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Fujifilm strategy

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Banker
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accounting
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SZABIST

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documents in English
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case study
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3 pages
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  1. Introduction
  2. Research and development
  3. The marketing strategy used by Fujifilm
  4. Market
  5. Conclusion

Fujifilm is more of an elephant than a lion. It is a huge company, but it is not very aggressive. Instead the organizational culture is more passive. It can be stated here that winners firms lead other firms and do not follow them. Unfortunately, Fujifilm falls in the second category. Needless to say that the new avenues need to be discovered which should add up to the historical profit margins of the company. Currently, the profits are falling and copy approach that is engraved deep into the veins of the company is not doing justice to its potential.

Hence, Fujifilm needs to follow a policy that gives chance to employees to bring out their create efforts and innovate in order to make sure that the company does not lose on money and does not lose on profitability. In simple terms, the company needs to kill the elephant and bring out a lion. It should be more creative, more aggressive and fiercer in dealing with opportunities, competitors and its clients. It cannot afford to be passive anymore due to the fast-changing nature of the world, and cannot use the same strategies to catch its prey anymore; instead a new more innovative approach is need every time the company goes out to catch its prey.

The word ?prey? in this context is Fujifilm's market share and profitability. It is one thing that every company, and not just Fujifilm, would love to catch every time its goes out in wild to hunt. The competition will also be harsh since they are fighting the same battle, but Fujifilm needs to be harsher if it wants to succeed in the current market place and environment. There is an old saying ?You have to be cruel to be successful? and Fujifilm needs to adopt this philosophy to be successful. However, it does not need to be cruel to its own people, but instead it need to tackle its competition by being fiercer and more aggressive. (Robbins, 2004)

[...] Fujifilm can take advantage of this opportunity. One digital camera usually cost $20 to these companies. Hence if strict cost containment policies are used coupled with innovation then one good digital cellphone camera can be produced for around $13. This can be sold at $18 to cellphone manufacturers. The rate is cheaper and due to Fujifilm's good brand name many heads will be turned and many companies would be willing to do business with Fujifilm. Fujifilm can take advantage of this opportunity. [...]


[...] Unfortunately, Fujifilm falls in the second category. Needless to say that the new avenues need to be discovered which should add up to the historical profit margins of the company. Currently, the profits are falling and copy approach that is engraved deep into the veins of the company is not doing justice to its potential. Hence, Fujifilm needs to follow a policy that gives chance to employees to bring out their create efforts and innovate in order to make sure that the company does not lose on money and does not lose on profitability. [...]

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