...Eastman Kodak Company Industrial Analysis Mitul Patel The main objective of this industrial analysis is strategically analyzed the economic as well as the market position of Eastman Kodak Company commonly referred to as Kodak. This report will uncover any competitive advantage that the company has in today’s market. The analysis will begin with a brief overview of Kodak’s industrial history and influences on the economic, social, and technological environment that surrounds the company. The analysis will then proceed to focus on a SWOT Analysis that will designate what Kodak’s Strengths, Weaknesses, Opportunities, and Threats in today economic market. In addition Porter’s Five Forces Analysis will be conducted to determine Kodak’s competitiveness and overall attractiveness it now holds in the market today. To bring out the full strategic potential of Kodak, it is important to understand Kodak’s value chain and recognize the resources available and their capabilities in relation to the firm’s direction. The report will then conclude with a VRIO analysis which determines the core competencies of the firm. Kodak has been a big player on the market since its founding. In order for Kodak to survive we must question Kodak and ask “Does the Kodak of today have the organization to fully utilize their available resources and obtain a competitive advantage?” Eastman Kodak Company is an American imaging, photographic equipment, and services company. The company was founded by George...
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...Managerial Economics Case Studies Institutional Affiliation Managerial Economics Case Studies #1. Three aspects of organizational architecture The three vital components of organizational architecture are: a) assignment of decision rights; b) methods of rewarding individuals; and c) structure of systems to evaluate the performance of both individuals and business units. First, assignment of decision rights involves giving the responsibility of decision-making to top-level executives. It is imperative that an organization is able to delegate the duty of making a decision to a manager who has relevant information and knowledge on the internal and external factors that affects the operations and goals of the organization. The architecture of an organization and its environment will determine who will be the decision-maker for the company. In some organizations, the top-level executive may have them most relevant information and thus, a centralized decision-making process can be adopted. There are instances when the lower-level employees may have the most relevant information, thus, decision-making rights become decentralized. Second, methods of rewarding individuals determine how the organization will provide incentives to its employees. Organizational goals and employee’s productivity play great roles in determining a scheme of remuneration. Some organizations repay their employees through financial rewards such as the monthly wage, and cost of living allowance, and other benefits...
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...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...
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...Kodak and Fuji Film Running head: KODK and FUJI FILM 1 Kodak and Fuji Film BUS 302 February 2, 2013 Running head: KODAK and FUJIFILM 2 ABSTRACT Eastman Kodak Company and Fujifilm are competing corporations in the photography supply and equipment industry. When the industry changed both companies were impacted, but due to differing management practices and ability to adapt to change one Fujifilm excelled while Kodak faltered and eventually declared Chapter 11 Bankruptcy in 2012 Running head: KODAK and FUJIFILM 3 The Eastman Kodak Company, which is better known as Kodak was established in April 1880 by George Eastman in Rochester NY. The company got its start by first manufacturing dry plates for sale to various consumers. (Kodak Eastman, 2013). George Eastman was an innovator in the field of photography and was dedicated to making photography an everyday affair and was even quoted to say that he wanted to make the camera as convenient as the pencil, (Kodak Eastman, 2013) In September 2012 Kodak reorganized into three segments: Digital Printing and Enterprise (DP&E); Graphics, Entertainment, and Commercial Films (GECF); and Personalized Imaging and Document Imaging (to be sold), (Finance, 2013). Kodak has effectively ceased production of its Kodachrome color film line, digital cameras and pocket video cameras. This follows a decision in early 2012 to file Chapter 11 bankruptcy. Fuji Photo Film Co., Ltd (Fujifilm) is a Japanese based company and was established...
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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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... 1 Kodak and Fuji Film BUS 302 February 2, 2013 Running head: KODAK and FUJIFILM 2 ABSTRACT Eastman Kodak Company and Fujifilm are competing corporations in the photography supply and equipment industry. When the industry changed both companies were impacted, but due to differing management practices and ability to adapt to change one Fujifilm excelled while Kodak faltered and eventually declared Chapter 11 Bankruptcy in 2012 Running head: KODAK and FUJIFILM 3 The Eastman Kodak Company, which is better known as Kodak was established in April 1880 by George Eastman in Rochester NY. The company got its start by first manufacturing dry plates for sale to various consumers. (Kodak Eastman, 2013). George Eastman was an innovator in the field of photography and was dedicated to making photography an everyday affair and was even quoted to say that he wanted to make the camera as convenient as the pencil, (Kodak Eastman, 2013) In September 2012 Kodak reorganized into three segments: Digital Printing and Enterprise (DP&E); Graphics, Entertainment, and Commercial Films (GECF); and Personalized Imaging and Document Imaging (to be sold), (Finance, 2013). Kodak has effectively ceased production of its Kodachrome color...
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...SIMONA GIORGI Kodak and the Digital Revolution (A) In February 2003, Daniel A. Carp, Kodak’s CEO and chairman, reviewed 2002 sales data with Kodak’s senior executives. Film sales had dropped 5% from 2001 and revenues were down 3%. 2003 did not look any brighter: Carp expected revenues to grow only slightly and net income to remain flat or decrease (see exhibit 1 for information on Kodak’s financial performance and exhibits 2 and 3 for information on sales of cameras and film rolls in the United States). The film industry was “under pressure unlike ever before.” Carp predicted a “fairly long downturn”1 for traditional photography sales as consumers turned to digital cameras, which did not require film. Kodak was moving more of its manufacturing to China, where it could boost film sales, and was planning to slash 2,200 jobs, or 3% of its work force, especially in the photo-finishing business. Carp had received a master’s in business from MIT. He had begun his career at Kodak in 1970 as a statistical analyst. Since then, he had held a variety of positions at Kodak. In 1997, he became president and COO, and was appointed CEO on January 1, 2000. He believed Kodak’s current struggle was one of the toughest it had faced. How could he use digital imaging to revitalize Kodak? Kodak, 1880-1983: A brief history In 1880, George Eastman invented and patented a dry-plate formula and a machine for preparing large numbers of plates. He also founded the Eastman Kodak Company in Rochester...
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...Harvard Business School 9-594-111 Rev. May 8, 1995 Eastman Kodak Company: Funtime Film On January 25, 1994, George Fisher, Kodak’s recently appointed chief executive officer, met with analysts and investors to set out Kodak’s new strategy for film products. During the past week (between January 17 and January 24), Kodak stock had lost 8% in value on rumors of a price cut on film. While Kodak continued its overwhelming domination of the photo film market, its market share in the United States had eased from about 76% to 70% over the past five years “as competitors like Fuji Photo Film Co. and Konica Corp. wooed consumers with lower-priced versions.”1 Previously, Kodak had attempted to blunt share-gaining attempts by such rivals and private label products by introducing a superpremium brand, Ektar. Now Kodak proposed to introduce a brand at Fuji and Konica’s price level, 20% below the price of Kodak’s flagship Gold Plus brand. The new brand, Funtime, was to be available only in limited quantities during two off-peak selling seasons. While some viewed the move favorably, others were more skeptical. One analyst termed the strategy “seemingly a long step down the slippery slope that ends in private label trial.” The U.S. Photo Film Market In 1993, approximately 16 billion color exposures were made—the equivalent of 670 million 24-exposure rolls. Typically, a consumer paid between $2.50 and $3.50 for a 24 exposure roll. Over the past five years, the market’s...
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...KODAK CASE STUDY HOW KODAK LEVERAGED THE POWER OF COMMUNITY published on 5/20/2008 at MarketingProfs.com by Kimberly Smith When it chose to enter the saturated inkjet market 20 years late, Eastman Kodak had a few surprises up its sleeve: half-priced ink cartridges and prints that retain their bright colors more than 600 times longer than competitor brands. Still, in a world where more-tantalizing gadgets such as ultra-thin laptops and digital cameras often take center stage, the company found it also needed a little ingenuity on the marketing side if it was to merit the attention it needed to gain market share. Proven advertising techniques were set in motion and a special promotion with NBC's Celebrity Apprentice was launched; nevertheless, questions remained about how effective those were in luring the target market. So company Research Analyst Aprille Byam quickly set out to get a better feel for market perceptions and behavior, hoping she might also generate excitement around the new technology. Aspiring to bridge the gap between quantitative and qualitative research, she worked with online panel management provider Vision Critical in 2007 to create Print Rave, a fusion of Web-based panel and online community that allowed the company to both directly communicate with users and moderate member-to-member interactions. That combination allowed Eastman Kodak to delve into the hard questions and keep users engaged so that it could gather the insight needed to forge ahead...
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...Kodak and the Digital Revolution [pic] [pic][pic]Brief Overview: Kodak is a multinational American corporation which has become a household name most known for its film products. The company has come face to face with many changes due to the digital revolution which has created a rapid changing photography industry. George Eastman began Kodak in 1880 and introduced the first Kodak camera in 1888 coining the slogan “you press the button, we do the rest.” Eastman held a high standard for the company when it came to competition however with many managerial and product line changes, Kodak has slowly fallen behind in the industry. The company has experienced many shortcomings with the most recent trend of digital photography. According to Exhibit 7, from 1998-2002 Kodak was 2nd to Sony in the U.S. for the percent of units sold. The company is now considering layoffs as market share, film sales, and company revenues are down. Problems: § The company is faced with multiple managerial problems. First, the company lacked fresh blood in its management team. All of its CEO’s primarily came from the manufacturing jobs within its own company. This hurt the company overall and put a damper on keeping up with technological changes and competition as “Kodak avoided anything risky or innovative.” Second, when the company finally did add new blood to its management team things still didn’t look up. CEO Kay Whitmore was added in 1990 and changed the focus to “film based technology” such...
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...The History and Core Business of Kodak The company we know today as Kodak was started by an American named George Eastman with his partner Henry Strong in 1881 by producing dry photographic plates. These dry gelatin plates were far superior to the messy wet plate counterpart of the day. The major advantage that dry gelatin plates gave photographers of the time was the fact that they did not require a wet coating right after exposure for them to be developed. Eastman invented and started producing his next evolution of dry plates by evolving his design from using a gelatin coating, to using an emulsion coating. The business evolved from a partnership to a $200,000 corporation with 14 shareholders in 1884. At that same time, the company name was changed to EASTMAN Negative Paper. The next evolutionary step for the company was one year later in 1885. This is when the first transparent photographic film came to market. With this groundbreaking and revolutionary product, EASTMAN Negative Paper opened a wholesale office in London England. The next few years were so good at EASTMAN Negative Paper that they were able to employ a full-time research scientist to help the company in the commercialization of a flexible, transparent film. A few years later in 1888 the name Kodak was born and they adopted and marketed the slogan “You press the button – we do the rest”. The next years for Kodak were filled with the growth of their film product and the cameras that used the film,...
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...1.Synopsis This investigative report will examine six of the key inventors who ideas formed the basis to the evolution of photography. The report will also focus on photography as an internationally recognised art form and how it has not always been perceived as art. This report will discuss one of Australia’s most famous photographers, Bill Henson. The key finding in this report is that photography has developed from a need of scientists to document into a key communication tool in todays society. This report finds that photography is now readily available to most people. The results in this report have been researched through appropriate texts and credible Internet sources. The writer also added to the report by giving his own experiences and knowledge that he has acquired by studying photography and working closely with a photographer. 2.Table of Contents 3. Introduction 3 4. Findings 4 4.1 The Birth of Photography 4 4.1.1 Joseph Nicephore Niepce 4 4.1.2 William Henry Fox Talbot 5 4.1.3 James Clerk Maxwell 5 4.1.4 Richard Leach Maddox 6 4.1.5 Eadweard Muybridge 6 4.1.6 George Eastman 7 4.2 Photography as Art 8 4.2.1Bill Henson 8 4.3 Photography in Communication 9 5. Conclusion 9 6. References 10 3. Introduction Man has been creating images since the first cave paintings over 20,000 years ago. The invention of photography allowed mankind to create an image in a fraction of the time it would take to recreate the same picture by drawing...
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...Eastman Kodak Company 2010 Annual Report on Form 10-K and Notice of 2011 Annual Meeting and Proxy Statement SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 10-K X Annual report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 For the year ended December 31, 2010 or Transition report pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 For the transition period from Commission File Number 1-87 to EASTMAN KODAK COMPANY (Exact name of registrant as specified in its charter) NEW JERSEY (State of incorporation) 343 STATE STREET, ROCHESTER, NEW YORK (Address of principal executive offices) Registrant’s telephone number, including area code: __________________________ Securities registered pursuant to Section 12(b) of the Act: Title of each Class Common Stock, $2.50 par value Securities registered pursuant to Section 12(g) of the Act: None Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes [X] No [ ] Name of each exchange on which registered New York Stock Exchange 16-0417150 (IRS Employer Identification No.) 14650 (Zip Code) 585-724-4000 Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes [ ] No [X] Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding...
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...Running Head: HIGH-RISK AUDIT CLIENT Assignment 4: Eastman Kodak Sarah Hescox Instructor: Mrs. Ashley Braun Harper, MS, CPA Advanced Auditing 06/16/2013 HIGH-RISK AUDIT CLIENT Current Financial Condition Based on its most recent quarterly report, that was issued April 29, 2013, Eastman Kodak’s current financial position seems strong with a net earnings of 283 million compared to the previous year’s loss of 366 million, however provided additional information, it is actually less than favorable. Kodak’s Short-term borrowings and current portion of long-term debt increased by over 150 million from the previous years, and its goodwill value decreased almost 100 million due to the decreasing value of the patented technology. I think an area of concern that would be a “red flag” for its public accounting firm to consider would be that in future periods, not only will Kodak have to make enough profit to sustain itself, but it also has legal responsibilities to pay back loans under the Junior DIP credit agreement and the Amended and Restated Senior DIP Credit Agreement, however, in Kodak’s quarterly report, they state “There can be no assurance that the Company will be able to meet the requirements under our Amended and Restated Senior DIP Credit Agreement, the Junior DIP Credit Agreement or the emergence credit facility” (Kodak, 2013). Another red flag for auditors to consider would be Kodak’s statement that “Kodak is developing a strategic plan for the ongoing operation...
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...Eastman Kodak More On EK Quotes * Summary * Order Book * Options * Historical Prices Charts * Interactive * Basic Chart * Basic Tech. Analysis News & Info * Headlines * Financial Blogs * Company Events * Message Boards * Market Pulse Company * Profile * Key Statistics * SEC Filings * Competitors * Industry * Components Analyst Coverage * Analyst Opinion * Analyst Estimates * Research Reports * Star Analysts Ownership * Major Holders * Insider Transactions * Insider Roster Financials * Income Statement * Balance Sheet * Cash Flow | | | | ------------------------------------------------- Top of FormProfile | Get Profile for: Bottom of Form | | Eastman Kodak Co. 343 State Street Rochester, NY 14650 United States - Map Phone: 585-724-4000 Fax: 585-724-0663 Website: http://www.kodak.com Details | | Index Membership: | N/A | Sector: | Consumer Goods | Industry: | Photographic Equipment & Supplies | Full Time Employees: | 18,800 | | Business Summary | | Eastman Kodak Company provides imaging technology products and services to the photographic and graphic communications markets worldwide. It operates in three segments: Consumer Digital Imaging Group (CDG), Graphic Communications Group (GCG), and Film, Photofinishing, and Entertainment Group (FPEG. The CDG segment offers digital capture and devices, including digital...
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