...1101IBA- Management Concepts Assessment 2: Report Report on Strategic Management at Eastman Kodak Prepared by: Alisiya Bell S2944536 Due Date: Tuesday, 23 September 2014 Word count: 1426 Introduction: Once a great leader and legendary brand in the photographic film industry, Eastman Kodak is now fighting to recover from a tech revolution that is strangling its core business. Kodak Chief Executive Antonio M. Perez is on the road to innovation. Taking in to consideration of the mistakes and lessons learnt from the past, Perez is reinventing the company’s core business model. As Perez reassembled the business he replaced a lot of executives to get the organisation on track. While Perez’s innovation of the organisation could be argued that this will help Kodak recover, there are also many substantial problems that could occur. One major problem for Kodak is the lack of strategic management. Although there are many various ways to define strategic management, David, F.R (2009) defines strategic management as a “continuous process of strategic analysis, strategy creation, implementation and monitoring, used by organisations with the purpose to achieve and maintain a competitive advantage.” Problem Identification: All main business ideas for Kodak seem to come just from the Chief Executive Perez. Leaving a lot of the main strategic planning just up to him. Kodak has previously displayed what an organisation with the absence of strategic management can look...
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...Case: Kodak’s Organizational Architecture Saint Leo University Abstract: Kodak dominated film and photography for a sustained period of time operating under near monopolistic conditions. During the 1980’s, advances in technology and communications gave birth to competition from Fuji and generic store brands. Kodak’s policies and organizational architecture were shown to be past their prime as Economics Darwinism set in. This paper will discuss factors prompting Kodak to make changes to existing architecture, mistakes made into those changes, and what should have been done differently. Case: Kodak’s Organizational Architecture The market environment in which Kadak operated in witnessed dramatic changes in the 1980s. Competition from Fuji and generic store brands began to erode Kodak’s market power and market share (Brickley, Smith, & Zimmerman, 2009, p. 358). Products such as Fuji’s high-quality film were brought to market within months rather than years because of the industries advances in communication, design capabilities, and robotics (Brickley, Smith, & Zimmerman, 2009, p. 358). The market saw substantial gain during this time frame however Kodak’s share price dropped 16 percent from $85 to $71 in 2 years (Brickley, Smith, & Zimmerman, 2009, p. 358). Kodak’s leadership determined that the company’s existing structure and organizational architecture did not allow for adaptability or responsiveness to market changes (Brickley, Smith, & Zimmerman...
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...Name: Professor: Class: Date of submission: Turnaround strategy for Kodak Introduction The rapid changes in business environment and increased domestic and global competition have made the business environment to be more unstable. Organizations of different sizes are struggling to survive if they do not change according to the changing business environment. Many organizations have realized the need to change in order to survive in the changing business environment. Businesses which do not change are getting into trouble due to some factors some of which are internal while others are external. The businesses can easily get a turnaround if they properly diagnose the symptoms leading to failure and take collective action. The concept of turnaround can be described as taking action when a firm is facing a financial disaster or to prevent the firm from having a financial disaster. Turnaround does not only involve transforming which has declined but also those whose management fell the results are not satisfactory (Mason & Gerard, 160). Kodak one of US most recognized company which has been in operation for over a century has been struggling for years due to its slowness in adapting to the changing business world. The company had been one of the leading image solution providers in the world for many years. Established in 1880 by George Eastman Kodak become one of America’s well known company by helping to establish the market for camera film and the becoming the market...
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...film business (Kodak, 2015). It is evident from various sources that Kodak’s failure in seizing the opportunity in the rising digital photography market stem from its organization’s internal structure’s failures. It will be explored in this essay the driving factors that led to its restructuring and emergence from bankruptcy in 2013. Kodak had enjoyed decades of success, notably achieving US$10 Billion sales in 1981, from dominating the film photography market since George Eastman founded the company in...
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...Kodak’s Challenge | MGMT 520.002 | | Class Period 1:30 | | | Kodak’s Challenge Introduction The Kodak Company was started by George Eastman, an American who found himself very fascinated with still photography and cameras. During the late 1870’s, most of the cameras were bulky, heavy, and weren’t meant for the use of the average person. That’s when Eastman decided to leave the U.S. and head to London to start his company which he hoped would solve this problem and change the photography industry forever. By 1888, Eastman created the first Kodak camera and with that laid the foundation for making photography available to everyone. Industry Analysis The inkjet printer industry shares $45 billion a year of the total overall market. The industry is shared by many different competitors such as: Canon Inc., Fujifilm Holdings Corp., Sony Corp., Konica Minolta Holdings Inc., and Lexmark International Inc. This industry is directly linked to the Computer segment of this industry because the computer hardware is the products that use this ink. The top hardware competitors Kodak will be competing with are: Hewlett-Packard, Epson, Canon, Lexmark, Dell, Brother, and Samsung. Kodak plans to enter this competitive market in these 2 different sectors with their own printers and ink that will cost half the price of the inks in the stores now. Kodak may run into some issues in the future and will cause problems for inkjet-printer makers. With the low price in ink, the other...
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...KODAK case study Kodak’s Performance Today Kodak is in trouble: for the nine months ended 30 September 2005, Eastman Kodak’s revenues increased by only 3% to US$10.07bn and the net-loss from continuing operations totalled US$1.32bn, versus an income of US$139m.6 Last month, film sales for Kodak fell 37% for rolls and 13% in single-use cameras,7 and despite similar shocks affecting the rest of the industry Kodak’s declines were the steepest – versus Fuji's declines of 28% in roll and 5% in single use cameras and other private label's decline of 12% in role and gain of 5% in single use cameras.8 Share loss at Kodak appears to be driven by price as it grapples to increase revenues from an outdated industry, as Big Yellow's roll price increased 5% compared to declines of 9% and 11% for Fuji and Private Labels. What was done wrong? - Kodak used a razor-blade strategy: it sold cameras at a low cost, and film fuelled Kodak’s growth and profits => The business became heavily dependent on this highly profitable margin from film, and progressively paid less attention to equipment. -Kodak’s tried and tested strategy was evident throughout the business – and even in Dental Products. In a similar theme to T. Levitt’s Marketing Myopia16, Kodak’s lack of strategic creativity led it to misinterpret the very line of work and type of industry that it was operating in which was later devastated with a fundamental shift towards the digital age - Strategic problems were tackled through...
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...Team U Kodak Case Study 6 July 2010 Provide an overview of the case and the environment that video cameras are competing in today • Historical: Camcorder sales are traditionally dwarfed by “Still”, or Point-n-click cameras • Digital Still Cameras account for 95% of camera market space • Est. 60m digital cameras sold per year • Est. 4m video cameras, or camcorders sold per year • Still a multi-billion dollar industry • Point-n-clip video records, or “mini cameras”, lead by “FLIP VIDEO” created a surge and have rejuvenated the camcorder market segment • Flip Video is seen as a pioneer in the video camera market • Consumer friendly video solutions • Easy to create, edit, and upload short videos • 2009 – Cisco purchases Pure Digital for $590m • Recognizing that the “user created video” market is exploding, in 2009 Steve Jobs - CEO of Apple, announces “we want to get into this.” • Launches IPOD Nano • Makes rest leaders like Cisco, Sony, Kodak, very nervous • Bundled solutions Segment the video camera market in the US and identify the demographic, geographic, psychographic and behavioral (product purchase behavior, brand purchase behavior and price sensitivity) of this market. • Demographic Segment: Targeted directly toward younger generation of YouTube, Facebook, and Myspace Users • Behavioral Segment: Targeted directly toward consumers with active lifestyles and want compact, yet functional video recorders • Soccer Moms • Travel...
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...Kodak: Changing the Picture Synopsis The case begins by recalling Kodak¶s storied history, which began in 1888 with its introduction of the Brownie camera priced at $1.00. By 2000, Kodak was one of the most recognized and trusted brands in the world. However, by the year 2000, the company faced many challenges. Its stock price had plummeted, and it had begun laying off workers. Even worse, when the September 11tragedy hit, consumers began to flock to digital cameras, and cell phone manufacturers beganto offer camera phones. As if all that were n¶t enough, Fuji was slowly but surely exposing the cracks in Kodak¶s marketing strategy. This was especially true of the move toward one-hour photo processing. In early 2003, the company began a major reevaluation of corporate strategy. In the years following, Kodak reduced its dependence on traditional photography. The new direction for the company would focus on non-photographic markets, digital markets (such as inkjet printers and high-end digital printing), and medical imaging. The company would no longer invest in traditional consumer film, which, along with photography, accounted for 70 percent of Kodak¶s revenue and all its profits. By 2004, the company had been significantly restructured in a manner reflective of the new strategic directions. By 2006, it appeared that the new strategic plan was not working, as evidenced by heavy losses and a declining stock price. Discussion Questions 1. How are the market...
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...Kodak 1. Marketing Mix –the 4P’s- Kodak’s pixpro FZ51 is the perfect camera to capture all the special beautiful and happy moments in life. With its perfect slim design, it can be use anywhere and at any time. Captures high quality photos without missing any detail with its 16MP CCD sensor and 5x zoom. (1) Product: Price: $.76.00, $.79.99, $.89.99 Place: www.Amazon.com, Best Buy, Wal-Mart Promotion (1 Ad and 1 Promotion) Add: Promotion: Another great promotion Kodak offers for this camera is that it can take up to 200 pictures without a camera flash drive. (1) This camera’s seller point is its rechargeable battery, no more purchasing of AA’s or AAA’s, which can get quite costly and bothersome. Wal-Mart also offers Kodak PixPro with an 8GB camera flash drive for a total of $.91.29, saving the customer $.4.39 if bough separate. (2) In the past, Kodak has also used movie- themes promotions and sweepstakes prizes by using a variety of media outlets. For example, when Pirates of the Caribbean came out, Kodak EasyShare Gallery offered consumers free movie tickets with a $.20.00 purchase at KodakGallery.com. They also offered a chance to win Kodak products or a trip to Disneyland by an online sweepstakes whom asks consumers to participate in a photo treasure hung. (3) STP: Every business has to focus on all the elements that will affect the company, or a product before putting it in the market. There are 6 elements, which include:...
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...The Rise and Fall of Eastman Kodak, an Emblem of American Business Excellence Executive Summary With the slogan "you press the button, we do the rest," George Eastman put the first simple camera into the hands of a world of consumers in 1888. In doing so, he made a complicated process easy to use and accessible to nearly everyone. Since that time, the Eastman Kodak Company has led the way with an abundance of new products and processes to make photography simpler, more useful and more enjoyable. Its reach increasingly involves the use of technology to combine images and information--creating the potential to profoundly change how people and businesses communicate. Kodak continues to expand the ways images touch people's daily lives. The company ranks as a premier multinational corporation, with a brand recognized in virtually every country around the world’’ (kodak.com). However, despite numerous efforts in acquiring new competences and turn around its business model, Kodak has so far failed to impress consumers and stakeholders alike. Facing stiff competition and shrinking profit margins, Kodak seems not able to find its rightful place in the new digital age. This report will shed some light as to why Eastman Kodak has been struggling for years and how it could overcome the challenges it currently faces. kodak manufacturing plant around 1930 RECENT PAST Kodak being a centennial company, it was necessary to take as much distance as possible when trying to analyze its...
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...Eastman Kodak Company es una multinacional de EE.UU. que produce imágenes y material fotográfico y equipo. Bien conocido por su amplia gama de productos de película fotográfica, Kodak es reorientar en dos mercados principales: la fotografía digital y la impresión digital. Políticos Ley de EE.UU. exige que todos los derechos de autor tiendas de fotografía que se abstengan de impresión o la liberación de las imágenes digitales tomadas por fotógrafos profesionales, sin un comunicado de los derechos de autor (2005, 2005). Las imágenes tomadas por fotógrafos aficionados pueden encontrar dificultades en hacer que sus imágenes de aspecto profesional en la impresión, por lo que afectan a las ventas de impresión fotográfica. Económica En 2002, la creciente demanda de cámaras digitales provocó la reducción de 2,6% en las ventas tradicionales de película fotográfica, esta tendencia se espera que continúe en el futuro, las impresiones hechas de películas tradicionales disminuyó en 700.000 durante el mismo año. Las ventas de cámaras digitales en 2002 ascendió a 2,96 mil millones dólares USD, tomando una porción considerable de los ingresos totales de la industria. Disminuye el precio de la cámara digital que hace muy asequible para los consumidores más, lo que a las demandas aún mayores. Socioculturales Hombres (58%) tienden a comprar cámaras digitales más que las mujeres (48%), las mujeres, especialmente las que tienen hijos sin embargo, son los que utilizan las...
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...To: Kelly Johnston, CEO From: Chief Restructuring Officer In Reference to: Executive Summary: * Eastman Kodak is an industry leader in developing, manufacturing, and marketing different imaging products for leisure, commercial, and medical use. * Recently, Kodak attempted to reorganize its architecture * Kodak has been slowly executing a plan to make the transition from a film business, to a profitable and sustainable digital company. Kodak has faced great difficulties such as: * Restructuring costs * High competition * Rapid growth * Low profit margins. * Our company’s architectural restructuring plan was motivated by: * Competition * Our virtual monopoly was eroded through the entry of other firms. * Technological Advancement * Advances in technology have allowed firms to produce new products faster. * Changing Market Environment * These changes have caused us to fall from a once prominent monopoly in the film industry, to such a small player in the digital industry. * To win back market share and increase profits, Kodak did a mass restructuring that failed to provide the expected results. * Decentralize Decision Making * Altering the decision making process from a top-level approval requirement to a more decentralized decision making process of small business units and managers...
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...Eastman Kodak Company: Funtime Film Brief Case Report Diagnosis and analysis There were several issues that Kodak had to face in 1990s and I will emphasize a few of them. First, Kodak’s market share fell from 76% to 70% over a period of 5 years. That happened primarily due to film’s consumers being price-sensitive and preferring lower-priced films of Kodak’s competitors. Fuji and Polaroid, for example, enjoyed 15% growth in one year, while Kodak’s growth rate was only 3% during that same year. It is easy to see that consumers were provided with more options when it came to choosing film and since quality differences amount films were unclear, buyers based their preferences on price alone. Also, as soon as speculation arose about lowering a price on film, Kodak’s stock fell by 8% in value. Kodak was used to high gross margins; therefore, market’s expectation of leader’s lower prices and decreasing profits had a negative effect on its stock price and possibly even brand image. Second, Kodak faced stiff competition and the fact that Fuji was going after the US market. Fuji seriously differentiated itself from Kodak and grabbed consumers’ attention when it became the official film of the 1984 Summer Olympics in Los Angeles. Kodak’s response to Fuji’s move towards market domination has not been very timely or effective. It took Kodak 10 years to react and attempt to reposition itself in 1994 Olympic Winter Games in Norway. In my opinion, it was too little too late. Fuji’s campaign...
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...KODAK VS. FUJI: THE BATTLE FOR GLOBAL MARKET SHARE by Thomas C. Finnerty Thomas C. Finnerty is a doctoral candidate in the Doctoral of Professional Studies Program, Lubin School of Business, Pace University, New York. This case was written under the supervision of Warren J. Keegan, Professor of International Business and Marketing and Director of the Institute for Global Business Strategy, Lubin School of Business, Pace University, New York, as a basis for class discussion rather than to illustrate either effective or ineffective handling of a business situation. ©2000 Dr. Warren J. Keegan. *The following case solely represents the opinion of the author and does not express the opinions of the Eastman Kodak Company of Fuji Photo Film U.S.A., Inc. ACKNOWLEDGMENTS This case study reexamines the competitive relationship of the two giants of the photographic and imaging industry: Eastman Kodak Company and the Fuji Photo Film Co., Ltd. It uses the 1990 case study of Dr. H. Donald Hopkins of Temple University, “Kodak vs. Fuji: A Case of Japanese-American Strategic Intervention” as a reference point and attempts to update and clarify this relationship at the beginning of the 21st century. In the nine years since the Hopkins’ case study was published, Kodak has seen some troubled times, yet recently seems to have stabilized. Simultaneously, Fuji continues to slowly gain more of Kodak’s still-dominant market share. The evolution of the industry has been exciting and dynamic...
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...Eastman Kodak, Fujifilm Innovation vs. Tried and True Introduction Eastman Kodak and Fujifilm have numerous accomplishments to brag; they have both amassed large success in the photographic commerce. While Eastman Kodak had the upper hand in the industry for nearly 100 years, Fujifilm has managed to flourish while Kodak filed bankruptcy in 2012. Fujifilm appears to have strategically implemented an equation that will thrive as long as they continue to invest in innovation, and navigate market changes. History Eastman Kodak and Fujifilm have been competitors since Fujifilm’s inception in 1934. Eastman Kodak had more than half a century worth of discovery and expertise over the incoming Fujifilm. However, when Fujifilm opened operations January 1934 within a month’s time they were producing all the same products as Eastman Kodak: roll film, photographic print paper, dry plates, and x-ray movie. It took George Eastman, inventor and proprietor of Eastman Kodak 25 years to invent color film (Eastman Kodak, unknown); in detail, George Eastman was renowned for very cautious designing temped with endurance, he did not hurry discovery and breakthroughs he was able to take his time because the industry was somewhat new and there was no real competition. As Kodak was ascending the ladder of success, George Eastman and his group of inventors had conceived many first. Including, the first dry plate formula along with the first patented appliance for organizing large amount of...
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