Kodak vs Fuji
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, and continues to adapt as consumer’s change. However, new technological players are cause for concern for both Kodak and Fuji. As an employee of the photographic and imaging industry, there are countless sources of information from which I drew my conclusions and knowledge base. My focus was shaped by a broad range of information, including PMA statistics and Nielsen syndicated data reports, and dialogue with photographic customers, consumers, competitors and Fuji employees. I would like
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, and continues to adapt as consumer’s change. However, new technological players are cause for concern for both Kodak and Fuji. As an employee of the photographic and imaging industry, there are countless sources of information from which I drew my conclusions and knowledge base. My focus was shaped by a broad range of information, including PMA statistics and Nielsen syndicated data reports, and dialogue with photographic customers, consumers, competitors and Fuji employees. I would like
Bibliography: Information Resources Industries and Nielsen Syndicated Industry Reports. International Trade Reporter, BNA Inc. 7 June 1995. Klein, Alec. “Kodak Profit falls 15% after charge, but sales climb for the 1st time in 2 years.” The Wall Street Journal. 19 April 1999. Kyodo News Service. 26 July 1995. PMA Industry Reports. Smith, Geoffrey, William C. Symonds, Peter Burrows, Ellen Newborne and Paul C. Judge, Business Week. 20 October 1997. Sopko, J. Leslie and William Patalon III. The Rochester Democrat & Chronicle 16 September 1997. Wall Street Journal. 18 November 1998 17