Kodak Case Study

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SRN 162658

1. Summary
2. Brief Introduction
a. Introduction of a Strategic Position
b. Introduction of Eastman Kodak Company
3. Analysis of Strategic Position of Kodak
a. Analysis of External Environment
i. General Environment
ii. Industry Environment
iii. Competitive Environment of Kodak
iv. Introduction of Directional Policy Matrix
v. Apply Directional Policy Matrix to Kodak
vi. Conclusion
b. Internal Resource Audit
i. Physical Resources of Kodak
ii. Human Resources of Kodak
iii. Financial Resources of Kodak
iv. Intangibles of Kodak
c. Introduction of SWOT Analysis
i. Apply SWOT Analysis to Kodak
ii. Conclusion
4. International marketing and recommendations
5. Appendices

1. Executive summary

This essay attempts to analyse the strategic position of Kodak through different models/tools of strategic audit. The first section of this essay describes the context of strategic position and introduces the background of Kodak and its strategic position in present. Three steps analysis are followed in second section to analyse the strategic position of Kodak: Directional Policy Matrix is applied to analyse the competitive environment of Kodak; different types of resources of Kodak are audited and listed in detail; SWOT analysis is applied to identify Kodak’s competences. Through above three steps, we can acquire a clear understanding of Kodak’s strategic position. In the last section of this essay, it summarises the application of different models/tools of strategic management and international marketing, and points out the disadvantages of these models/tools as well as the recommendation of further application of them.

2. Brief Introduction

a. Introduction of Strategic Position

Organisations vary widely. Some are simple and consist of only one business while others are complex, with the group as a whole containing many businesses. Whatever the size or complexity of organisations, they are all faced with the need to manage their survival and development over the long term. “Strategy is the direction and scope of an organisation over a long term: which achieves advantages for the organisation through its configuration of resources within a changing environment, to meet the needs of markets and to fulfil stakeholders expectations.” (Johnson, G. & Scholes, K. 1999: 10). Strategy exists at a range of levels in an organisation and includes Corporate Strategy, Business Unit Strategy and Operational Strategy from higher level to lower.

With a clear strategy, it is essential to manage an organisation through Strategic Management. Strategic Management combines by three interlinked components: Strategic Analysis, Strategic Choice and Strategic Implementation. In looking at Strategic Analysis, its main aim is to attempt to understand the Strategic Position of the organisation. Strategic Choice and Strategic Implementation are the following steps of Strategic Analysis.

Strategic Position of an organisation can be viewed in terms of its external environment, internal resources and competences as well as the expectations and influence of stakeholders. These factors, forming a view of the key influences on the present and future direction and scope of the organisation, assist us to analyse the development and survival of the organisation over a long term.

In this essay, accordingly, we will analyse the Strategic Position of an example organisation through four aspects as following:

• External Environment

• Internal Resources

• Competences

• Expectations of stakeholders

b. Introduction of Eastman Kodak Company

Eastman Kodak Company (Kodak), based in New York, is a major player in the world’s market for photographic and imaging products and systems. With a strategy of company’s focus on pictures, new products, a strengthening market position, and investments for growth, Kodak has experienced in...
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