Blockbuster cans delivery rentals through a lot of different channels and not just online download or delivery. At the same time it is also their weakness too because they were too late to jump on that opportunity and Netflix has already took up most of the online market. And because of that blockbuster has been taking a down ward spiral into debt and has lost its reputation and it’s going to be very hard for them to get even a piece of that market back. Blockbuster clearly wasn’t monitoring what was going on externally. Blockbuster should have foreseen this but it was Blockbuster poor strategic planning to keep up with
There are various comments on the Kodak’s business failure that Kodak was late to adapt to the wave of digitalization. Kodak noticed its failure to adapt to the wave of digitalization. But Kodak noticed the coming of the digital age in 1970s and invented a digital camera, the first in the world in 1975. Kodak aggressively entered into new business, and promoted M&A, but they could not make use of these strategies for the profit center. Why couldn’t Kodak transform itself at the time of digital revolution?
As long as the industry’s pace was slow the company bloomed, but once the industry started to raise its pace and the world moved to the digital area, Kodak began its sinking. Now we can point on several factors that eventually brought Kodak to bankruptcy: 1. Complacent corporate culture that did not able the company to adjust to the changes in the market and act fast enough. Only after a while Kodak began purchasing companies to diversify its business, but since those capabilities came from
The photographic paper market similarly declined from a peak in 2003 to about 60% of the size by 2011 (4). In short Kodak lost ground in its shrinking primary market which had been a much better revenue generator than digital proved to be (5). Kodak belatedly declared a digital strategy in 2004; eight years after its revenues had peaked. This strategy was still based on photographic prints as an end point for consumers, which proved flawed. Kodak both invented and successfully marketed professional and consumer digital cameras.
MEMO TO: Leon Lassiter FROM: Elbay Aliyev SUBJECT: Midsouth Chamber of Commerce (B): Cleaning Up an Information Systems Debacle One of the first mistakes on behalf of MSCC was the fact that nothing was learned from past mistakes and the company relied on DMA too much. Even though any company can go through financial difficulties, much larger organizations could have a big capability of handling such difficulties and provide long-term support of a product for their clients. Another major source of the problems within the MSCC has come from negligent decision making of Gramen. The company has made the decision to move on from UNITRAK once Gramen was hired to replace Kovecki. The reason why Gramen was not a good candidate for a position is that he was extremely familiar with HP system, whereas the currently operating systems have been running on IBM AS/400.
In this situation, the company failed to report the write-off of uncollectible receivables and ignored discounts on outstanding receivables for large customers who were struggling to sell Leslie Fay’s products. With regards to the inventory account, Leslie Fay had been known within the industry to be behind the times with the latest fashion. Because of this, it would be reasonable to expect the company to report significant write-offs of inventory for items they were not able to sell, however, the inventory account actually increased over the examined time period. Accounts
His passing away gave the opportunity to Mr. Rubble to regain his authority; which he should never have degraded his position in the first place, as Mr. Rubble is responsible for procurement and a director radiology should not have the authority to rule over the decision making of the corporate director. In my opinion Mr Howell policy for procuring goods was not open and transparent, it seems that he was influenced by Kodak to dominate the market. This is not good procurement procedures to let a supplier corner the market by offering equipment, maintenance and service at a discount as this information must be outlined within the contract before Pacific Healthcare agrees to do business with any supplier. Kodak also stated that if Mr Howell choose to use another X-ray film supplier they would refuse to provide these services. Manufacturing X-ray film price per sheet Kodak $1.80 Agfa $1.58 Dupont $1.50 Fuji $1.40 3M $ 1.35 Procurement policies must include the need for basic procurement standards and requirements to be met, these are important
Obviously it is evident that Henkel Iberica current process isn’t working due to challenges of forecast exactness and demand variability for all the products it offers. The evidence is clear in the data from 2000 to 2001 as overall sales increased 2.2% but net earnings decreased by 5.7%. For a company to be profitable, focus should be on net earnings and not sales and providing a wide range of products to satisfy every customer. The loss of earnings is most likely due to not having the right product mix and volume at the right time as well as lack of communication between sales and
This case talks about the birth of Snapple Beverages followed by the acquisition of Snapple by Quaker. However, the acquisition of Snapple caused it to lose sales and made it worse off. Snapple and Gatorade were much more successful and making more sales when it was independent. I think when Snapple got acquired, Quaker tried new strategies to make it more successful than it already was but it failed. The acquisition was in my opinion a bad execution.
Kodak has also launched the first digital camera in 1975 (Kodak, n.d.). Although Kodak was a big player in the 19th and 20th century, the company has had struggles to survive in the 21st century due to a disruptive technology, the digital camera, and a continually changing market (Mui, 2012). Kodak was highly focused on film, which worked in previous decades, but not in this