The Rise and Fall of Kodak Empire
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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.
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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.
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
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.
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.
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.
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
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.
Recommended
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.
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
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.
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.
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.
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
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.
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
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.
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 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.
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
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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.
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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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.
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.
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Eastman kodak case study
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BA401 Strategic Management: KODAK
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.
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.
Apple's core
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George Eastman founded Kodak in 1880 after inventing a dry plate process for photography. Kodak grew rapidly by introducing innovations like roll film and box cameras. However, Kodak struggled to transition to digital photography as technologies changed. Despite investments in digital, Kodak was slow to react to competitors and went down the wrong innovation path. It filed for bankruptcy in 2012 after digital disruption caused severe decline. Kodak's success blinded it to changing customer needs and the company was unable to reinvent itself for the digital age.
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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.
Polaroid History
Polaroid Corporation was founded in 1937 by Edwin Land to develop polarizing sheet technology. Land went on to invent instant photography in 1943 and introduced the first instant camera, the Model 95, in 1948. Key innovations included color film in 1963, the folding SX-70 camera in 1972, and digital cameras in the 1990s. While struggling with digital competition, Polaroid introduced many firsts such as ID systems, medical imaging, 3D movies, and digital printing cameras. The company remains committed to putting the best imaging technologies in consumers' hands.
Disruptive Innovation, Kodak and digital imaging
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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
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.
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 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.
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 brand positioning
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.
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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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.
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.
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Historically, Apple's competitive advantages included their innovative spirit shown through products like the Apple 2 computer. They also had total control over their vertically integrated software and hardware. However, Apple struggled in the PC market due to IBM allowing PC cloning, higher Macintosh prices compared to cheaper IBM clones, and the rise of Windows-based PCs from many manufacturers. For the Apple Watch, Tim Cook has taken the right strategic approach in entering the emerging wearable market similarly to Jobs' "Digital Hub" strategy. However, the watch's limitations like only working with newer iPhones and short battery life could be improved.
Eastman kodak case study
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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
BA401 Strategic Management: KODAK
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.
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.
Apple's core
History of Apple related to the founders. Particularly Steve Jobs and Steve Woniak in the early stage of the company. This presentation explains also the issues that went on during the expansion of the company.
Case presentation on eastman kodak organizational life cycle
George Eastman founded Kodak in 1880 after inventing a dry plate process for photography. Kodak grew rapidly by introducing innovations like roll film and box cameras. However, Kodak struggled to transition to digital photography as technologies changed. Despite investments in digital, Kodak was slow to react to competitors and went down the wrong innovation path. It filed for bankruptcy in 2012 after digital disruption caused severe decline. Kodak's success blinded it to changing customer needs and the company was unable to reinvent itself for the digital age.
INTEGRATED MNARKETING COMMUNICATION
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.
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Similar to The Rise and Fall of Kodak Empire
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KODAK PPT.pptx
HELLO EVERYONE,
Today in this presentation we will discuss about market analysis ok kodak cameras...
Why kodak failed ?
what marketing strategy kodak adopt?
mistakes of kodak cameras?
measures to take back their position in tne market?
Rise-and-Fall-of-Kodak-A-Photographic-Journey (1).pptx
George Eastman founded Kodak in 1888, revolutionizing photography with inexpensive cameras and film (Kodak's famous slogan was "You press the button, we do the rest"). Kodak dominated the film industry for decades but struggled to adapt to the digital transition in the 1990s. Despite early digital innovations, Kodak's film focus caused it to miss key opportunities. Facing fierce competition, declining revenues, and financial troubles, Kodak filed for bankruptcy in 2012, though its brand recognition and patents portfolio provide some remaining assets.
Disruptive Innovation and the Camera Industry
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Lecture 4.pptx
This document provides an overview of the external environment of organizations and the history of Eastman Kodak's decline. It discusses the macro environment including political, economic, sociocultural, technological, environmental and legal factors. It then discusses Kodak's timeline from 1884 when it patented roll film to 2012 when it filed for bankruptcy. While Kodak invented the first digital camera in 1975, it struggled to adapt to digital photography and saw its market share eroded by competitors as digital cameras grew in popularity through the 2000s.
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Kodak was once a dominant player in photography but failed to adapt to digital photography and the rise of smartphones. It invented the first digital camera in 1975 but did not embrace digital photography as the future. Kodak focused on printing photos from film rather than the digital cameras and online photo sharing that became popular. By the time Kodak tried to transition to digital, it was too late, and the company filed for bankruptcy in 2012 as digital photography and photo sharing on social media surpassed film. Kodak's failure to reinvent itself for the digital age and its complacency ultimately led to its demise despite inventing key early digital photography technologies.
Kodak Humor and Digital Imaging
A little joke that a Kodak executive put together once the digital revolution demolished the company.
Next slides are the outlineDetermine each one is low or modera.docx
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 ...
Kodak 1
George Eastman founded Kodak in 1877 and introduced the Kodak camera in 1888, which popularized photography for amateurs. Kodak dominated the film market for much of the 20th century, controlling 70% of the US film market by 1950. However, Kodak failed to transition to digital photography in time and was disrupted by digital cameras. By 2011, declining film sales caused Kodak's stock to fall 80% and it filed for bankruptcy in 2012, exiting the camera business entirely the following year. While Kodak invented the digital camera in 1975, its film business model prevented it from fully embracing and leading in digital photography.
Case 10 Eastman Kodak’s Quest for a Digital FutureOn J
Case 10 Eastman Kodak’s
Quest for a
Digital Future
On January 19, 2012, the Eastman Kodak Company declared bankruptcy—it entered
“voluntary Chapter 11 business reorganization.” Its two-decade journey of transition
from traditional photography into digital imaging was effectively over. In 1990, Kodak
had launched its Photo CD system for storing photographic images; in 1991, it had intro-
duced its rst digital camera and, in 1994, its new CEO, George Fisher, had declared:
“We are not in the photographic business . . . we are in the picture business.”
With senior executives recruited from Motorola, Apple, General Electric, Silicon
Graphics, and Hewlett-Packard, Kodak’s digital imaging efforts had established some
notable successes. In digital cameras, Kodak was US market leader for most of 2004–10;
globally, it ranked third after Canon and Sony. It was a technological leader in mega-
pixel image sensors. It was global leader in retail printing kiosks and digital minilabs.
Financial performance was a different story. In 1991, Eastman Kodak was America’s
18th-biggest company by revenues; by 2011, it had fallen to 334th: over the same period
its employment had shrunk from 133,200 to 17,100. During 2000–11, its operating
losses totaled $5.2 billion.
As Antonio Perez prepared for his new role under the supervision of Kodak’s chief
restructuring of cer, James Mesterharm, he re ected on Kodak’s two decades of decline.
How could a company that had been a pioneer of digital imaging and had invested so
heavily in building digital capabilities and launching new digital imaging products have
failed so miserably to pro t from its efforts? And what could he have done differently
to have avoided this fate?
These same questions haunted the CEOs of other companies: if one of America’s
most successful companies could be destroyed by new technology, what did the future
hold for their own businesses?
Kodak’s History, 1901–93
George Eastman transformed photography from a professional, studio-based activity
into an everyday consumer hobby. His key innovations were silver halide roll lm and
the rst fully portable camera. The Eastman Kodak Company established in Roches-
ter, New York, in 1901 offered a full range of products and services for the amateur
photographer: “You push the button, we do the rest” was its rst advertising slogan.
By the time George Eastman died in 1932, Eastman Kodak was one of the world’s
leading multinational corporations with production, distribution, and processing facil-
ities throughout the world and with one of the world’s most recognizable brand names.
This case was prepared by Robert M. Grant. ©2019 Robert M. Grant.
476 CASES TO ACCOMPANY CONTEMPORARY STRATEGY ANALYSIS
After the Second World War, Kodak entered a new growth phase with an expand-
ing core business and diversi cation into chemicals (its subsidiary, Eastman Chemical,
exploited its polymer technology) and healthcare (Eastman Pharmaceutic ...
History of Digital Camera
The document provides a history of the development of digital cameras from the 1960s to the 1990s. Some of the key events and innovations discussed include:
- The development of the charge-coupled device (CCD) in the late 1960s which enabled the first digital still cameras in the 1970s.
- In 1975, Kodak engineer Steve Sasson created the first digital camera, using a 100 x 100 pixel CCD sensor.
- The introduction of professional digital cameras using CCD sensors in the late 1980s and early 1990s from companies like Kodak and Nikon.
- The Apple QuickTake 100 launched in 1994, being the first mass-market color digital camera
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.
The Nobel Prize 2009 and Digital Imaging
The Nobel Prize in Physics 2009 was awarded to Willard Boyle and George Smith for inventing the Charged Coupled Device (CCD), the image sensor that enabled digital cameras. Their invention sparked a revolution in photography and allowed images to be captured and shared digitally. While digital imaging created new opportunities, it also destroyed companies like Kodak that relied on film, as the industry rapidly shifted to the new technology. The CCD was originally developed for computer memory but proved better suited for imaging, finding early applications in space exploration.
Imax.docx
This document provides an overview of IMAX, a large format film and projection standard. It discusses the history and development of IMAX, which was created in Canada in the 1960s. The technical aspects section describes IMAX cameras, film, soundtracks, and projectors. It details how IMAX uses larger film and higher resolution to provide bigger, more immersive images than conventional film formats. The document also covers IMAX variations like dome screens and 3D, as well as IMAX's growing use in feature films and worldwide expansion.
IMC Campaign
Eastman Kodak is launching a new IMC campaign called "Protecting the Future Kodak Moments" to promote its new Kodak Pharmaceuticals division. The campaign aims to familiarize millennials and Gen Xers with Kodak's move into pharmaceuticals production, appealing to their nostalgia for the Kodak brand and desire to keep family members healthy. The creative strategy highlights Kodak's 132-year history and focus on customers to build trust that Kodak can succeed in pharmaceuticals. Television, print, and social media ads will educate the target audiences on Kodak's past innovations and vision for the future of healthcare.
British film
Here are detailed notes on cinematography:
Cinematography is the art or process of motion-picture photography. It involves the work of the cinematographer who selects the camera, lenses, film stock, lighting, and angles to realize the artistic and technical vision of the director.
Key factors of cinematography include:
- Camera movement - pans, tilts, tracks, handheld, steadycam etc. Movement adds dynamism.
- Lenses - wide angle, telephoto, macro etc. Different focal lengths change perspective and depth of field.
- Lighting - natural, artificial, hard, soft, high key, low key etc. Lighting shapes mood and draws attention.
History of photography-notes
Photography was independently invented in 1839 by Louis Daguerre and William Fox Talbot through the daguerreotype and calotype processes. Daguerreotype used polished metal plates to create positive images while calotype used paper negatives to allow reproduction. Daguerreotype became more popular until the 1851 invention of the wet collodion process using glass plates coated in chemicals. This led to the 1856 tintype which used iron plates for inexpensive portraits. George Eastman further advanced photography in the late 1880s through roll film and his Kodak camera, developing the first color film Kodachrome in 1935. Digital photography originated from video technology in the 1950s and advanced through space exploration, commercial cameras in 1984
Casio and the Rise of Digital Imaging
Christian Sandström holds a PhD from Chalmers University of Technology, Sweden and writes about disruptive innovation and technological change. The document summarizes Casio's history of disruptive innovation in the calculator, watch, and digital camera industries. It describes how Casio introduced the first digital camera with an LCD display in 1995 and went on to break pixel records in compact cameras. Most recently, Casio launched the EX-F1 camcorder-camera in 2008 that can take 60 photos in one second, redefining high-speed photography.
Ikegami-70th
Ikegami is a Japanese electronics company founded in 1946. It began by manufacturing power supply components but soon expanded into audio and television equipment. In the 1960s, Ikegami established itself as a major manufacturer of color television cameras. Throughout its history, Ikegami has pioneered innovations in camera technology including portable cameras, digital cameras, and high definition cameras. Ikegami now celebrates its 70th anniversary as a leading innovator in camera and broadcast technology.
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- 3. THE BIRTH OF KODAK EMPIRE THE RISE OF THE KODAK EMPIRE THE FALL OF THE KODAK EMPIRE
- 4. TYPE: PUBLIC COMPANY TRADED AS : NYSE:KODK INDUSTRY: DIGITAL IMAGING PHOTOGRAPHY FOUNDED: 1888 FOUNDER: GEORGE EASTMEN HEADQUARTERS: ROCHESTER, NEW YORK
- 5. GEORGE EASTMEN WAS “ALSO” A COLLEGE DROPOUT!!!! THE COMPANY WAS FOUNDED BY GEORGE EASTMEN FOLLOWING HIS INVENTION OF THE DRY PLATE FORMULA THE INITIAL MANUFACTURING BEGAN IN A LEASED BUILDING IN ROCHESTER, NEW YORK. AND HENCE THE BUSINESS TOOK UP…
- 6. KODAK’S LEADERSHIP CAME FROM ITS MARKETING AND ITS REALTIONSHIPS WITH RETAILERS. USED THE RAZOR BLADE STRATEGY: SOLD CAMERAS FOR LOW COST, AND FILM FUELED KODAK’S GROWTH AND PROFIT. THE IDEA THAT MONEY CAME FROM CONSUEMABLES NOT FROM HARDWARE WAS INDEED HANDY……
- 8. BUT…… KODAK ALWAYS AVOIDED ANYTHING RISKY OR INNOVATIVE. WORKED TO DEVELOP COLOR FILMS SINCE 1921 AND SPENT OVER $120 MILLION BY 1963. ITS PHOTO FINISHING PROCES BECAME THE INDUSTRY STANDARD WORLDWIDE.
- 9. BY 1976 KODAK CONTROLLED 90% OF THE FILM MARKET AND 85% OF THE CAMERA SALES IN THE UNITED STATES… IN 1981 ITS SALES REACHED $10 BILLION. WOW THAT INDEED BIG…
- 11. BETWEEN 1983 AND 1993, KODAK ACQUIRED: IBM: COPIER SERVICE BUSINESS MASS MEMORY: WHICH SOLD FLOPPY DISK STIRLING DRUGS: PHARMACEUTICAL FIRM. CLINICAL DIAGNOSTIC: PRODUCED IN- VITRO BLOOD ANALYZERS.
- 12. “WE WERE THE IMAGING COMPANY OF THE WORLD. WE LITERALLY HAD NO COMPETITON FOR SO LONG, MANAGEMENT HADN’T BECOME ACCUSTOMED TO IT. HISTORICALLY, IF THERE WAS A COMPETITOR, KODAK WOULD BLOW THEM AWAY.” -- A FORMER KODAK EXECUTIVE
- 13. THE COMPANY’S WORLDWIDE EMPLOYEMENT REACHED 75,000 BY 1960 . IN LESS THAN 130 YEARS, KODAK BECAME A GLOBAL FORCE.
- 15. THE COMPANY BROADENED THE SCOPE OF PRODUCTS THROUGH MOTION PICTURE, MEDICAL IMAGING, DOCUMENT IMAGING, PRINTING AND PUBLISHING, SPACE EXPLORATION.
- 16. A VARIETY OF PRODUCTS INCLUDE: FILM ROLL HOLDERS, AREIAL CAMERAS SPECIFICALLY FOR WORLD WAR I, 16 MILLIMETER MOTION FILM AND CAMERA, X RAY PAPERS, STEREOSCOPIC CAMERA USED ON APOLLO 11 MISSION LIGHT EMITTING HIGH SPEED PRINTER, PHOTO CD SYSTEM AND MUCH MORE.
- 17. THIS BUSINESS MAGNET KODAK KEPT GATHERING MANY AWARDS, NAME AND FAME BUT THEN SOMETHING HAPPENED IN THE MID 1980s. SOMETHING THAT CHANGED THINGS FOREVER……
- 18. INSTANT PHOTOGRAPHY IT THREATENED KODAK’S PROFITS FROM CHEMICALS AND FILMS. KODAK RESPONDED BY INTRODUCING ITS OWN INSTANT PHOTOGRAPHY PRODUCTS. BUT POLAROID SUED ALLEGING THAT BETWEEEN 1976 AND 1986 KODAK STOLE ITS TECHNOLOGY, ASKING FOR $12 BILLION IN DAMAGES
- 19. CUT RATE FILM FROM JAPAN FUJI STARTED SELLING FILMS AT THE LOWEST OF PRICES POSSIBLE, FAR BELOW THAT OF KODAK’S.
- 20. DIGITAL PHOTOGRAPHY THOUGH DIGITAL PHOTOGRAPHY WAS INVENTED BY RESEARCHERS AT KODAK, YET IT COULDN’T HELP IT FLOAT ON THE POOL OF DEMOLITION. WITH THE ADVENT OF DIGITAL PHOTOGRAPHY THE DEMAND FOR FILMS ROLLS VANISHED AND SO DID KODAK.
- 21. THE BIGGEST THREAT AND COMPETITION TO KODAK CAME UNDER THE BRANDNAME “FUJI FILM” FUJI STARTED SELLING COLOR FILMS AT COST NEARLY 20% LESS THAN KODAK’S.
- 22. CANON INC. FUJI PHOTO FILM CO. HEWLETT PACKARD CO. NIKON SONY CORP.
- 25. IN JANUARY 2012, KODAK FILED FOR CHAPTER 11 BANKRUPTCY PROTECTION AND IN FEBRUARY 2012, KODAK ANNOUNCED THAT IT WOULD CEASE MAKING DIGITAL CAMERAS, POCKET VIDEO CAMERAS AND DIGITAL PICTURE FRAMES AND FOCUS ON THE CORPORATE DIGITAL IMAGING MARKET.
- 26. IN AUGUST 2012, KODAK ANNOUNCED IT IS PLANNING TO SELL ITS FILM, COMMERCIAL SCANNERS AND KIOSK DIVISIONS. ALL, THESE EVENTS HAVE AFFECTED THE SHARE PRICE OF KODAK AND THE NUMBER OF EMPLOYEES
- 28. “AND REMEMBER THAT CHANGE IS THE ONLY THING IN THE NATURE THAT CANNOT BE CHANGED…… SO IF YOU DON’T CHANGE WITH TIME, YOUR TIME WOULD CHANGE FOR EVER” AUSTEEN CYGNUS.