In year 1994‚ KODAK had important strategic decisions to make in order to ensure that a bright future is waiting for KODAK. At that time‚ although Kodak was dominating the consumer photographic film market‚ it had been facing a 6% decline in market share over a five year period. The reasons for KODAK’s market share loss could be examined in two major parts; supply effect and demand effect. SUPPLY EFFECT DEMAND EFFECT -Attractive
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PROBLEM STATEMENT Kodak is the photo film market leader since 1994 but the company is loosing share‚ in the past five years in United States has decrease from 76% to 70%‚ the main reason is the growing share of brands with lower prices. In January of 1994 Kodak is analyzing if launching a lower price product is the best alternative to stop loosing share. DIAGNOSIS As said before Kodak is loosing market share and looks like if the company doesn’t do something the tendency is going to be the same
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World Resources Institute ble Enterprise Program Sustaina A program of the World Resources Institute . Eastman Kodak Case Implementation of TQEM at Kodak Parks Utilities Division Our vision is to be a world class company and the leading imaging company in protecting the quality of the environment and the health and safety of our employees‚ customers‚ and communities in which we operate. For more than a decade‚ WRI’s Sustainable Enterprise Program (SEP) has harnessed the power of business
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Eastman Kodak Company‚ commonly known as Kodak‚ is an American multinational imaging and photographic equipment‚ materials and services company headquartered in Rochester‚ New York‚ United States and incorporated in New Jersey.[3] It was founded by George Eastman in 1888. Kodak is best known for photographic film products. During most of the 20th century Kodak held a dominant position in photographic film‚ and in 1976 had a 89% market share of photographic film sales in the United States. The company’s
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to look at the case of Eastman Kodak to discuss the challenges it has faced‚ and find the opportunities to the new restructured Kodak. In the report it makes use of Five Forces model‚ SWOT model and PESTLE model to analyse Kodak’s performance in the over 130-year. Finally‚ through the analysis‚ it concludes that the challenges of Kodak mainly come from three aspects: the fast development of digital technology‚ intense competition and the threat of substitutions. Because Kodak has maintained abundant
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Eastman Kodak As the photographic market had a significant transformation due to the technology in the last five years‚ Kodak‚ one of the leaders in this industry is currently straggling with the transformation and end up losing sales in the traditional photographic market. Moreover‚ the intense competition in the digital camera market has driven the profit margin to a razor-thin level. After reading the case and browse through Kodak¡¦s website‚ I came up with several recommendations that are
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Eastman Kodak Meeting the Digital Challenges Eastman Kodak is suffering from profit margin losses and technological changes in the photo world. Film has always been a high profit product for Kodak‚ but the margins and sales are rapidly reducing. Kodak is shifting the focus to digital printing market to save itself from financial ruins. The new CEO‚ Antonio Perez has been appointed to make Kodak the industry leader. Based on the analysis below‚ which analyzes the current environment and identifying
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is due to the fact that there is a global safety standard and there are several precautionary measures in place to minimize the damage and potential for fail. If there are so many precautions and safety nets‚ this gives rise to the question: “What went wrong in Japan then?” There are several aspects to why the disaster happened in Japan. One of the most prominent one is the fact that the reactors that failed in Japan were Mark 1 boiling water reactors designed by General Electric in the 1960’s
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Corporate Governance HIH; What Went Wrong? During 2000 at the Institute of Actuaries annual seminar on general insurance‚ two senior actuaries‚ Peter McCarthy and Geoff Trahair‚ presented a paper that rang alarm bells for HIH Insurance. Even though HIH was not mentioned in the paper [entitled “Lack of industry profitability and other stories”] the insurance industry was accused of under pricing policies‚ pressuring actuaries to reduce the projected level of outstanding claims liabilities and
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What went wrong at AIG? Despite US$110 billion in annual sales and assets in excess of US$1 trillion‚ on the 16th of September 2008‚ AIG accepted the Federal Reserve’s US$85 billion rescue package in order to prevent itself from facing a Chapter 11 filing. In exchange‚ AIG had given a 79.9% stake in the company to the government and also the right to suspend dividends previously issued to common stock and preferred equity. In all‚ US$184 billion in shareholder value was wiped out in less than a
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