case six Eastman Kodak: Meeting the Digital Challenge Robert M. Grant January 2004 marked the beginning of Dan Carp’s fifth year as Eastman Kodak Inc.’s chief executive officer. By late February‚ it was looking as though 2004 would also be his most challenging. The year had begun with Kodak’s dissident shareholders becoming louder and bolder. The critical issue was Kodak’s digital imaging strategy that Carp had presented to investors in September 2003. The strategy called for a rapid acceleration
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Bullet Point Summary of Kodak and the Digital Revolution (A) Case Study Critical Issues surrounding Kodak include the following: Kodak’s business was based on the famous ‘razor-blade’ model where they would sell cameras cheaply and make huge profit margins on the consumables‚ the films. This model so deeply rooted in Kodak’s company culture that it didn’t see itself as something else than a film-making company‚ Kodak was still in the film business and not in the imaging business. Kodak’s critical
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times‚ the name Kodak was born and the Kodak camera was introduced into the market. The marketing slogan “You press the button we do the rest‚” was the birth of snapshot photography. From 1889 until 1929‚ they had the only film‚ chemical‚ and research department for working just to innovate filmmaking. The pocket camera and the first film for motion pictures was now establishing a presence in Europe‚ and both swept through all the continents as great new invention‚ putting Kodak on the map. They
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Kodak and the Digital Revolution GMAN 509 Strategic Management of Technological Innovation Summary In 1976 Kodak controlled 90% of the film market and 85% of camera sales in the United States. By 1992 the share of film market decreased by 5%. In 1991 they launched the first professional digital camera. In 1998 they spent $1.2 billion to two joint ventures with the Chinese government and by 1999 became number two in digital cameras in the United States with a 27% market share. In 2001 it launched
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Q2: How would you evaluate Kodak’s attempts to enter the digital business to date? Kodak was aware of the opportunities in the digital market as early as 1980s and allocated resources into the digital business‚ but the inconsistency of leadership strategies and resistance at the management level made it difficult to embrace opportunities in the digital market and stood out amid rigorous competitions. Kodak spent massive amount of research into exploring digital technologies since 1983‚ after Sony
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Kodak’s current position in digital imaging is focused on three areas: 1. Image capture (digital cameras) – cameras are still not boosting profits‚ but Kodak has secured 15% of the market‚ and have boosted advertising spending towards s more integrated marketing effort 2. Services (online photo manipulation) - spent significant dollars on R&D developing software 3. Image output (digital kiosks‚ inkjet printers‚ paper and inks) – network of 19‚000 kiosks at retail stores are highly profitable
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CASE STUDY REPORT 1 Case Study On Kodak‚ What Went Wrong? Patricia A. Webster Oklahoma Wesleyan University CASE STUDY REPORT 2 Introduction This case study will analyze what areas of failure caused Eastman Kodak to continue to have continued underperformance and misalignment within the company’s operations. There were four serious counts of corporate failure on the park of Kodak’s strategic planning and decision making. The analysis
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_____________________________ YOUR NAME_________Jordan Lewis_______ CASE __Kodak_________________ 1. What is/are the problem(s) in this case? Keep it to a single statement. At most‚ you may point out a couple of the key questions. The problem in the Kodak case is that Kodak is losing market value because they are reworking their product line‚ causing doubt in customer mindset. They have created the Funtime film to attempt to regain market value. 2. What are the key issues? This is just a simple list (condensed
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2 Suggest appropriate aims and objectives for a small‚ medium and large business. Aim for a small business can "Survival"‚ to survive in the market and look for profits. Aim for a medium sized business would be to maximize their profits and growth to expand their current business operations and increase market share. Aims for Large business would be external growth‚i.e taking over their competitors in the market. Secondly it would be adding value and quality to their products‚ and finally providing
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Aims and objectives of McDonalds • to serve good food in a friendly and fun environment • to be a socially responsible company • to provide good returns to its shareholders • to provide its customers with food of a high standard‚ quick service and value for money McDonalds’ aim is to be ‘the world’s quickest restaurant experience.’ This is also said in the mission statement of McDonalds.’ To get to the aim they need Objectives. Objectives are the long term aim to get to the Aim. Firstly
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