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.
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.
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.
Analysis of Kodak's reaction to digitization Parag Deshpande
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.
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 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
Case presentation on eastman kodak organizational life cycleShekhar kumar
Powerpoint presentation on ogranizational life cycle of EASTMAN KOADAK .Learning from the case study.:
Learnings:
#External environment can be deceiving
#Change happens
#Greatest strength can be weakness
#Innovation is not the perfect solution
#Its not all over till its over
A great example of strategic failure.
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
Explores naming (company, trade or business), domain name registration, what constitutes a trademark, selecting a trademark, trademark availability, and registering trademarks.
Analysis of Kodak's reaction to digitization Parag Deshpande
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.
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 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
Case presentation on eastman kodak organizational life cycleShekhar kumar
Powerpoint presentation on ogranizational life cycle of EASTMAN KOADAK .Learning from the case study.:
Learnings:
#External environment can be deceiving
#Change happens
#Greatest strength can be weakness
#Innovation is not the perfect solution
#Its not all over till its over
A great example of strategic failure.
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
Explores naming (company, trade or business), domain name registration, what constitutes a trademark, selecting a trademark, trademark availability, and registering trademarks.
The Black & Decker is a B2B Marketing Case which deals with repositioning of the brand to deal with the issues it faces in a particular market segment.
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.
Nissan Revival Plan 1999-2002: Why, How and So What?framiand
The slides I prepared for and presented at the 2nd UTC Alumni Auto Conference (Jan. 2006). The underlying strategic analysis is based on the HBS case 9-303-042.
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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3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
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Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
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Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
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5. Company Overview…. Cont…
1879: George Eastman invented the dry-plate process
and filed patent for a machine that coated dry
photographic plates
1880: George Eastman established the Eastman Dry
Plate Company, at Rochester N.Y.
1884: Introduced paper roll film
1889: Invented perforated celluloid film
1900: The Brownie box camera went on the market
with a price of $1
1935: Introduced color film
1960: Brought the Instamatic camera to the market
1970: Major sales growth for Kodak. Concentrates on
film and basic cameras
5
6. Company Overview….
Cont…
1980: Fuji emerges as a serious competitor
1994: Kodak abandoned its non-imaging health-related
businesses began to invest in digital imaging
products for medical practice
1997: Kodak was a high-cost manufacturer with a
growing portfolio of digital products which was
losing hundreds of millions of dollars annually
1997: Restructuring that eliminated 19,000 jobs and cut
more than $1 billion from annual costs
1999: Kodak entered the digital radiography market
6
7. Company Overview….
Cont…
2001: Kodak is pushing aggressively into China, an
important growth market
2003: Carp unveiled the plan to invest $3 billion in the
next three years in digital products by cutting
dividends by 72% - to 50 cents per share
2004: Kodak announced that it would stop selling
traditional film cameras in Europe and North
America, and cut up to 15,000 jobs
January 2005: The Kodak EasyShare-One Digital
Camera, the world’s first Wi-Fi consumer digital
camera capable of sending pictures by email, was
unveiled
7
8. Company Overview….
Cont…
December 2010: Standard & Poor's removed
Kodak from its S&P 500 index
January 19, 2012: Kodak filed for Chapter 11
Bankruptcy Protection The company's stock was
delisted from NYSE and moved to OTC exchange.
Following the news it ended the day trading down
35% at $0.36 a share
February 9, 2012: Kodak announces it will exit the
digital image capture business
8
12. Porter’s 5 Forces Model
Question: How competitive
forces affect industry
attractiveness
To aid firms in analyzing competitive
forces in an industry environment.
12
13. Porter’s 5 Forces: Digital
Camera
High
Numbers of digital
Technology,technolo
Threat of
Threat of New Numbers of digital
Competition, know
cameras ,trend of
how, economies of
gy driven,
digital market New
Entrants cameras ,trend of
scales, and high digital market
suppliers numbers
move fast,
investmentChina Entrants suppliers
worldwide,
of players, lower price worldwide, China
base
strategy.
o base
Bargaining Rivalry Among Bargaining
Power of Competing Firms in Power of
Suppliers Industry Buyers
--
- -
-
Few
substitutions, i.e. Threat of
Mobile Substitute
phone, Camcorder, Products o - --
Traditional
Low Moderate High 13
cameras
14. Porter’s 5 Force in terms of
photographic industry
Buyers bargaining power
• Have more choice
• Switching cost low
Strong bargaining power
Suppliers Bargaining Power is
• Out side the country from global market
moderate to weak
14
15. Porter’s 5 Forces…
Cont..
Potential New Entrants
• Huge capital & specialized
• Not relay on any company
Strong entry barriers
Substitutes Products
Low switching cost
Low price of substitutes
High bargaining power
Strong threats
15
16. Porter’s 5 Forces…
Cont..
Rivalry among Competitor
• Intense competition among the rivals
Strong Competition
16
17. Industry Analysis through 5-forces:
Answer Question 1
Strong entry barriers
Buyer in strong position
Moderate to weak position of
Supplier
Huge threat from substitute
Strong rivals
Apparently
Unattractive
Industry
17
18. Industry Driving Forces: Answer
Question No2
• Rapid decline in demand for traditional
photography equipment in developed
economies
• Rapid growth in demand for digital cameras
in developed economies
• Steady decline in demand for film and photo
processing
• Development of new imaging technology
such as photo-enabled wireless telephones
and high-megapixel digital cameras
18
19. Key Success Factors
• Technological capabilities
• Rapid design-to-market cycle times
• Reputation for producing high-quality consumer
electronics
• Reputation for producing high-quality optical
devices (cameras, binoculars, microscopes, medical
equipment)
• Distribution network that includes large electronics
chains and local camera retailers
• Involvement in multiple segments of the industry
value chain—camera production and sales, printing
supplies, professional photo processing
19
20. Strategic Group mapping
Firm % Market Share Average Price
Canon 40% $220.00
Sony 15% $300.00
Samsung 10% $260.00
Nikon 10% $250.00
High Price Leica Sony
P Samsung
r
i Olympus Nikon
c
e
Kodak Cannon
Low Price
Low Market High Market
Share Share
Market share
20
22. Kodak in terms of core competences
Not Core
Competence
Not s
valuable
Not able
to get
Not Rare competitiv
e
advantage
Not costly
to imitate
Not Non
substitutabl
e
22
23. SWOT Analysis
Strength Weakness
• Existing Brand equity Rapidly decreasing sales
•Distribution Presence
revenue
•Competitive capabilities
•EBITDA are very low
• Market advantage
•Acquire many strategically •Work force has been cut
aligned companies off
• Corporate Culture
Opportunity Threat
• Digital Image •Competition in traditional
• New alliances • Demise of silver halide
•On line photo sharing and technology
storage •Photo capable mobile phone
•Price sensitive
•Economic health & terrorism
23
24. Value chain pre digital age
Storage
Image Capture Processing
Printing
- Film Camera - Retailer
- Video Camera Processing
- All Retail Stores
- Reprints
Projection
24
25. Value Chain post digital age
Retrieval
Image
Digitalization Storage
Capture
Transmission
-Digital Camera -Digital Cameras Software -Hard Disk
- Video Camera -Scanner at home -Floppy Disk/CD
-Online (email)
-Digital mini-labs -Removable
Storage Printing
- Kiosks at retailers
-Online Services
Manipulation
Projection
25
26. Kodak Strategy based on
case
In 2003, CEO Daniel carp revealed 4
pillars Strategy:
1. Managing the traditional film business
2. Leading in distributed output
3. Growing the digital capture business;
and
4. Expanding digital imaging services
26
27. Kodak Strategy….Cont..
1. Managing the Traditional Film
Business:
• Slow exit strategy from film business
• Looking forward to digital technology
27
28. Kodak Strategy….Cont..
2. Leading The Distributed
Output
• Now a day digital photography much easer to
view & share photo(i.e. integrated display on
camera & sharing through electronic mail or
kiosks etc.) and its affecting the photography
industries.
• Then Kodak is able to bring fewer profit
through digital technology (i.e. digital print)
instead of traditional printing.
28
29. Kodak Strategy….Cont..
3. Growing the digital capture business
• Profit much lower in digital photography than
traditional photography
• Success in this part of the business is
dramatically opposed to the traditional
photography business .
29
30. Kodak Strategy….Cont..
4.Expanding digital imaging service
• Strategy take place by expanding product &
services. For example Kiosks that could print
image directly from mobile phone.
• In case of expanding service/online service
Kodak acquiring companies like Ofodo to
boost Kodak Easy Share Gallery.
30
31. Low Cost Provider Strategy
• Introduced cheapest Inkjet printers Cost
$150-$300;Almost 50% less then
competitor, i.e. HP, Epson, Lexmark.
• Ink Cartridges sold $9.99 Black & $14.99
color. Competitor avg. price $ 30.
• Encourage more people to print at home.
Photo value pack will allows to print at
home for 10 cent, 60% cheaper then HP
system
31
32. Reason For Failure
1.Core competency became core
rigidities
2.Lack of market research
3.Late mover of digital photography
4. Innovation and transformation Failure
5.Unwillingness to change
32
33. Current Strategy
Current CEO Antonio Perez adopt new
strategy, such as_
1. Outsourcing Manufacturing
2. Huge invest in digital technology;
3. Spent hundreds of millions of dollars to build up a
high-margin printer ink business to replace
shriveling film sales
4. Aggressive patent litigation in order to generate
revenue;
5. Expand current brand licensing program
33
34. Recommendation
• Discontinue unprofitable products
• Change middle to high-level management
• Launch new and innovative product
• Move to another business segment such as
movie and entertainment
• Focus on high potential products
– Kiosks and mini-lab
– Online services such as photo printing and sharing
• Emphasize on niche market i.e. medical market
and professional
34
35. Conclusion
• Great example of strategic failure.
• Different models and theoretical concepts were
applied to identify key factors that have led the
company from where it was to where it stands
today.
• Lessons we can learn:
• External environment can be deceiving
• Change happens
• Greatest strength can be weakness
• Innovation is not the perfect solution
• Its not all over till its over
35