Eastman Kodak
EASTMAN KODAK
For many years, Eastman Kodak had a virtual monopoly in film production. This market power resulted in large profits. It also permitted Kodak to control the timing for introducing new products to the marketplace and responding to changes in consumer demands. By the 1980s, Kodak 's market environment had changed materially. The Fuji
Corporation produced high-quality film that eroded Kodak 's market share. Increased competition also came from generic store brands. In addition, the 1980s witnessed a technological explosion. Improved communications, design capabilities, and robotics allowed companies to bring new products to market within months rather than years.
These changes in the market environment placed significant pressure on Kodak.
Kodak 's stock price dropped from over $85 per share in 1982 to just over $71 in 1984.
This 16 percent decline in stock price appears particularly dramatic when it is compared to the substantial increase in stock prices for the market as a whole. Earnings per share at Kodak also dropped substantially. The company realized it had to change its organization to regain profits and market share. To quote Colby Chandler, former CEO of Kodak, at the 1984 annual meeting: Like many companies, we are not used to working in an environment where there is rapid technological transfer from laboratory to the marketplace. But we know that will be important in our future.
During 1984, Kodak undertook a major corporate restructuring. Prior to the restructuring, decision making at Kodak was quite centralized. Top-level approval was required for most major decisions. The restructuring created 17 new business units with profit-and-loss responsibility. Business-unit managers were given increased decision-making authority for new products, pricing, and other important policy choices. By decentralizing decision rights, senior management hoped to make the company more responsive to changing customer demands and market
For many years, Eastman Kodak had a virtual monopoly in film production. This market power resulted in large profits. It also permitted Kodak to control the timing for introducing new products to the marketplace and responding to changes in consumer demands. By the 1980s, Kodak 's market environment had changed materially. The Fuji
Corporation produced high-quality film that eroded Kodak 's market share. Increased competition also came from generic store brands. In addition, the 1980s witnessed a technological explosion. Improved communications, design capabilities, and robotics allowed companies to bring new products to market within months rather than years.
These changes in the market environment placed significant pressure on Kodak.
Kodak 's stock price dropped from over $85 per share in 1982 to just over $71 in 1984.
This 16 percent decline in stock price appears particularly dramatic when it is compared to the substantial increase in stock prices for the market as a whole. Earnings per share at Kodak also dropped substantially. The company realized it had to change its organization to regain profits and market share. To quote Colby Chandler, former CEO of Kodak, at the 1984 annual meeting: Like many companies, we are not used to working in an environment where there is rapid technological transfer from laboratory to the marketplace. But we know that will be important in our future.
During 1984, Kodak undertook a major corporate restructuring. Prior to the restructuring, decision making at Kodak was quite centralized. Top-level approval was required for most major decisions. The restructuring created 17 new business units with profit-and-loss responsibility. Business-unit managers were given increased decision-making authority for new products, pricing, and other important policy choices. By decentralizing decision rights, senior management hoped to make the company more responsive to changing customer demands and market