Kodak brand positioning
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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.
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Kodak strategic management
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 Case Study
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.
Kodak 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 rev.-1
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.
Kodak Strategic Management (Strategic Blunder) Case Study
Kodak Strategic Management (Strategic Blunder) Case Study, slice and dice Kodak's functional strategy, competitive strategies and their main four pillar general strategy.
Kodak
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 case presentation
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.
Analysis of Kodak's reaction to digitization
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.
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Kodak strategic management
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 Case Study
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.
Kodak 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 rev.-1
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.
Kodak Strategic Management (Strategic Blunder) Case Study
Kodak Strategic Management (Strategic Blunder) Case Study, slice and dice Kodak's functional strategy, competitive strategies and their main four pillar general strategy.
Kodak
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 case presentation
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.
Analysis of Kodak's reaction to digitization
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.
What Happened to Kodak?
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.
The Rise and Fall of Kodak Empire
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.
The Fall of Kodak- A tale of disruptive technology and bad business
- Kodak was highly successful in film photography but failed to transition to digital photography, eventually filing for bankruptcy.
- It was slow to recognize the shift to digital and the threat this posed to its traditional film business.
- While Kodak invested in digital, it struggled to compete against fast moving competitors and saw its market share erode significantly.
- Kodak's history shows how a firm's core competencies can become rigidities that inhibit innovation when markets change radically.
Eastman kodak company funtime film
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.
Group 7,sec-b, (mba-1) kodak
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.
Eastman Kodak Case Analysis
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
Kodak
Kodak was a dominant player in photographic film but failed to transition to digital technology. They invented the first digital camera in 1975 but did not market it for fear of hurting film sales. As digital cameras grew in popularity at the hands of competitors, Kodak clung to film and missed opportunities in the new technology they pioneered. A feasibility study may have helped Kodak identify market trends and weaknesses in their business model, allowing them to adapt and survive the transition to digital that ultimately led to their bankruptcy in 2012.
Kodak failed
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.
Kodak Marketing Presentation
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
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.
Rise and fall of Kodak
Kodak was a pioneer in photography technology from the late 19th century until the early 2000s. It introduced roll film and mass-market cameras like the Brownie, dominating the photographic industry. However, Kodak was slow to transition to digital photography despite inventing the first digital camera in 1975. When digital cameras replaced film in the early 2000s, Kodak's business model collapsed as film sales plummeted. Kodak filed for bankruptcy in 2012, unable to complete the transition from film to digital that disrupted its entire industry.
Kodak case study.
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 case analysis
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.
Digital Imaging and Kodak's Strategic Mistake
Was there anything Kodak could have done differently in order to meet the disruptive threat from digital imaging?
Kodak's strategy- BRACU (collected)
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.
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This document provides a summary of Kodak's current inventory of printers and cameras as of February 2007. It compares Kodak printers to HP printers and Kodak cameras to HP cameras in terms of their specifications and features. It also discusses Kodak's marketing efforts, including recent news articles about their new line of inkjet printers and dual lens digital camera winning innovation awards.
Kodak Branding Strategy | Jeff Hayzlett, Kodak
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What Happened to Kodak?
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.
The Rise and Fall of Kodak Empire
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.
The Fall of Kodak- A tale of disruptive technology and bad business
- Kodak was highly successful in film photography but failed to transition to digital photography, eventually filing for bankruptcy.
- It was slow to recognize the shift to digital and the threat this posed to its traditional film business.
- While Kodak invested in digital, it struggled to compete against fast moving competitors and saw its market share erode significantly.
- Kodak's history shows how a firm's core competencies can become rigidities that inhibit innovation when markets change radically.
Eastman kodak company funtime film
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.
Group 7,sec-b, (mba-1) kodak
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.
Eastman Kodak Case Analysis
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
Kodak
Kodak was a dominant player in photographic film but failed to transition to digital technology. They invented the first digital camera in 1975 but did not market it for fear of hurting film sales. As digital cameras grew in popularity at the hands of competitors, Kodak clung to film and missed opportunities in the new technology they pioneered. A feasibility study may have helped Kodak identify market trends and weaknesses in their business model, allowing them to adapt and survive the transition to digital that ultimately led to their bankruptcy in 2012.
Kodak failed
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.
Kodak Marketing Presentation
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
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.
Rise and fall of Kodak
Kodak was a pioneer in photography technology from the late 19th century until the early 2000s. It introduced roll film and mass-market cameras like the Brownie, dominating the photographic industry. However, Kodak was slow to transition to digital photography despite inventing the first digital camera in 1975. When digital cameras replaced film in the early 2000s, Kodak's business model collapsed as film sales plummeted. Kodak filed for bankruptcy in 2012, unable to complete the transition from film to digital that disrupted its entire industry.
Kodak case study.
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 case analysis
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.
Digital Imaging and Kodak's Strategic Mistake
Was there anything Kodak could have done differently in order to meet the disruptive threat from digital imaging?
Kodak's strategy- BRACU (collected)
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.
The Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire
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.
The apple store
Apple uses its retail stores to attract customers and tourists, generating 20% of its revenue. The stores have a calming atmosphere and well-trained staff. While the stores are expensive to operate, they achieve high sales per unit by showcasing Apple's passionately designed products. The stores primarily target high-end consumers and help improve Apple's brand value globally. The document recommends Apple expand to more developing countries where it is currently restricted.
Coca Cola -STP
Coca-Cola has a long history dating back to 1866 when it was founded by John S. Pemberton. It now owns 500 brands across more than 200 countries and territories. In 2019, Coca-Cola had a 43.7% market share in the US and was one of the most valuable brands globally. The company segments its markets demographically, geographically, psychographically, and based on customer behavior and climate. It targets specific age groups, lifestyles, occupations, and media habits. Coca-Cola has positioned itself as a global leader in soft drinks, generating most of its revenue outside the US, and its logo is recognized nearly universally as a symbol of joy and happiness.
Cola wars case presentation
This document analyzes the cola wars between Coca-Cola and Pepsi using Porter's five forces model. It discusses the industry background and key events in 1886 and 1893. It finds that supplier power and buyer power are low due to commoditized raw materials and franchise agreements weakening bottlers' bargaining power. The threat of substitutes is high given many low-cost alternatives and customer switching costs. New entry threats are low due to high costs but rivalry is strong. The document concludes that the substitutes force is changing most as health concerns reduce carbonated soft drink consumption.
The Walt Disney: The Entertainment King
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
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The Fall of Kodak- A tale of disruptive technology and bad business
The Fall of Kodak- A tale of disruptive technology and bad business
The Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire
The Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire
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Kodak Branding Strategy | Jeff Hayzlett, Kodak
- The keynote address discusses the need for companies to adapt to changing times and new technologies or risk failing. It emphasizes transforming brands to engage customers through social media where conversations are happening. Specifically, it highlights shifting perceptions to be seen as more digital and tech-savvy while maintaining traditional values like trustworthiness. The address argues marketing through social media at scale can drive value through low-cost interactions with communities where customers spend time.
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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 Group 1 Ppt
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.
A brand is forever- Havard Business Case
The prsentation is based on Havard Business Case " A brand is forever" which highlights examples of brand decline, investigates leading causes of brand decline, identify signs that are precursors to impending decline, suggests guidelines to revitalize dead or declining brands.
Brand follows product life cycle or can they defy it
The document discusses the product life cycle concept and how it applies to brands like Nokia. It covers the typical stages of introduction, growth, maturity, and decline. For Nokia, it summarizes their journey through each stage:
1) Introduction stage from 1995-2002 when they launched early models to establish their brand in a market with low demand.
2) Growth stage from 2003-2009 when features and models improved, driving rapid sales growth.
3) Maturity from 2009-2011 when Nokia saw most profits as competition increased.
4) Decline from 2011-2016 as Nokia struggled to adapt to changing technologies and consumer preferences, leading to a dependence on brand equity that could not be sustained.
A brand is forever ! A framework for revitalizing declining & dead brands
The document discusses the decline and potential revitalization of brands. It outlines several causes of brand decline related to poor managerial actions, changing environmental factors, and competitive actions. Managerial missteps that can lead to decline include compromising on quality, unnecessary price increases, price cuts that damage brand image, neglecting strong brands, and failing to stay aligned with the target market. The document provides examples of brands that declined and strategies they used in attempted revivals, emphasizing the importance of addressing brand equity, repositioning carefully, and investing in the brand long-term. Overall, the document argues that revitalizing existing brands can be worthwhile with the right strategies.
A brand is forever ! a framework for revitalizing declining & dead brands
The document discusses the decline and potential revitalization of brands. It outlines several causes of brand decline related to poor managerial actions, changes in the market environment, and competitive actions. Managerial missteps that can lead to decline include compromising on quality, unnecessary price increases, price cuts that damage brand image, neglecting strong brands, and failing to stay aligned with the target market. The document provides examples of brands that declined and presents guidelines for brand revitalization, including carefully repositioning the brand, correcting past mismanagement, and pursuing a defined target market. The key message is that revitalizing existing brands is often preferable to developing new brands.
24 key practices for creating and delivering globally competitive products & ...
The history of innovation and new products includes many examples of “supposedly great ideas” that were never able to achieve commercial success. The key reason is that these products were driven by an internal focus and then the companies hoped that marketing and sales could figure out to whom they could sell it. While occasionally successful, this approach is not a recipe for long-term growth and success.
The proven approach for achieving this success is by creating and delivering market-driven products and services. To do this, companies must consistently do the following:
• Identify a Compelling Market Opportunity – identify a problem that is significant enough that many buyers are willing to pay money to solve it.
• Deliver a Compelling Solution – deliver a competitive and differentiated solution in a timely manner that solves the market problem.
• Build a Compelling Market Development Strategy – create market messages and conduct appropriate marketing activities that resonate with the buyers in the target market, motivating them to solve their problem by purchasing the products/services.
There are 24 Key Practices that have been identified that, when appropriately implemented, ensure that companies have a consistent and repeatable methodology for delivering market-driven products and services that lead to commercial success.
A brand is forever
This document discusses strategies for revitalizing declining and dead brands. It begins by defining key terms like brand equity, brand decline, and brand death. It then examines various causes of brand decline such as product life cycle issues, product quality compromises, price increases/cuts, brand neglect, targeting the wrong segment, inability to stay with the target market, mismanagement of ownership, brand extensions, and inability to adapt to environmental changes. Specific brand examples are provided for each cause. The document concludes by outlining criteria for brand revitalization and strategies like repositioning the brand, investing in it, educating the market, correcting past mismanagement, rebuilding quality, resisting the temptation to milk the brand, and pursuing a carefully
Sources Of Sustainable Competitive Advantage Powerpoint Presentation Slides
Introducing Sources Of Sustainable Competitive Advantage PowerPoint Presentation Slides. Showcase the unique features of the product that are perceived by the target market as significant and superior to the competition. Discuss the reasons for the company to have competitive advantages such as customer satisfaction, an increase in loyalty, an increase in profit, etc. by using core competency PPT visuals. The comparative advantage slide deck explains the sources of a competitive advantage which constitutes high skilled labor, geographic location, high entry barriers, access to new technology. Take the assistance of the generic competitive strategy PPT infographics and describe generic strategies of competitive advantage like differentiation, cost leadership, cost focus, differentiation focus. A well-structured competitor analysis framework will help you evaluate your competitive advantage effortlessly. The competitive advantage presentation is professionally designed for your convenience. Make an impact on your audience with a visually attractive yet simple PowerPoint presentation. https://bit.ly/3qYPdXu
The concept of Core Competency
Core competency is a concept in management theory introduced by, C. K. PRAHALAD and GARY HAMEL.
It can be defined as "a harmonized combination of multiple resources and skills that distinguish a firm in the marketplace“
Core competency are the skills, characteristics, and assets that set your company apart from competitors.
They are the fuel for innovation and the roots of competitive advantage.
The engine for new business development, underlying component of a company’s competitive advantage created from the coordination, integration and harmonization of diverse skills and multiple streams of technologies.
Similar to Kodak brand positioning (20)
Why srtategic mangment fails(real time examples)ppt
Why srtategic mangment fails(real time examples)ppt
4-1 CHAPTER 4 Environmental Scanning And Industry Analysis
4-1 CHAPTER 4 Environmental Scanning And Industry Analysis
Brand follows product life cycle or can they defy it
Brand follows product life cycle or can they defy it
A brand is forever ! A framework for revitalizing declining & dead brands
A brand is forever ! A framework for revitalizing declining & dead brands
A brand is forever ! a framework for revitalizing declining & dead brands
A brand is forever ! a framework for revitalizing declining & dead brands
24 key practices for creating and delivering globally competitive products & ...
24 key practices for creating and delivering globally competitive products & ...
Sources Of Sustainable Competitive Advantage Powerpoint Presentation Slides
Sources Of Sustainable Competitive Advantage Powerpoint Presentation Slides
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Questions 7
What are the important elements of structural reform needed at the exchange, if any?
Questions 8
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Questions 9
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Kodak brand positioning
- 1. Thomas COLLET – Mélanie SANCTORUM – Auréline THOORIS
- 2. Task: 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
- 3. • Kodak brings EXPERTISE IN PHOTOGRAPHYBrand Authority • Traditionnal values • Connecting people / Engaged Brand Core Values • Technological advantage in old times Brand Territories • EASY TO USE / Reliable • Human care brand Brand personnality • Yellow and Red logo Brand Properties
- 4. Kodak Situation: -Creator of film photos - Creator of cameras -High margins Context: -Technological evolution: - Large use of cameras for all (amateurs and professionals) - Changes of clients needs, desires -New competitors answering to consumers needs Scenario Kodak/ recommendations: - Block the evolution of the Market -Reinforce the actual economical model -Propose a maximum of patents linked to the digital to lock the market -More market analysis to understand the current needs • 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
Editor's Notes
- 07/16/96