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Kodak and Fuji Film

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Kodak and Fujifilm

Erin Melvin

Business Management, Bus 302
Professor Fail
February 1, 2014
Kodak was founded by George Eastman, a young man with a vision that wanted to make photographing and photographing printing less complicated. At age 24 he planned a trip to Santo Domingo and a co- worker suggested he record the trip, and just that he planned to do. He packed everything he would need the complete ensemble consisted of chemicals, heavy plate holder, glass tanks, and a jug of water, carrying all of this around was referred to as a pack-horse load. He never made that trip, but the process of photo emulsion struck an inventive bone in Eastman and he was determined to make the process less complicated. He devoted a lot of his spare time when he wasn’t working at the bank to photographic emulsion. He ran across an article in the British magazine that read that photographers were making their own gelatin emulsions and he embraced the process immediately. Three years later Eastman developed a process that worked. In 1880 he invented a dry plate formula and patented a machine that would produce large numbers of the plates. He then recognized the opportunity to make dry plates to sale to other photographers. By April 1880 Eastman was able to rent the third floor of a building to manufacture dry plates for sale. As time progressed so did photography and it became an everyday affair, some say that the camera was as big as the microwave. Fujifilm on the other hand was created by the Japanese government based out of Tokyo, Japan to establish a domestic photographic film manufacturing industry. They had several different factories in Japan to manufacture photographic products such as digital cameras, color photographic film, color paper, graphic arts equipment / materials, optical devices, photofinishing equipment, medical imaging equipment etc. Overall both companies mission was to produce a quality product. Overtime the camera has transformed in so many ways that we have them almost on everything from cellphones, tablets, computers, gaming systems and televisions.
Kodak’s approach to management was very simple. Eastman believed that the people that worked for him deserved the best. Because his company was started by him he initially paid his employees out of his own earnings. Basically he gave each employee a gift which was a substantial amount. Later he set up a wage dividend so that each employee would benefit above their wage proportion to the yearly dividend on the company stock. Eastman believed that the prosperity and goodwill of a company came from the employees that worked for the company and their loyalty, honest, and dedication would in turn result in a constant profit. Kodak embraced the change very well they strived to fulfill customer’s needs based on further potential of the digital image of technology. Fujifilm is a multinational company that has adopted a different strategy to embrace innovation. The changed what they could offer the consumers such as print services and digital cameras, but Fujifilm has always been a company that has ventured in to many different markets. They also embraced this change by finding new possibilities for their existing technology and changing their name marking new ground for the second foundation of the company. With these strategic moves and joint ventures both companies provided the boost they needed for their new management strategies. The thing that made Fujifilm different is that they went above and beyond just digital services.
The other management differences that have impacted the relative success of Kodak was that they generally believed in the basic need of their customers. Just like the beginning when Eastman was producing the plates, he believed that his reputation was more important than the product. He believed that if they put out a bad product that on his reputation he would replace it with a good product even it cost him all his profit he had at the time. Eastman wanted his reputation to remain good. Fujifilm on the other hand did not only invest in film, but they also ventured into their chemical expertise such as drugs, and liquid- crystal display panels, and cosmetics. I mean over all I believe that Fujifilm was able to build their brand on other products to offer consumers. They then spent a lot of background time watching and observing their competitor or rival to eventually put out a just a good if not better product. I think Kodak’s management style is more personal and sincerely cares for the consumer’s opinion and the wellbeing of their employees. Fujifilm on the other hand is based on their government and it supplies what the government thinks they need. I call this a more robust management style.
In the very beginning Kodak as strived and committed to operating in an ethically, environmentally, and socially responsible manner. In order to fulfill this commitment they have been running and operating safe facilities for all employees and providing safe products that minimize environmental strain or burdens on the company and employees. This includes buying and selling products from suppliers that have the same commitment. To show proof that Kodak abides by their word they are a member of the Electronic Industry Citizenship Coalition (EICC) which shows that they abide by some of the best practices in the industry. By Kodak taking all ethical and social responsibility to society they have always provided high quality printers and cameras for personal and professional use. In the end result Kodak has gained profit in the margins. Fujifilm on the other had has taken a proactive stand to take social and ethical responsibility. They have even started to use an ultra violet cured ink that is free from harmful volatile organic compounds. Using these types of ink consume less energy in the printing process, and eliminate the need for traditional drying systems. On example of how they take social responsibility is that they support a number of associations such as Fujifilm Cameras for Cause and Fujifilm Images of Health. Basically with these types of organizations they donate free cameras to catch and record different moments. They not only participate on a corporate level but they also allow the employees to nominate different organizations to receive a free digital product. This speaks volumes on many levels and shows the community that Fujifilm cares about the wellbeing of the community.
Considering the ever so changing economy I think each company reacted differently to the changing market. Even though, both companies saw the change coming one of them did not embrace the change adequately. I think early on Fujifilm experienced their down fall in the 1980’s as they began to pull out of the film or cinema business because they did not see the market as profitable. But I do not think Kodak prepared to develop new business lines in such a quick turnaround. Some sources reported that Kodak took too much pride in their product it was said that they “ suffered from a mentality of perfect products, rather than a high-tech mindset of make it, launch it, and fix it, as the Fujifilm company did. Now Fujifilm on the other hand seems to grasp the change by the reigns, they were able to create new ventures such as making LCD flat-panel screens and optical screens. It seems as though the economy was changing Fujifilm changed with it and Kodak felt that their profit or business was in imaging and no other business ventures. So they began to see the downfall in products and profit, but Fujifilm embraced the rapid change a little more and made more products that appealed to the customer’s satisfaction at that moment. Because Kodak did not embrace this change it looks like it was Fujifilm’s clear opportunity to soar high in the digital community and dominated the profit margin.
There are many ways a company can build in flexibility to back up decision-making process in order to adapt to changing market conditions. First I think any company has to be as flexible and adaptable to changes that need to be made, but be willing to find the positive out of that change. They need not to steer away from any idea because it does not turn a rapid profit or seems too much out the ordinary. As we can see, Kodak suffered because they did not embrace anything more than imaging, but Fujifilm on the other had launched many other businesses that gained them a constant profit, so that they could work on the imaging product. But Fujifilm also believed in just putting as many products out in the market as possible and then deal with replacements and correction on the back end. Adaption is a crucial challenge for organizations and requires strategic planning and processes to achieve a positive result.

References http://www.economist.com/node/21542796 www.kodak.com www.fujifilm.com www.fujifilmholdings.com (2d3,1). Kodak and Fujifilmresearchomatic.retrieved1, 2013 from http://www.researchomatic.com/Kodak-and-Fujifilm-152369.htm

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