengthened its technical capabilities through R&D and product development, becoming an important manufacturing and sales partner for Xerox in Asia. By the 1990s, Fuji Xerox supplied most of Xerox's low and mid-volume copiers globally and the companies established strategic partnerships to collaborate on new products and markets in response to competition from Canon.
The document provides a strategic analysis of Best Buy Co., Inc. It discusses Best Buy's position as the global leader in consumer electronics retail with over 1,400 stores and $50 billion in annual revenue. However, Best Buy is currently facing decline due to strengthening forces in its industry such as showrooming, increased price transparency online, price matching, and shifts in consumer spending away from computers. The analysis uses Porter's Five Forces model to examine Best Buy's challenges from new entrants, supplier bargaining power, competition, substitution threats, and buyer power.
The document discusses Sports Obermeyer, a skiwear manufacturer founded in 1947. It provides details on the company's structure, sales figures, market share, and a joint venture called Obersport.
It then presents a sample problem asking how many units of each style Wally Obermeyer should order from its Hong Kong production. Using forecasting data and calculations, it recommends production quantities for 10 styles that meet the minimum order of 10,000 units.
Recommendations are made to improve Obermeyer's forecasting accuracy, reduce lead times, increase Chinese worker efficiency, and source non-standard zippers closer to reduce lead times. Long-term, shifting more production to Hong Kong is suggested due to lead
Kodak's 4-year strategy from 2003 failed to transition the company away from traditional film business towards digital. The strategy had 4 pillars: 1) Slow exit from film, 2) Lead in digital output, 3) Grow digital capture, 4) Expand digital services. It failed due to core competencies becoming rigidities, lack of market research, late entry into digital photography, and unwillingness to change. The current CEO is pursuing outsourcing, investing in digital/printers, aggressive patent litigation, and brand licensing to generate revenue during bankruptcy restructuring. Lessons are that strengths can become weaknesses, external changes must be addressed, and innovation alone is not a solution.
George Fisher is the new CEO of Eastman Kodak Company, which has lost market share in photo film to competitors like Fuji in recent years. Kodak's market share has dropped from 76% to 70% in the last 5 years. Fisher has devised a new strategy called "Funtime" to reposition Kodak's film brands. The strategy involves offering three tiers of films - Gold Plus as the flagship premium brand, Royal Gold as the new super premium brand, and Funtime as an economy brand to be sold only twice a year in value packs to compete on price.
Apple INC.: Managing a Global Supply ChainAyesha Majid
As part of her analysis of Apple’s stock, she wanted to look at the company’s supply chain to see if she could gain some insight into the pros and cons of Apple as a key holding in BXE’s fund. When. Apple Computer was founded on April 1, 1976, by Steve Jobs, Steve Wozniak and Mike Markkula to manufacture and distribute desktop computers.
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.
Samsung Canada faced challenges in redefining its brand as a premium consumer brand in Canada. It conducted a SWOT analysis and considered increasing its promotional budget. However, the document recommends that Samsung focus on improving its customer service by enhancing its helpline, reducing wait times, providing temporary replacement products during repairs, and informing customers about repair timelines. This focus on excellent customer satisfaction and service will help Samsung build brand loyalty and redefine itself as a premium brand through positive word-of-mouth without changing its product lines, prices, or distribution strategies.
This document discusses factors that contribute to competitive advantage for companies, including quality, customer responsiveness, efficiency, and innovation. It identifies different types of resources and capabilities that strengthen competitive advantage, such as financial, physical, human, and technological resources as well as tangible and intangible assets. Sustaining competitive advantage over time depends on barriers to imitation, the capabilities of competitors, and the dynamism of the industry. Companies can fail if they are unable to change strategies and structures to adapt to shifting competitive conditions.
This document discusses factors that contribute to competitive advantage for companies, including quality, customer responsiveness, efficiency, and innovation. It identifies different types of resources and capabilities that strengthen competitive advantage, such as financial, physical, human, and technological resources as well as tangible and intangible assets. Sustaining competitive advantage over time depends on barriers to imitation, the capabilities of competitors, and the dynamism of the industry. Companies can fail if they are unable to change strategies and structures to adapt to shifting competitive conditions.
SWOT Analysis comprises of factors affecting SWOT along with its benefits & limitations plus practical examples of Pepsi, Ray-Ban, Adidas, Dell company.
My very first case competition which took place on the 15th of November. I had a very tough team who did'nt want to prepare until the end, however, we all pushed through amazingly.
This document discusses how analysts have traditionally defined a firm's assets too narrowly by only considering tangible assets like property and equipment. However, intangible assets such as technology, brand reputation, and corporate culture are also invaluable to a firm's competitive position. In fact, these invisible assets are often the main source of sustainable competitive advantage over time. The document then goes on to discuss analyzing a firm's resources and capabilities as the basis for formulating strategy.
Chapter 12 Strategy In Intl Bus. (Fall 2007)knksmart
1. The document discusses strategies that companies can take to compete effectively in international markets, including customizing offerings to local conditions while maintaining core strategies, leveraging skills across subsidiaries, and balancing global standardization with local responsiveness.
2. Companies face pressures to both reduce costs through activities like experience effects and location economies, as well as respond to local differences in tastes, regulations, and distribution channels.
3. The example of Clear Vision eyewear demonstrates developing low-cost manufacturing and high-quality product differentiation strategies to increase value creation and profitability internationally.
Chapter 12 Strategy In Intl Bus. (Fall 2007)knksmart
1. The document discusses strategies that companies can take to compete effectively in international markets, including lowering costs through activities like shifting manufacturing to lower-cost locations or achieving differentiation through product customization.
2. It also discusses benefits of global expansion like leveraging core competencies across markets, gaining location economies from performing activities in optimal locations, and leveraging skills from subsidiaries.
3. Companies expanding globally must balance pressures for cost reductions with pressures for local responsiveness through product customization to different market needs.
The document discusses internal entrepreneurship at The Dow Chemical Company through the example of epoxy.com. It describes how Ian Telford successfully pitched and launched epoxy.com in 2000 to sell epoxy resins online, overcoming initial skepticism. Epoxy.com became profitable within a year and continued growing, highlighting lessons about identifying market gaps, building partnerships, and executing ideas effectively within a large organization.
This document outlines the key themes of strategic management. It discusses the changing competitive landscape where industry boundaries are blurring due to technological changes and globalization. It presents two models for achieving superior profitability: the industrial organization model which focuses on external industry factors, and the resource-based model which focuses on internal resources and capabilities. It also discusses strategic intent, mission, and key stakeholder groups that are important for firms.
This document provides information about VI Consulting, an enterprise information systems integration and consulting firm. It discusses the key drivers, survival factors, and overall attractiveness of the industry. It also describes IBM's current strategy, goals, capabilities, performance compared to industry, organizational health, and key issues. Finally, it proposes changes to IBM's strategy to close gaps in marketing and innovation and projects future performance with the new strategy.
This document outlines the business policy and strategy of Fauji Cement Company Ltd. It provides information on the company such as its establishment in 1992, current production capacity of 8.4 million tons annually, and operations across three manufacturing plants in Pakistan. The organizational structure and various types of cement produced are also mentioned. The company's mission and vision focus on being a role model in cement manufacturing while maximizing profitability and market share. A PESTEL analysis is included, along with Porter's Five Forces model and an evaluation of the company's external and internal factors. The document analyzes the company's resources and formulates strategies.
This document analyzes industry situations, specifically fragmented industries. It defines fragmented industries as having no single dominant player, low barriers to entry, and firms that specialize to satisfy diverse customer needs. Examples given include fashion, restaurants, and professional services. The document discusses strategic options for industry leaders like fortifying their position and staying on the offensive, as well as strategies for runners-up like pursuing vacant niches. Thirteen commandments of successful business strategies are also outlined.
The document discusses various strategic management tools and concepts including:
- Types of business strategies such as market penetration, product development, diversification, integration, and retrenchment.
- Analytical tools for strategic analysis including SWOT, BCG matrix, SPACE matrix, IE matrix, and Grand Strategy matrix.
- The setting of strategic objectives including examples of strategic objectives related to market share and financial objectives related to revenues, profits, and other metrics.
The document discusses various strategic management tools and concepts including:
- Types of business strategies such as market penetration, product development, diversification, and integration.
- Analytical tools for strategic analysis including SWOT, BCG matrix, SPACE matrix, IE matrix, and Grand Strategy matrix.
- The process of setting strategic objectives including making them specific, measurable, achievable, realistic, and time-bound. Examples of strategic and financial objectives are provided.
The document discusses various strategic management tools and concepts including:
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2. COMPANY PROFILE SITUATION ANALYSIS PROBLEM STATEMENT ALTERNATIVES RECOMMENDATIONS
COMPANY
PROFILE
Eastman Kodak Company was
incorporated in New Jersey in 1901.
Business originally established by
George Eastman in September 1880.
Previous CEO, Chandler, diversified
Kodak into four business groups:
1. Imaging 2. Information Systems
3. Health 4. Chemical
In 1990, Kay Whitmore is the new CEO
of the Eastman Kodak Company
3. COMPANY PROFILE SITUATION ANALYSIS PROBLEM STATEMENT ALTERNATIVES RECOMMENDATIONS
SWOT
STRENGTH
• High brand awareness & recognition
• Worldwide distribution presence
• Cash rich
• Strong control in photofinishing process
• Expert in chemistry industry
• Market leader in film business
• International presence
• Diversified portfolio
• Strong R&D
4. COMPANY PROFILE SITUATION ANALYSIS PROBLEM STATEMENT ALTERNATIVES RECOMMENDATIONS
SWOT
WEAKNESS
• Growth without clear strategic direction
• Disadvantage cost structure in core business
• Information System group experiencing huge
loss over the year
• Outsource manufacturing process to
competitors
• Product cannibalized each other
• Technology oriented company
• Lack of innovation
• Failed to capture many lucrative opportunity
related to core businesses
5. COMPANY PROFILE SITUATION ANALYSIS PROBLEM STATEMENT ALTERNATIVES RECOMMENDATIONS
THREATOPPORTUNTY
• Form new strategic alliance with
Walt Disney
• Growing in popularity of 16-ounce
PET bottles and plastic related
products
• High profit margin in healthcare
• New imaging technology e.g.
digital
• Exploit lithium ion battery
• Competitive threat from Fuji in core
business
• Competition in newly acquired
companies
• Change in customer preferences
• Emergence of new technology
• Price war in film and photographic
industry
• Potential litigation from Polaroid
SWOT
6. COMPANY PROFILE SITUATION ANALYSIS PROBLEM STATEMENT ALTERNATIVES RECOMMENDATIONS
FINANCIAL POSITION
•For the past years, the debt level of the company has significantly increased.
The company is considered as highly leverage.
•The company still has the ability to pay back debt very healthily because its
current ratio is around 1.2. It is still liquid. > Low risk of Bankruptcy in 1992.
•Asset utilization has been fluctuating a lot in recent years due to aggressive
acquisitions of many companies some with unstable earnings from each segment.
•The company has low net profit margin due to a very competitive industry it
enters.
•Company’s performance is affected by exchange rate.
The financial situation of the company is still healthy.
7. COMPANY PROFILE SITUATION ANALYSIS PROBLEM STATEMENT ALTERNATIVES RECOMMENDATIONS
MARKETING ANALYSIS
Market leader in film business
• Continuously losing market share to Fuji
• More premium than competitor with high
quality product offering
Position to be expert in photography
Price war
No market research
• Failed to deliver products that meet
customer preference
• False believed about what consumers want
Customers are consumer market & business market
Biggest threat from Fuji
Highly competitive industry that requires R&D and
good marketing team.
8. COMPANY PROFILE SITUATION ANALYSIS PROBLEM STATEMENT ALTERNATIVES RECOMMENDATIONS
MARKETING ANALYSIS
Information system market requires
company to have technical expertise in
producing equipment at low cost and
good features.
In health market, brand’s credibility has
played crucial role in gaining customer’s
trust.
Chemical group has faced highly
competitive products that they compete
on efficiency.
Well known Kodak’s brand can help
consumer identify it products easily.
Requires heavy R&D
9. COMPANY PROFILE SITUATION ANALYSIS PROBLEM STATEMENT ALTERNATIVES RECOMMENDATIONS
MANAGEMENT CRITIQUE
Technical mindset and lack of marketing
orientation
Management culture is CONSERVATIVE results in:
• Slow response to market change
• Risk adverse
Organization culture is in transition
Weak management
• Unclear rationale of acquisitions results in
unclear strategic direction
• Unaware of the competitive threat the
company’s is facing
• Failed to manage new ventures and
acquisitions
10. COMPANY PROFILE SITUATION ANALYSIS PROBLEM STATEMENT ALTERNATIVES RECOMMENDATIONS
COMPETENCIES
Distinctive Competency:
Complete presence in the value chain of film & photographic industry
Sustainable Distinctive Competency : Kodak’s Brand
11. COMPANY PROFILE SITUATION ANALYSIS PROBLEM STATEMENT ALTERNATIVES RECOMMENDATIONS
PROBLEM STATEMENT
How can the company solve its lack of marketing orientation
issue in order to retain its competitive advantage?
What should Kodak do to maintain its competitiveness in order
to effectively compete with existing and potential competitors
in its core business?
How can Kodak successfully manage its acquired companies in
order to become a truly conglomerate company?
How can the company ensure its existence in the current
business with changing industry trends
How can the company solve its cost disadvantage structured
in order to become more efficient?
12. How can Kodak successfully manage its acquired companies in order to
become a truly conglomerate company?
COMPANY PROFILE SITUATION ANALYSIS PROBLEM STATEMENT ALTERNATIVES RECOMMENDATIONS
SELECTED PROBLEM
STATEMENT
• Sales of the company’s core business operation decline at rate of
approximately 22% for the past 5 years
• Decline in sales is due to fierce competition from Fuji Film and missed
opportunities by the management
• To counter competition and lessen its dependence on the core
business, Kodak began diversification strategy
• Kodak is under immense threat of being taken over and dismantles, if the
company fails to successfully manage the acquired companies
13. COMPANY PROFILE SITUATION ANALYSIS PROBLEM STATEMENT ALTERNATIVES RECOMMENDATIONS
ALTERNATIVES
1. Decentralized decision making authority to each division
2. Transform executive and management teams
3. Hire expert in managing conglomerate company
4. Acquire Chinon
5. Create control mechanism to motivate executives to
improve their divisions performance
14. COMPANY PROFILE SITUATION ANALYSIS PROBLEM STATEMENT ALTERNATIVES RECOMMENDATIONS
ALTERNATIVES
10. Develop training program in order to become more
market oriented
6. Introduce nutritional supplement product in order to c
capture the growing opportunity in healthcare industry
7. Introduce lithium-ion battery to become a leader in
growing consumer electronic industry
8. Slowly divest Information System group
9. Implement cost cutting strategy among all divisions
in order to enhance company efficiency
15. Transform executive and
management teams
COMPANY PROFILE SITUATION ANALYSIS PROBLEM STATEMENT ALTERNATIVES RECOMMENDATIONS
RECOMMENDATIONS
Decentralized decision making
authority to each division
16. COMPANY PROFILE SITUATION ANALYSIS PROBLEM STATEMENT ALTERNATIVES RECOMMENDATIONS
RECOMMENDATION 1
Rationale
Transform executive and
management teams
• Management team is filled with engineers
and scientists - technical orientation
• Neglect the marketing aspect when coming
up with new product
• Lack of marketing orientation --- missed
opportunity and losing competitiveness
• Lack expertise and industry knowledge to
manage acquired companies
17. COMPANY PROFILE SITUATION ANALYSIS PROBLEM STATEMENT ALTERNATIVES RECOMMENDATIONS
RECOMMENDATION 1
Implementation
Transform executive and
management teams
• Evaluate current management from each
division
• Slowly eliminate poorly performed executives
and who don’t fit with company’s divisions
acquired
• Replace with people who have expertise and
industry knowledge
• Instill the management team with qualities of
technical and marketing skills
• Implement control mechanism
18. COMPANY PROFILE SITUATION ANALYSIS PROBLEM STATEMENT ALTERNATIVES RECOMMENDATIONS
RECOMMENDATION 2
Rationale
Decentralized decision making
authority to each division
• Conservative values rather than
Entrepreneurial values
• Centralized decision making process
• Long functional lines – slow response to
changing business trend and slow to capture
new business opportunities
• Lack of communication and poor
interdivision relations between divisions
contributed to poor operating performance
19. COMPANY PROFILE SITUATION ANALYSIS PROBLEM STATEMENT ALTERNATIVES RECOMMENDATIONS
RECOMMENDATION 2
Implementation
Decentralized decision making
authority to each division
• Conduct preliminary analysis to get the
most efficient flow of information between
divisions
• Shift decision making task from centralized
manager to each division manager
• Evaluate its effectiveness in responding to
the competitive threats and changing trends
Position to be expert in photographywith products ranged from film, camera to finishing processWith diversify portfolio, current Kodak’s customers exist in both consumer market and business market
Information system : very competitive industry and many large competitors like Canon and IBMIn health market: very high profit margins and opportunities on supplemental nutrition.Chemical group: the company is the major suppliers of chemical products, though tense competition> price war, Successful Kodak’s PET
fear that the company will be taken over - undertaken many acquisitions that are unrelated to the company’s core business.
Step 1:Evaluate the current management team in each of Kodak’s four business divisions – Imaging, Chemicals, Health and Information Systems. At this stage Kodak should evaluate the current management to match each division operational and cultural needs with required skills and leadership culture.Step 2:Begin the transformation process by slowly eliminating executives who have poor performance and don’t fit well with the company's division acquired and replace those executives with the people who have expertise and industry knowledge.Step 3: Instill the new executive and management team with both qualities of technical and marketing skills and implement a mechanism that will monitor and evaluate the performance of new management team in each division.
Step 1:Conduct preliminary analysis regarding the most effective structure for the organization that will result in the most efficient flow of information between divisions and will encourage collaboration and interdivisions relations.Step 2:The task of making decisions will shift from centralized group of seniors’ managers to each division managers. However, the centralized group of managers will have power to reject any decisions that they feel is against the corporate goal.Step 3: Evaluate the new decision making process for its efficiency and effectiveness in responding to the competitive threats and changing industry trends.