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on 26 June 2014

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Transcript of Kodak

Structure/ Organization
Lean management
Change into more collaborative, proactive culture
Phase down traditional film business
Focus on niche markets
Commercial printing
Online services, digital printing
Outsource manufacturing/ digital business
Build partnerships
1. History & Development
2. Situation today (04.06.2005)
3. Analyses
3.1 Porter´s 5 Forces Analysis
3.2 PESTEL - Analysis
3.3 SWOT - Analysis
4. Recommendations
5. Fortune Telling (until 2014)
Situation today
5 Forces Anaylsis
PESTEL Analysis
SWOT - Anaylsis
of Rivalry
Analogue business: Low
Digital business: High
Intense competition among rivals
New Entrants
Bargaining Power
of Suppliers
Threat of
Power of Buyers
Traditional Business: High
Digital Business: Low
Moderately high because of increasing number of suppliers
Low switching cost
e.g. digital cameras, mobile phones
decreasing price of substitutes
Increasing global market of suppliers e.g. in China
Technological capabilities
Qualified workers
Image, reputation
Large distribution network
Weak management, rigid structure
Lack of innovation
Loss of market share
Poor marketing plan
Increase in competition
Change in customer preferences
Fall of demand in analogue business
Low profit-margins
Concentration on niche markets
Easy Share
Vertical integration
Strategic Alliances
Move to developing markets
by Brilliant Consulting
Be open to CHANGE!
History & Development
"Fortune telling":
What Kodak did so far
cut dividends to invest $ 3 billions into the digital transformation
Stock price decreased 18 % (20 year low)
In 2012 file for bankruptcy
It will cease making digital cameras, pocket video cameras and digital picture frames
Focus on printing market
Kodak sells many of its patents for approximately $ 525,000,000 to a group of companies ( Apple, Facebook, Amazon, Google etc...)
2013 Kodak emerges from bankruptcy by exiting many businesses
Which option
do you think is suitable
for the business?
Option 1
Invest in R&D of digital imaging
Launch new & innovative products
Speed up product transitions
Option 2
Focus on niche markets
medical imaging market
commercial printing
online services
Move to other business segments (e.g. movie, entertainment)
The Beginning
Eastman Kodak Company
Est. 1888 in Rochester NY
George Eastman
“If we can get out improved goods every year nobody will be able to follow us and compete with us”
The Rise
Sold inexpensive cameras
Profiting from high margin consumables
Popularised photography
Released first camera in 1888
1990 - released the Brownie camera for only $1
1920 - chemicals subsidiary
The Beginning of the Digital Age
1975 - First digital camera made
Despite 'disruptive innovation', focused on traditional business
Predicted digital cameras would become popular in 2010
1994 - created digital camera with Apple
Source: http://www.technologyreview.com/sites/default/files/legacy/kodak_charts_ab_x616.jpg
personalized images and document imaging will then be part of Kodak Alaris
Political Factors
Governmental regualtions
Taxes, trade barriers
eg US copyright law
Economic Factors
Price declines of digital cameras
Labour costs
Social backlash
Sociocultural Factors
Cultural trends
Buyers now accustomed to high -tech devices
Technological Factors
Technological advancements
eg digital cameras and smart phones
Environmental Factors
Increasing pressure to be 'clean & green'
Minimising emissions and waste
Legal Factors
Patents & copyright infringement
Sued by Polaroid for $1bn
1930 - appeared on the stock market
Continued to release new cameras regularly
1975 - 90% of photographic film & 85% of camera markets
Picture Maker self-service kiosk
Fujifilm competition
Net earnings dropped from $1.29bn to $5m
Restructuring to cut $1bn costs; 19,000 jobs
respectable portfolio of digital products and services
revenues climbed from 3% to $ 3.8 billion in that period
$ 16 billion in revenues in 2006 up from expected 13.5 billion this year
Daniel Carp, CEO:
" ...We have technology coming out of our ears!"
3 core businesses:
health imaging
commercial printing
consumer imaging
from 60.000 employees to 16.300 and trending down
Factories will be closing in Europe, Australia and elsewhere in the US
Agfa, Polaroid and Konica failed while Fuji grows constantly
Commercial and healthcare sector COULD offer better margins
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