Search icone
Search and publish your papers

Kodak case

Or download with : a doc exchange

About the author

Level
Expert

About the document

Published date
Language
documents in English
Format
Word
Type
case study
Pages
3 pages
Level
Expert
Accessed
3 times
Validated by
Committee Oboolo.com
0 Comment
Rate this document
  1. Identify the key issues
    1. Myth time: revitalize the brand
    2. From the film industry to the digital industry
    3. Inconsistency of the strategy
  2. Mobilize strategic choices
    1. Revolution: invest only in the digital area
    2. Evolution: a gradual shift from the traditional photography to the digital industry
    3. Change completely the core business

According to LEWI theory of narrative lifecycle, Kodak has reached the stage of ?myth time?. Hence, the firm has to focus on certain issues like developing eternal values, involvement in the society, internationalizing the brand and rejuvenating the brand.

Today, due to its weak brand image, consumers don't perceive Kodak as a digital brand and they only think of it as a film making company.

Kodak has taken too much time to enter the digital market, so it is left far behind the competitors such as Sony and Olympus (Kodak only accounted for 13% shares of the digital camera market in 2002). As there are structural differences between the film manufacturing industry and the digital camera industry, since the film manufacturing industry is declining, Kodak will have to consider the following trends.

[...] Internal conflict Strong international presence, between film department VS digital especially in China department Good relationship with retailers No real consistent strategy Dominates the kiosk offering Too much diversification in the Strong marketing & advertising past: not linked to the core efforts business (pharmaceutical industry) User friendly products Insufficient minilabs offering Digital cameras remain unprofitable Appointment of executives who are not issued from Kodak Inability to patent invention Opportunities Threats Strengthen presence in emerging The digital revolution countries Too many competitors in the digital Internet services account for 10% industry: price war of all digital prints Decisions need to be made quickly Home printing is declining, The film industry, Kodak's core minilabs and kiosk might expand business, is under pressure and New potential markets: movie might disappear industry, memory card industry Appendix forces of Porter applied to the digital industry Bargaining power of buyers Many competitors, fragmented market. [...]


[...] 2nd strategy: evolution: a gradual shift from the traditional photography to the digital industry As the film industry is expected to decline, Kodak needs to focus on the digital industry to find a new source of revenue. Kodak intended to do so in two ways, but both failed: the separate organization units' strategy (in 1994, Fischer separated digital from silver-halide operations), and the top- down organizational change strategy (Fisher was able to change the culture at the very top but was not understood by the middle managers). [...]

Similar documents you may be interested in reading.

Eastman Kodak case

 Business & market   |  Business strategy   |  Case study   |  01/15/2009   |   .doc   |   4 pages

Case study: Eastman Kodak

 Business & market   |  Business strategy   |  Case study   |  12/09/2009   |   .doc   |   14 pages

Top sold for business strategy

International Business Strategy - Acer, Inc.: Taiwan's rampaging dragon

 Business & market   |  Business strategy   |  Case study   |  09/29/2010   |   .doc   |   8 pages

Nike's outsourcing strategy

 Business & market   |  Business strategy   |  Case study   |  01/27/2011   |   .doc   |   5 pages