Swot analysis
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Jazz Kodak faces weaknesses such as a small market share and poor strategic decisions in the past to resist digital change. However, it also has strengths such as a history of innovation and brand recognition. The document identifies opportunities for Kodak to leverage its brand through new technologies, products, and adapting to consumer needs, as well as threats from high-competition and declining parts of the printing industry.
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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.
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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.
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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.
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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:
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*100% Money Back Guarantee
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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.
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Web:
www.onlineassignmnethelp.com.au
www.freeassignmenthelp.com
Email:
cheaponlineassignmnethelp@gmail.com
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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.
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1. Disney has a long history in 2D animation but lacked strength in 3D animation, while Pixar pioneered 3D computer animation and had great success with films like Toy Story.
2. Pixar was acquired by Disney in 2006 for $7.4 billion, allowing Disney to consolidate its position in animation and gain access to Pixar's talent and technology.
3. While the acquisition provided benefits like creative synergies, there were also risks like cultural clashes between the large corporate Disney and smaller, freewheeling Pixar. Maintaining Pixar's creative independence within Disney was a challenge.
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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How Resources and Capabilities Lead to Competitive Advantages
The Coca-Cola Company is an American multinational beverage corporation headquartered in Atlanta, Georgia. It manufactures, markets, and sells Coca-Cola and other beverage brands in over 200 countries. Coca-Cola was invented in 1886 and the company was incorporated in 1892. The company operates a franchised distribution system where bottlers hold exclusive territories to produce and distribute Coca-Cola products. Besides Coca-Cola, the company offers over 500 other beverage brands worldwide and serves over 1.7 billion drinks per day. Its main competitors include PepsiCo and other multinational beverage companies.
Product Life Cycle Of Pepsi
Pepsi has progressed through five stages of its product life cycle:
1) Pre-launch stage in the 1890s when it was developed as a medicinal drink.
2) Introduction stage in 1902 when initial sales were made through soda fountains.
3) Growth stage from the 1930s-1970s when aggressive marketing helped it gain market share from Coca-Cola.
4) Maturity stage from the 1980s to present day where it generates billions in annual revenue as a cash cow product.
5) Future decline stage when strategies like cost reduction will need to be implemented.
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Case Study on Nokia
This document summarizes the history and evolution of Nokia Corporation from 1865 to 2012. It discusses key details about Nokia's leadership, finances, and operations. It also examines Nokia's decline in the smartphone market due to factors like lack of innovation, inadequate assessment of shifting consumer demands towards touchscreen smartphones, and failure to adopt the Android operating system in a timely manner. The document analyzes Nokia's strengths as well as changes it needs to make to its strategy in order to compete effectively in the future.
Cola wars continue coke and pepsi in 2006-1
The document discusses the ongoing competition between Coca-Cola and Pepsi in the carbonated soft drink industry. It provides background on the industry structure, noting that Coke and Pepsi dominate as concentrate producers while bottling operations are carried out by other companies. The intense rivalry between Coke and Pepsi has driven up advertising spending and innovation, strengthening their brands while weakening smaller competitors. Despite declining demand for sugary drinks, Coke and Pepsi may be able to sustain profits by diversifying their product lines and marketing to address health consciousness.
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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.
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- While Kodak invested in digital, it struggled to compete against fast moving competitors and saw its market share erode significantly.
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- Kodak was a pioneer in photography in the late 19th century with inexpensive cameras and film rolls, becoming the market leader.
- In the late 1990s, Kodak began diversifying as digital cameras emerged but struggled to adapt its business model away from film.
- Multiple CEOs and strategies failed to differentiate Kodak's new products or change its culture to compete in the digital space.
- Kodak filed for bankruptcy in 2012, unable to maintain leadership without consumable film sales as competitors offered newer technology.
Kodak
Kodak faced challenges as its film market share dropped due to competition. Its digital business was unprofitable despite efforts like lowering camera prices, introducing Photo CD, and FlashPix. To succeed, Kodak slashed jobs, cut costs, promoted Picture CD, teamed with Adobe on software, and tested Picture CD in late 1998. It also partnered with AOL and Intel on advertising. If Kodak captured 5% of the film processing market in 1999, early adopters of Picture CD would include professionals and tourists. Kodak could influence adoption by raising awareness through marketing and one-on-one communication, generating interest through research and surveys, and facilitating trial through test marketing.
SM4.pptx
Kodak was a pioneer in photography for over a century, but failed to transition to digital photography. It had several innovations like the first digital camera in 1975 but continued focusing on print. By the 2000s, digital photography and social media like Instagram surpassed Kodak. Its 2001 acquisition of Ofoto focused on printing photos instead of social sharing. Kodak filed for bankruptcy in 2012 as digital photography rose. The key lessons are to transform strategy for new technologies, give innovators influence, and adopt agility for development to avoid complacency. A core competence provides value, is difficult to replicate, and is rare, but organizations must continually learn, improve, and innovate to sustain competitive advantage.
KODAK'S FOCUS ON DISRUPTIVE TECHNOLOGY - IMAGING ON BUSINESS
Kodak focused on disruptive technology like digital cameras but failed to transition its business model from film to digital. It invented the first digital camera in 1975 but was slow to bring digital products to market. By 2005, digital photography had displaced film, leading to Kodak's bankruptcy in 2012. Today, Kodak operates as a technology company providing solutions for digital printing, packaging, and functional printing.
Kodak
Kodak is a multinational corporation founded in 1892 that produces photographic and digital imaging equipment and materials. It has long been a leader in photographic film but is now focusing on digital photography and printing. In India, Kodak has over 60% market share in cameras and has successfully transitioned consumers from film to digital photography through its diverse product portfolio and wide retail network. It also leverages India as a manufacturing hub by producing materials and cameras domestically.
Polaroid
Polaroid introduced new consumer products like floppy disks and blank video tapes to expand into personal computer and video recorder markets. It developed new advertising with Ogilvy and Mather based on market research. It also changed dealer programs to improve relationships by giving dealers more flexibility. However, Polaroid had relied too long on instant film revenue and the perception that consumers always wanted hardcopy photos. It was slow to innovate and resisted electronics due to its film-focused culture. This "instant camera mentality" meant customers switched to options with more storage and editing, hurting Polaroid's demand over time. But Polaroid's new 1986 Spectra camera and marketing strategy showed annual revenues increasing 62% by 1992, making Polaroid
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.
Kodak full
George Eastman pioneered photography in 1888 by creating simple cameras for public use. Kodak became the market leader in photographic films for many years. In the late 1990s, as digital cameras emerged, Kodak began diversifying and acquiring technology companies but struggled with lower margins without film sales. While Kodak's success relied on consumable films, digital cameras threatened this business model. Kodak failed to effectively transition to the new digital market in time and lost leadership to competitors focused on technology hardware like Canon and Sony.
Mktg 406
George Eastman established Kodak in 1892 and grew it to have the highest net worth of $6.9 billion in 1990. However, Kodak struggled in the digital age due to failures to commercialize new technology, competition from other companies, short-sightedness, loss of key personnel, and a constant decrease in company net worth. Now Kodak is focusing on smart marketing strategies like celebrity endorsements and an extensive social media presence to try and adapt its business model to current customers.
Bell Design
PSW Communications is a major Canadian telecommunications company that provides broadband and communication services to residential and business customers. They aim to increase awareness of their small business solutions package among graphic design firms through an integrated marketing communications plan. This includes sponsoring an industry event, distributing brochures and postcards, and measuring effectiveness through returned response cards and event reception traffic. The goal is to increase awareness of small business solutions by 50% and purchase intention by 20% among the target market.
Micromax pr plan
Micromax is launching the Canvas 2 HD smartphone and requires a PR communications plan to support this. The plan includes traditional and social media strategies to position Micromax as the preferred brand for youth and establish high brand recall. The objectives are to showcase Canvas 2 HD and Micromax's commitment to affordable innovation. The plan includes campaigns centered around Holi, an art competition, flash mobs, and blogger events, targeting youth in Delhi. The estimated budget is Rs. 74.5 lakhs over 6 months.
About kodak
George Eastman created the photographic industry in 1879 by founding the Eastman Kodak Company. Kodak achieved success through affordable cameras, mass production, and extensive marketing. While Kodak dominated film sales for decades, the transition to digital photography caused film sales to decline from 800 million rolls to 300 million between 2000-2005. In response, Kodak shifted focus from traditional film to digital technology and expanded into other areas like medical imaging, printing, and digital displays to remain competitive in a changing market.
Columbia innovation fall 2014 v 0.06
A presentation highlighting competitive differentation in the imaging sector using Kodak in 1890, 1990 and GoPro in 2014
Case study on_samsung
It is case study on Samsung company in the India. The Korean company used market strategy to deliver their products to Indian customer as well as export to other nation. It learns the culture of the India, customer interest, craziness of Cricket. It sponsors the ICC tournament in the India.
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KODAK'S FOCUS ON DISRUPTIVE TECHNOLOGY - IMAGING ON BUSINESS
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More from Jazz
Kodak
Kodak is exploring entering the Android device market to capitalize on technology and consumer trends. It will leverage its reputation for quality and innovation from inventing the digital camera. Kodak's proposition will be "The Life Enhancer" - devices that improve life through technology. Its objectives are to increase the brand value by focusing on how technology can benefit users, and expand into the digital market. Competitors like Canon and Fujifilm are adapting to trends like higher-end cameras and mirrorless options.
Evaluation of music video comments
Audience feedback from surveys and social media was very beneficial for improving the music video production. The filmmaker conducted a survey that showed the target audience responded positively to the video. Feedback from the artist also confirmed the video successfully captured his personality and promoted his work. To increase awareness, the filmmaker posted the survey link and video on Facebook, which the artist also shared. This social sharing helped spread the video and gain recognition.
Analysis of modestep sunlight
The document discusses and analyzes the music video for the song "Sunlight" by the band Modestep. It notes that the video contradicts expectations by depicting stereotypical youth activities being performed by elderly people instead. It also discusses how the video establishes relationships between the narrative and lyrics as well as the audience through the use of shots that create voyeurism. The video represents the band's humor and image while contradicting expectations of what youth typically do.
Analysis of nero guilt
This document discusses and analyzes the music video for the song "Guilt" by Nero. It notes that the video tells a narrative that complements the song's title and lyrics, depicting a stripper attempting to seduce businessmen. Special effects are used towards the end to depict "the special show." The video aims to shock viewers in order to attract more views and shares on social media. It complies with Joe Gow's genre of "special effects extravaganza" and uses aspects of narrative and voyeurism discussed by other scholars.
Analysis of emalkay
The document discusses the music video "Emalkay - Fabrication". It begins with a man walking into a building to establish the setting. Dark colors and strobe lights are used to focus on the character and elements of the narrative. The video tells a story through visuals that sync with the song lyrics. It is classified as a "non-performance piece" by Joe Gow's genres of music video since it does not contain a performance of the song but instead uses narrative. Viewer comments on YouTube have been generally positive, with some using metaphorical language to describe enjoying the video. The target audience seems to be young fans of genres like dubstep and drum and bass based on the vocabulary used and content referenced.
Analysis of survey results
The survey results showed that the majority of respondents were male aged 18-19, matching the target demographic. Most classified the music genre as hip hop. Over 80% felt the video clearly represented the artist and had appropriate editing, camera work, and clothing. While some settings were unclear, most agreed it linked to the artist. Overall the responses were positive, though slightly more 'average' than 'good' ratings were given, suggesting room for improvement in planning and following plans more closely.
Youth subcultures
This document discusses youth subcultures and provides examples such as punks, chavs, emos, ravers, and goths. It explains that youth subcultures offer members an identity outside of social institutions and may show hostility towards dominant culture. The study of subcultures includes symbols in clothing, music, and their interpretations. Socioeconomic class, gender, and other factors can also be important in relation to youth subcultures. The document then provides details about the music artist Victor Karani and how he fits into the hip-hop youth subculture through his style, background, and music focusing on conscious rap.
Music director research
Joseph Kahn is an American music video and film director known for winning multiple MTV Video Music Awards. He started his own production company called Supermega in 1999. Despite successful careers in film and music videos, Kahn has also found success directing commercials for major brands. After researching Kahn, the author was impressed by his many achievements and commitment to music and film. Kahn has directed videos for many top artists spanning different eras, showing his ability to promote both the artists and himself. His video for Lady Gaga's "Love Game" exemplifies his creative style in matching an artist's persona. The author's favorite video directed by Kahn is "Gravel Pit" by Wu-Tang Clan for its unique narrative and representation of the
Analysis of modestep sunlight
The music video for Modestep's "Sunlight" features both a studio performance and narrative sections that contradict stereotypes about the daily activities of elderly people, such as drinking and taking drugs. Not all of Modestep's music videos include full narratives, only their highest-rated tracks that are predicted to get enough views and sales to justify the budget. The video contradicts what audiences might expect based on the lyrics alone by depicting elderly people engaging in stereotypically youthful activities, representing the band's identity in a humorous way.
Analysis of emalkay
The document discusses the music video "Emalkay 'Fabrication'" and how it tells a narrative story through visuals that sync with the song's lyrics. It begins with a man entering a building using dark colors and strobe lights. The video fits the category of "anti-performance pieces" that do not show the actual performance. YouTube allows comments on videos, but some comments are subjective rather than objective. Some comments reference drugs in association with Emalkay's music, which could hurt his image, but other comments strongly promote his music. The sidebar on YouTube links to other videos by Emalkay and similar artists to direct viewers to more of the same genre of music.
Analysis of Nero-Guilt
This document provides an analysis of the music video for the song "Guilt" by Nero. It summarizes the narrative of the music video, which depicts a stripper attempting to seduce businessmen at a strip club. Key moments in the video visually relate to the song's lyrics. The video uses special effects during the dancer's "special show." It complies with Joe Gow's genre of the "special effects extravaganza." The video has been intentionally portrayed as explicit to shock viewers and encourage sharing online.
Music magazine evaluation
The document is a student's evaluation of their music magazine called 'Noir'. It discusses how the magazine challenges conventions by combining music, film, and art. Photos and writing are used to represent the featured artist, Jack Potkins, as creative and influential. Audience feedback was positive about the clear house style and representation of the target audience.
Music magazine evaluation
The document is an evaluation of a music magazine called "Noir" created by the author. It discusses how the magazine uses, develops, and challenges conventions of real music magazines. It includes typical magazine features like reviews, interviews, and photos within the limited scope of the project. The target audience is described as those interested in music, film, and art. Photos of the band member Jack are used to represent his personality and appeal to readers. The magazine would likely be distributed by a publisher targeting both male and female readers with diverse interests, such as Bauer Media or by publishing it online through websites like Issuu.
Examples of photoshop work 2
The document discusses the author's experiments using Photoshop to modify photographs of their friend Jack. They have focused on adjusting curves to modify saturation and color, and have found a distortion effect they want to try. The author intends to continue experimenting with different Photoshop effects like black and white styling to find the most suitable design for a magazine cover image.
Early name ideas
The document discusses early ideas for naming a music magazine. It considers titles like "goodlife" and "noir" to match the non-mainstream genre. Research on existing music magazine titles shows they often consist of a single word like "Q" or "NME". The proposed title of "noir" relates to both music and the magazine's style through concepts of feelings, emotion, and image. Pre-production ideas led the author to decide "noir" would be a suitable title as it meets requirements and complements the handwritten font and house style of the magazine.
Jpeg jack
The document discusses the author's experiments using Adobe Photoshop CS3 to edit photographs of their friend Jack, who will serve as a model for their music magazine. The author tried unusual editing styles programmed in Photoshop, such as applying black and white effects with color tints, to appeal to their target audience and the magazine's non-mainstream style. These Photoshop experiments provided experience that will help with editing photos for their coursework project.
Mixmag double page spread analysis, pages 1 and 2
The double-page spread features an image of Annie Mac and promotes her music. The text uses descriptive language appealing to the target audience of young music fans. It provides an overview of Mac's career touring the UK and supporting new dance acts. The layout includes typical magazine elements like columns, a drop cap, and a two-column text layout. The bold colorful fonts and design draw in readers interested in Mac and the music scene.
Photography which has inspired me
The document discusses creating a collage of influential images for the front cover of a music magazine. It mentions a preference for black and white Polaroid photos and editing photos by adjusting saturation and color contrast. The goal is for the images to express the personality of models to readers, which will guide photographing for the magazine.
Mixmag contents page 2 analysis
The document summarizes and analyzes the contents page of the music magazine Mixmag. It describes the main image used and how it relates to a theme of youth culture. It then discusses various design elements of the contents page like the skyline displaying the magazine name and date, a single column layout, and subheadings categorizing articles. Finally, it notes other features such as a small front cover image and advertisements used to attract readers.
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3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
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7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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Swot analysis
- 1. Weaknesses • Kodak has small share in market • Poor strategic decisions: resistance to change, didn’t move to digital world, didn’t listen to voices within company • Kodak describes benefits of film in the same language today • Plans to phase out of the market for dedicated capture devices (digital cameras, pocket video cameras, digital frame pictures) • Reviews for recently launched Kodak IM5 (simplistic android smartphone, targeted at older people/ photography enthusiasts) already negative, going in wrong direction & not taking full advantage of market Opportunities • Build customer trust in digital that Kodak already has in film and focus on core business • Rebranding: communication and stakeholder involvement by capturing new and unique growth opportunities • Develop new technologies and products • Adapt with consumers’ needs and perceptions • Kodak can refashion itself as an innovative technology company while preserving its well-‐ known brand • Fastest growing part of printing industry is 3D • Digital image, new alliance, online photo sharing & storage • Transform into more agile and forward-‐ thinking technology company, grow power relevance of Kodak & value in marketplace • Communication & manipulation of images will grow in relevance: leverage trustworthiness to create new sources of value • Deliver value in different ways, apply design thinking & methodology to communications & corporate strategy • CONSUMER Threats • Commercial printing & packaging business is highly fragmented, competitive industry • Savvy consumers have found high quality and cheap cartridges for ink printers • Parts of printing industry are declining • High competitors such as Fujifilm, Sony, Canon • Smartphones continuing to erode sales of cameras and equipment Strengths • Kodak invented the digital camera (1975) • Built on a culture of innovation and change • Specialty ‘print-‐on demand’ • ‘There’s a kind of emotional connection to Kodak for many people; it became a curator of memories’ • Delivering leading solutions for today’s business customers • ‘Kodak has a great heritage and great competency around science • Stands for science & technology • Past campaigns involved consumer in many ways: what should be photographed, when & who (establishing need to preserve significant occasions) • Key success factors: technological capabilities, reputation for producing high-‐quality optical devices & consumer electronics, multiple segments of industry value chain • Supply Hollywood’s six major studios with film • Film business is mostly symbol of old Kodak