Kodak major case
Those wishing to potentially enlarge the photo will have a finished product that is so crisp they will have the peace of mind in knowing it will not jeopardize the integrity of the picture. The biggest disadvantage in implementing this, however, would be the risk of product failure.
The real lessons from kodak?s decline
Digital was the only thing that made sense anymore. Once the volume of film sales at retail stores started to drop, holding onto shelf space became harder. Management was constantly tracking the rate at which digital media was replacing film. By phasing Gold Plus into the lower end, we can compete in both the high and low-end market. This requires thinking about how ecosystem partners will manage the transition and adjusting strategy accordingly. Sending coupons to customers is another way to help Kodak gain back market share in the decreasing market. But Sony and other Japanese consumer electronic companies also had to adjust to the changes brought on by digital technology. It seemed that the economy line was introduced too late to recover the shares that were lost.
Organizational Inertia? However, what really happened at Kodak is much more complicated — and instructive.
Just as Americans believe that buying a Chevy is good for their economy, so too do the Japanese practice this consumerist form of loyalty. So, if your company is beginning to talk about a digital transformation, make sure you ask three questions: What business are we in today?
In the end, however, one can see how fairness is played by both sides with some validity. Both sides employ end results and statistics to add merit to their claims of equity or inequity. Owners of an iPhone now were able to take photos, store, process and share them all with one device.
Kodak case study strategic management
This is key to maximizing cash flow while trying to execute a transition. Owners of an iPhone now were able to take photos, store, process and share them all with one device. While developing Funtime would have been a great solution given normal circumstances, developing a new lower quality product amidst negative market rumors was a risky move. Further exacerbating each side's position is the propensity of Japanese consumers to display elements of Positive Reciprocity Fairness toward Japanese firms. From the early s through the s, IBM managed to do this very efficiently, exiting markets that included printer manufacturing, flat panel displays, personal computers, and disk drives. But for an organization exiting its traditional business, the real challenge is keeping an innovation pipeline full of new products and services that can replace the old ones. Get Essay They planned to introduce Funtime film, an economy brand film, which targeted the price sensitive consumer. All of this begs the question — what happened? Other companies, such as Fuji and Polaroid, had dog products, and were fighting to become cash cow products. Also, seeing in recent years that Costco has become a very common place for consumers to have their rolls of film developed, and frequently sells film rolls in value packs, it seems to be a one-stop-shop for families who are constantly on-the-go. Let aside, this would not address the problem of having been unadaptive, at its core. Issues of fairness in trade abound in the Kodak-Fuji case. The high-profile case pitted photographic paper and film giants Kodak and Fuji against one another along with their respective governments, the US and Japan. Here are some numbers for comparison where costs are listed from the consumers perspective: From this data we can see that Kodak was basically the same size in , on a number of images processed basis, as Instagram was in
Perceived as a threat, disruption is actually a great growth opportunity. Rather, they would couch their feelings in terms of loyalty to Japanese firms which provide the country with jobs and international prestige.
based on 79 review