SWOT Analysis Kodak’s strength and Competitive Capabilities Forças da Kodak e Capacidades Competitivas Kodak’s strengths can take several forms as follows: Valuable intangible assets: Kodak’s strengths were its brand equity and distribution presence. After almost a century of global leadership in the photographic industry, Kodak possessed brand recognition and worldwide distribution. Kodak could bring new products to consumers’ attention and to support these products with one of the world’s best known and most widely respected brand names as a huge advantage in the market where technological change created uncertainty for consumers. Kodak’s brand reputation was supported by its massive worldwide distribution presence - primarily through retail photography stores, film processors, and professional photographers. Competitive Capabilities: Prior to 1990s Kodak had invested huge in R&D. Moreover, its century of innovation and development of photographic images gave Kodak tremendous depth of understanding of recording and processing images.
When comparing Kodak and Fujifilm you will find that their core of business were similar and revolved around photography and imaging. In the beginning Kodak had an edge on the competition because they began14 years earlier and had solid reputation. Kodak began in 1881 under the name Eastman Dry Plate Company and Fujifilm since 1834 under the name Fuji Photo Film Company. Both companies have had to evolve with technological advances, market changes, and management strategies. Kodak has struggled through these changes in the recent years.
Assignment 1: Kodak and Fujifilm Teresa Rivas Professor Suzanne Jezek-Arriaga BUS302 – Management Concepts Strayer University April 30th, 2014 Kodak and Fujifilm are well known companies in the households in the United States and across the world. Few people know the actual history of both companies and the competition they have been in over the years. It’s an interesting history on how both companies started and how they have developed and challenged each other over the years. Kodak was the pioneer in the industry dominating the United States market as well as many other parts of the world. Kodak specialized in the photographic film and camera market which enabled them to rapidly expand their operations.
Executive Summary: The purpose of this report is to analyze the strategic position of Eastman Kodak Company (Kodak) and discern any sustainable competitive advantages held by the company. Beginning with a discussion of Kodak’s industry and commentary on the political, economic, social, and technological environment in which the company operates, also we will talk about the Kodak situation, its Strength, Opportunities, Weaknesses and Threats the report then narrows to focus on extension of Christensen’s theory of disruptive technologies, barriers to entry, threat of suppliers, threat of buyers, threat of substitutes, and rivals. Once a thorough analysis of the industry and its environment is complete, it is necessary to detail Kodak’s value chain and identify resources and capabilities specific to the firm. Finally, these core competencies are subjected to a VRIO analysis to determine if they are valuable, rare, and not easily imitable. If the Kodak has the organization in place to utilize these resources and capabilities, they have a sustainable competitive advantage.
Fujifilm, a Japanese competitor, on the other hand, has been successful in the United States and global markets over 80 years of innovation collaborating in industrial society, people’s health, and global environment protection. How that impact in change management between Kodak and Fuji Films My recent research on Eastman Kodak and Fuji Films are the following: George Kodak was started one of the first to successfully mass-produce dry plates for photographers and then put the first simple camera into the hands of a world of consumers in 1888. So what he was demonstrating the great convenience of gelatin dry plates over the cumbersome and messy wet plate photographic prevalent in his days. Dry plates could be exposed and developed at the photographer's convenience. In 1880; Eastman began commercial production of dry plates in a rented loft of a building in Rochester, N.Y.
p. 11 Recommendations and Implementation p. 13 Corporate Level Strategies p. 14 Competitive Strategy . p. 14 Other Strategies p. 14 Appendices p. 15 EXECUTIVE SUMMARY In the wake of Al Dunlap's drastic restructuring, Sunbeam appears do be doing quite well in early 1998 with revenues on the rise, solid profits and a positive cash flow. However, there are some critical issues on the horizon that Sunbeam needs to address quickly. Ironically, the company's savior, Al Dunlap, has put a rather audacious proposal of a triple acquisition on the table that will leave the company highly leveraged and strapped for cash if completed. Largely enabled by an inflated
Tight appropriability regime- the industry hasn’t changed much since the development of the camera, the market was slowly developed and Kodak with it “Kodak Yellow” brand monopolized the market. The industry was based on physical assets like cameras and films that could well protected by patents (chemicals and mechanics), Kodak invested heavily on IP and owned many patents. Kodak put all the building block correctly, and just as Teece projected Kodak was very successful and made huge profits from capitalizing it IP- grossing 16 B$ revenues in 1996 and 2.5 in profits. Kodak’s management lodged in one company town, cherishing a slow adaptive, “perfect products” and complacent corporate culture (due to its dominant position). 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.
Problem Statement: How to increase the sales revenue of the Cottle India’s toothbrushes. And which type of brush to be focused in order to increase the overall profitability. Analysis: Cottle India is doing well in India as it sales has grown year on year (18.5% increase 2008-09). It enjoys a market share of 38 % as of 2009. Also the oral care industry is growing (47% increase 2004-2009) due to increase in disposable income and influence of the western culture.
Some people lean toward Canon because it is such a prominent name in the industry although Nikon has done a great deal of work to ensure their name is at the top with Canon. They are both popular and reputable brands and in comparing the brands on paper, there is no right or wrong choice. Each company has designed cameras to fit your needs; it boils down to price, personal choice and brand loyalty. Owning either will not make you a better photographer, but one brand may address your requirements more than the other. We will be looking at the entry-level
Background Industry Overview In an article on IBIS WORLD it stated that the “Warehouse Clubs and Supercenters industry has been one of the fastest-growing industries in the retail sector,” with revenue almost topping $140 billion with over 1,600 store across the U.S. and the key to this growth is that the retailer is able to pass on savings on to its consumers. With a few key players in the Warehouse Clubs