IIM Calcutta Strategic Management Professor Sougata Ray Group Project: Eastman Kodak Group 4- Section C By‚ Gundu Ankitha Ramchandra (0132/49) Gundu Shiva Kumar (0133/49) Kammati Chandra Thej (0157/49) Kandula Dheeraj (0158/49) Koneti Jagdish (0164/49) Vaishnavi T (FP/20/12) Kodak’s Ascent: On January 1‚ 1881‚ Eastman and Henry A. Strong formed a partnership called the Eastman Dry Plate Company. While actively managing all phases of the firm ’s activities‚ Eastman continued research
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Company Overview Eastman Kodak Company‚ better known as Kodak‚ specializes in the production of high quality film and printing products. Found by George Eastman in 1880‚ Kodak’s success began in 1888‚ when the company introduced the first simple camera to the consumer market. Kodak would continue to create innovations which revolutionized film and photography. In the late 1800’s Kodak developed the first daylight loading camera and marketed the first film used to make motion pictures. By 1900
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CONTENT PAGE Page 1. INTRODUCTION 1.1 Organizational “Metamorphosis” 1.2 Focusing the “Focus” 1.3 Legacy of Kodak 1.4 The Kodak “Plunge” 2. TECHNO-VATION 2.1 Literature Review (Technology and Innovation) 2.2 Analysis 3. CULTURAL BLUEPRINT 3.1 Literature Review (Organisational Culture) 3.2 Analysis 4. CHANGE RESISTANCE 4.1 Literature Review (Change Management
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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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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 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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Hyun Lee Eastman Kodak v. Image Technical Services -- Plaintiff This is yet another case that concerns the standard for summary judgment in an antitrust controversy. The principal issue here is whether a defendant’s lack of market power in the primary equipment market precludes — as a matter of law — the possibility of market power in derivative aftermarkets. Eastman Kodak Company manufactures and sells photocopiers and micrographic equipment. Kodak also sells service and replacement parts
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Eastman Kodak Resource and Capabilities Analysis Eastman Kodak has been able to maintain business in a tough market that has changed dramatically fast. Kodak’s core competitive advantage was redundant with the new digital moves happening. The introduction of digital imaging has taken off beyond anyone’s belief. Eastman Kodak has acquiring other business in trying to gain a competitive advantage in markets they have never been in. Between 1985 and the early 1990’s‚ Eastman Kodak acquired
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Kodak’s (EK) Mission Statement At Kodak‚ we believe that by doing well by shareholders also means doing right by customers‚ employees‚ neighbors‚ and suppliers. With that in mind‚ Kodak operates its facilities‚ and designs and markets its products and services ‚ not only to increase shareholder value‚ but also to promote development of the individual‚ the well being of the community‚ and respect for the environment. Kodak Values & Mission All of us at Kodak work from a set of core values‚ and
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Executive Summary Eastman Kodak CO. which headquartered in Rochester New York‚ USA‚ was founded in 1892 by George Eastman. The company holds a vital role in the innovation and development of the motion picture industries as well as the film photographic industry. Kodak organized itself in 3 key segments: the Graphic Communication Group (GCG); the Film‚ Photofinishing‚ Entertainment Group (FPEG) and the Consumer Digital Imaging Group (CGD). ) This report relays to Kodak’s managers the importance
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