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Kodak’s Downfall Wasn’t About Technology

  • Scott D. Anthony

case study analysis kodak

What it missed was the business model.

A generation ago, a “Kodak moment” meant something that was worth saving and savoring. Today, the term increasingly serves as a corporate bogeyman that warns executives of the need to stand up and respond when disruptive developments encroach on their market. Unfortunately, as time marches on the subtleties of what actually happened to Eastman Kodak are being forgotten, leading executives to draw the wrong conclusions from its struggles.

case study analysis kodak

  • Scott D. Anthony is a clinical professor at Dartmouth College’s Tuck School of Business, a senior partner at Innosight , and the lead author of Eat, Sleep, Innovate (2020) and Dual Transformation (2017). ScottDAnthony

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Why Did Kodak Fail? | Kodak Bankruptcy Case Study

Yash Taneja

Yash Taneja

Kodak, as we know it today, was founded in the year 1888 by George Eastman as ‘The Eastman Kodak Company’ . It was the most famous name in the world of photography and videography in the 20th century. Kodak brought about a revolution in the photography and videography industries. At the time when only huge companies could access the cameras used for recording movies, Kodak enabled the availability of cameras to every household by producing equipment that was portable and affordable.

Kodak was the most dominant company in its field for almost the entire 20th century, but a series of wrong decisions killed its success. The company declared itself bankrupt in 2012. Why did Kodak, the king of photography and videography, go bankrupt? What was the reason behind Kodak's failure? Why did Kodak fail despite being the biggest name of its time? This case study answers the same.

Why Did Kodak Fail? Biggest Reason Of Kodak's Failure - Fights against Fuji Films Kodak's Bankruptcy Protection Ressurection of Kodak: Kodak in the mobile industry?

Why Did Kodak Fail?

Kodak Failure Case Study

Kodak, for many years, enjoyed unmatched success all over the world. By 1968, it had captured about 80% of the global market share in the field of photography.

Kodak adopted the 'razor and blades' business plan . The idea behind the razor-blade business plan is to first sell the razors with a small margin of profit. After buying the razor, the customers will have to purchase the consumables (the razor blades in this case) again and again; hence, sell the blades at a high-profit margin. Kodak's plan was to sell cameras at affordable prices with only a small margin for profit and then sell the consumables such as films, printing sheets, and other accessories at a high-profit margin .

Using this business model, Kodak was able to generate massive revenues and turned into a money-making machine.

As technology progressed, the use of films and printing sheets gradually came to a halt. This was due to the invention of digital cameras in 1975. However, Kodak dismissed the capabilities of the digital camera and refused to do something about it. Did you know that the inventor of the digital camera, Steven Sasson, was an electrical engineer at Kodak when he developed the technology? When Steven told the bosses at Kodak about his invention, their response was, “That’s cute, but don’t tell anyone about it. That's how you shoot yourself in the foot!"

Why did kodak fail- kodak bankruptcy case study

Kodak ignored digital cameras because the business of films and paper was very profitable at that time and if these items were no longer required for photography, Kodak would be subjected to huge losses and end up closing down the factories which manufactured these items.

The idea was then implemented on a large scale by a Japanese company by the name of ‘Fuji Films’. And soon enough, many other companies started the production and sales of digital cameras, leaving Kodak way behind in the race.

This was Kodak's first mistake. The ignorance of new technology and not adapting to the changing market dynamics initiated Kodak's downfall.

case study analysis kodak

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Biggest Cause Of Kodak's Failure

After the digital camera became popular, Kodak spent almost 10 years arguing with Fuji Films , its biggest competitor, that the process of viewing an image captured by the digital camera was a typical process and people loved the touch and feel of a printed image. Kodak believed that the citizens of the United States of America would always choose it over Fuji Films, a foreign company.

Fuji Films and many other companies focused on gaining a foothold in the photography & videography segment rather than engaging in a verbal spat with Kodak. And once again, Kodak wasted time promoting the use of film cameras instead of emulating its competitors. It completely ignored the feedback from the media and the market . Kodak tried to convince people that film cameras were better than digital cameras and lost 10 valuable years in the process.

Kodak also lost the external funding it had during that time. People also realized that digital photography was way ahead of traditional film photography. It was cheaper than film photography and the image quality was better.

Around that time, a magazine stated that Kodak was being left behind because it was turning a blind spot to new technology. The marketing team at Kodak tried to convince the managers about the change needed in the company's core principles to achieve success. But Kodak's management committee continued to stick with its outdated idea of relying on film cameras and claimed the reporter who said the statement in the magazine did not have the knowledge to back his proposition.

Kodak failed to realize that its strategy which was effective at one point was now depriving it of success. Rapidly changing technology and market needs negated the strategy. Kodak invested its funds in acquiring many small companies, depleting the money it could have used to promote the sales of digital cameras.

When Kodak finally understood and started the sales and the production of digital cameras, it was too late. Many big companies had already established themselves in the market by then and Kodak couldn't keep pace with the big shots.

In the year 2004, Kodak finally announced it would stop the sales of traditional film cameras. This decision made around 15,000 employees (about one-fifth of the company’s workforce at that time) redundant. Before the start of the year 2011, Kodak lost its place on the S&P 500 index which lists the 500 largest companies in the United States on the basis of stock performance. In September 2011, the stock prices of Kodak hit an all-time low of $0.54 per share. The shares lost more than 50% of their value throughout that year.

Why did kodak fail? - Kodak Case Study

Kodak's Bankruptcy Protection

By January 2012, Kodak had used up all of its resources and cash reserves. On the 19th of January in 2012, Kodak filed for Chapter 11 bankruptcy protection which resulted in the reorganization of the company. Kodak was provided with $950 million on an 18-month credit facility by the CITI group.

The credit enabled Kodak to continue functioning. To generate more revenue, some sections of Kodak were sold to other companies. Along with this, Kodak decided to stop the production and sales of digital cameras and stepped out of the world of digital photography. It shifted to the sale of camera accessories and the printing of photos.

Kodak had to sell many of its patents, including its digital imaging patents, which amounted to more than $500 million in bankruptcy protection. In September 2013, Kodak announced it had emerged from Chapter 11 bankruptcy protection.

Ressurection of Kodak: Kodak in the mobile industry?

Celebrated camera accessory manufacturers of yesteryear, Kodak, is looking to join Chinese smartphone manufacturing giant Oppo for an upcoming flagship smartphone. This new smartphone is rumored to have 50MP dual cameras, where the cameras of the device will be modeled upon the old classic camera designs of the Kodak models.

The all-new flagship model of Oppo is designed to be a tribute to the classic Kodak camera design. The camera of this Oppo model will allegedly use the Sony IMX766 50MP sensor. Furthermore, the phone will also embed a large sensor in its ultrawide camera as well along with a 13MP telephoto lens and a 3MP microscope camera.

No other information on this matter is currently available as of September 13, 2021.

The collaborations between Android OEMs and camera makers are not something new. Yes, numerous other companies have already come together with other camera manufacturing companies like Nokia, which joined hands with German optics company Carl Zeiss earlier in 2007 to bring in the camera phone Nokia N95. This can be concluded as the first of such collaborations that the smartphone industry has seen. Numerous other collaborations happened eventually, which resulted in outstanding results. OnePlus' partnership with Hasselblad, Huawei pairing up with Leica and the recent news of Samsung's associating with Olympus are some of the significant collaborations to be mentioned.

Kodak had earlier made a leap into the smart TV industry and is ushering in success through this new move. Kodak TV India has already commissioned a plant in Hapur, Uttar Pradesh in August 2020, designed to manufacture affordable Android smart TVs for India. Furthermore, the renowned photography company is looking to invest more than Rs 500 crores during the next 3 years for making a fully automated TV manufacturing plant possible in Hapur. The company committed to this plan as part of its ‘Make in India’ initiative and will leverage its Android certification. Kodak's announcement, as it seemed, was further recharged with the Aatmanirbhar Bharat campaign launched by PM Narendra Modi in the wake of the coronavirus pandemic in 2020.

The TV industry of India imports most of its raw materials and exhibits a value addition of only about 10-12%. However, with the investment that Kodak has promised the company has aimed to increase the value-added to around 50-60%. The Hapur R&D facility will foster the manufacturing of technology-driven products and introduce numerous other lines of manufacturing aligned with the "Make in India" belief.

Super Plastronics Pvt Ltd, a Noida-based company has obtained the license from Kodak Smart TVs to produce and sell their products in India in partnership with the New-York based company and has already launched a range of smart TVs already, as of September 2021 including:

  • Kodak 40FHDX7XPRO 40-inch Full HD Smart LED TV
  • Kodak 43FHDX7XPRO 43-inch Full HD Smart LED TV
  • Kodak 42FHDX7XPRO 42-inch Full HD Smart LED TV
  • Kodak 32HDXSMART 32-inch HD ready Smart LED TV

and more. Besides, Kodak HD LED TVs were also up for sale at the lowest prices for 2020, in partnership with Flipkart and Amazon for The Big Billion Days Sale and the Great Indian Sale respectively. This sale, which took place between 16th and 21st October 2020, also included the all-new Android 7XPRO series, which starts at Rs 10999 only and is currently dubbed as the most affordable android tv in India.

case study analysis kodak

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What happened to Kodak?

Kodak was ousted from the market of camera and photography due to numerous missteps. Here are some insights into the same:

  • The ignorance of new technology and not adapting to changing market needs initiated Kodak's downfall
  • Kodak invested its funds in acquiring many small companies, depleting the money it could have used to promote the sales of digital cameras.
  • Kodak wasted time promoting the use of film cameras instead of emulating its competitors. It completely ignored the feedback from the media and the market
  • When Kodak finally understood and started the sales and the production of digital cameras, it was too late. Many big companies had already established themselves in the market by then and Kodak couldn't keep pace with the big shots
  • In September 2011, the stock prices of Kodak hit an all-time low of $0.54 per share
  • Kodak declared bankruptcy in 2012

Why did Kodak fail and what can you learn from its demise?

Kodak failed to understand that its strategy of banking on traditional film cameras (which was effective at one point) was now depriving the company of success. Rapidly changing technology and evolving market needs made the strategy obsolete.

Is Kodak still in Business?

Kodak declared itself bankrupt in 2012. Kodak's bankruptcy resulted in the formation of the Kodak Alaris company, a British organization that part-owns the Kodak brand along with the American Eastman Kodak Company.

When did Kodak go out of business?

Kodak faced its demise in 2012.

Is Kodak a good camera?

Kodak's cameras and accessories were of premium quality and the first of the choices professional photographers and others. The company was a winner in the analogue era of photography. However, the company dived down to hit the rock-bottom level.  

What does Kodak do now?

Currently, Kodak provides packaging, functional printing, graphic communications, and professional services for businesses around the world. Better known for making cameras, Kodak moved into drug making and has secured a $765m (£592m) loan from the US government in 2020.

Why was Kodak so successful?

Kodak adopted the 'razor and blades' business plan. The idea here was to first sell the razors with a small margin of profit. After buying the razor, the customers will have to purchase the consumables (the razor blades in this case) again and again; hence, sell the blades at a high-profit margin. Kodak's plan was to sell cameras at affordable prices with only a small margin for profit and then sell the consumables such as films, printing sheets, and other accessories at a high-profit margin.

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The Strategy Story

Here’s Why Kodak Failed: It Didn’t Ask The Right Question!

Remember walking past Kodak studios during your childhood? I do! Do you?

Okay if not, we often map it to those pretty (vintage?) cameras, isn’t it? Yes, it’s the Kodak we’ve known all these years.

For almost a hundred years, Kodak has led the photograph business with its innovations. But then why did it fail, being a pioneer in this industry? Is it because it didn’t make a huge push into digital, i.e saw risks of cannibalizing its strong core business?

George Eastman founded the ‘The Eastman Kodak Company’ in 1888. In the 20th century, Kodak was the go-to name when it comes to the world of photography and videography.

case study analysis kodak

It indeed brought about a revolution in the filming industry! At a time when cameras were only available at big companies for recording movies, Kodak enabled the use of cameras in every household by producing cameras that were portable and affordable. Until the 1990s it was regularly rated one of the world’s five most valuable brands.

In the 1980s, the photography industry was beginning to shift towards the digital. A Kodak engineer, Steve Sasson by name, invented the 1st ever digital camera , in 1975! Kodak’s action towards the digital world seemed to be the most logical step.

Deeper Insights On Kodak’s Business Model

Kodak adopted the ‘ razor and blade ’ business model. Kodak sold cameras at much affordable prices with only a small profit margin and then sold the consumable supplies such as films, printing sheets, and other accessories with high-profit margins.

This model refers to the idea that consumers buying razors, will buy blades in a recurring manner. Kodak did benefit from having adopted this model and made huge amounts of revenue.

kodak timeline

What did the core business revolve around? The clients would take photos with the Kodak camera and then send it to the Kodak factory where the camera’s film was developed, and photos were printed.

The company’s core product was the film and printing photos, not the camera.

Why could Kodak never become a major player in the evolving industry?

Kodak’s management failed to understand the disruption and ended up becoming a victim to the aftershocks of a disruptive change. Kodak makes a great case for cognitive biases that led the management to take irrational decisions.

Kodak created a digital camera and invested in technology. It even understood that photos would be shared online. The company did, in fact, pursue the digital photography business in a serious way.

In fact, its EasyShare line of cameras were top sellers. It also made big investments in quality printing for digital photos. Long before social media and digital media was popularized, Kodak made a purchase, acquiring a photo-sharing site called Ofoto in 2001. Instead of making Ofoto a pioneer of a new category where people could share pictures, Kodak used Ofoto to try to get more people to print digital images.

Read on to know what led Kodak to declare itself bankrupt in 2012!

Once one of the most powerful companies in the world, today the company has a market capitalization of less than $100Mn. More than 145,000 jobs were lost.

case study analysis kodak

Here’s What Kodak Didn’t Do: It Didn’t Have A Careful Yet Holistic Take!

The management team at Kodak did a commendable job at realizing and thus tapping the full potential of the diverse teams of the enterprise – understanding how they interacted within the architecture of the existing technology then.

However, the research at the Kodak Research Laboratory on digital technology wasn’t appreciated as much. Executives also feared cannibalizing their core film sales and didn’t gear up to make revolutionary changes – although going digital was proving to become the trend then.

Lesson learnt – Adopt agility as an organisational strategy for development.

More than 90% of agile respondents say that their leaders provide actionable strategic guidance; that they have established a shared vision and purpose; and that people in their unit are entrepreneurial (in other words, they proactively identify and pursue opportunities to develop in their daily work)

The concept of organizational agility is catching fire as companies scurry to deal with rapid change and complexity.’ ~ McKinsey&Co 2017

Kodak Failed To Listen To The End Customers

As digital imaging was becoming dominant, Sony and Canon saw an entry and charged ahead with their digital products! Another Japanese firm called Fujifilm adopted this disruptive tech in their product portfolio and tried to diversify it too.

Competitor neglect was also a major reason that led the company to lose its Kodak moment reputation as the best in the business. Kodak’s competitors had far more superior digital cameras. Kodak simply neglected the ability and action of its rivals.

Kodak had bet on their marketing strategy, given it was resistant to the change the reshaping markets that favored the digital front of the industry brought. As Forbes highlights, the essence of marketing is first asking ‘What business are we in?’ and not ‘How do we sell more products?’!

Read: How to Create a Self Sustaining Customer Experience

Kodak did not ask the right question..

‘Its unwillingness to change its large and highly efficient ability to make-and-sell film in the face of developing digital technologies lost it the opportunity to adopt an ‘anticipate-and-lead design’ that could have secured it a leading position in the industry!’

They focused on the product and not the value they provide!

The problem was that, during its 10-year window of opportunity , Kodak did little to prepare for the disruptive revolution that followed. And by the time Kodak released its 1st digital camera in 1991, the market had multiple other major players!

Lesson learned – Companies must adapt to the requirements of the market, even if that means competing with themselves.

Kodak didn’t have an ‘enterprise mindset’

With the executives in the firm changed quite frequently, Kodak couldn’t fix strategies for a digital transformation. Since it meant being open-minded enterprise-wide.

During the years of being resistant to changes, Kodak invested its funds in acquiring numerous small companies. The company’s downfall truly began when Kodak made a late entry to the market with its 1st digital camera in 1991. Since, the drift also meant a massive restructuring of the organization leading to laying off ~ one-fifth of the workforce then.

case study analysis kodak

Read: Top Brand Mantras and Principles of Brand Management

Success today requires the agility and drive to constantly rethink, reinvigorate, react, and reinvent. Bill Gates
Innovation is key. Only those who have the agility to change with the market and innovate quickly will survive. Robert Kiyosaki

Retrospective analysis of Kodak’s Case study

The information had been available, and the decision could have been made in a better way. Despite its strengths—hefty investment in research, a rigorous approach to manufacturing and good relations with its local community—Kodak had become a complacent monopolist. If we look for the logic behind these behaviors, various cognitive bias offers the best explanation.

Pattern recognition Bias

Kodak’s leadership ignored the information about the threat and highlighted the advantages of analog photography. Due to a strong confirmation bias, Kodak decided to be too dependent on their laurels and discounted the potential threat of digital photography.

Stability Bias-

Kodak had employed a lot of chemists and developers which were specialized in the analog field and had huge chemical installations for the development of the films. Kodak was the leading company in analog photography and it had invested tons of resources. Underutilization of those resources was in itself a huge sunk cost bias.

Action-Oriented Bias –

Kodak was under a huge delusion of success of its existing analog business that it missed the rise of new digital technologies. It was overconfident and over-optimistic about their own abilities.

Kodak Moments

Although film and cameras are far more sophisticated and versatile today, the fundamental principles behind Kodak’s inventions have not changed.

Kodak eventually managed to recover from bankruptcy and remains manufacturing film, with a focus on independent filmmakers . 

Kodak didn’t last as it could’ve, but a Kodak moment certainly will. After all, we users owe it to the pioneers of the industry!

case study analysis kodak

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The Reinvention of Kodak

  • Format: Print
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About The Author

case study analysis kodak

Ryan L. Raffaelli

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The Reinvention of Kodak Case Series

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The Real Lessons From Kodak’s Decline

Eastman Kodak is often mischaracterized as a company whose managers didn’t recognize soon enough that digital technology would decimate its traditional business. However, what really happened at Kodak is much more complicated — and instructive.

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Shih Kodak

Eastman Kodak Co. is often cited as an iconic example of a company that failed to grasp the significance of a technological transition that threatened its business. After decades of being an undisputed world leader in film photography, Kodak built the first digital camera back in 1975. But then, the story goes, the company couldn’t see the fundamental shift (in its particular case, from analog to digital technology) that was happening right under its nose.

The big problem with this version of events is that it’s wrong. Moreover, it obscures some important lessons that other companies can learn from. To begin with, senior leaders at Kodak were acutely aware of the approaching storm. I know because I arrived at Kodak from Silicon Valley in mid-1997, just as digital photography was taking off. Management was constantly tracking the rate at which digital media was replacing film. But several factors made it exceedingly difficult for Kodak to shift gears and emerge with a consumer franchise that would be sustainable over the long term. Not only was a major technological change upending our competitive landscape; challenges were also affecting the ecosystem we operated in and our organizational model. Ultimately, refocusing the business with so many forces in motion proved to be impossible.

A Difficult Technology Transition

Kodak’s first challenge had to do with technology. Over the course of more than a century, Kodak and a small number of its competitors had developed and refined manufacturing processes that enabled consumers to capture and preserve images for a lifetime. Color film was an extremely complex product to manufacture. The 60-inch “wide rolls” of plastic base material had to be coated with as many as 24 layers of sophisticated chemicals: photosensitizers, dyes, couplers, and other materials deposited at precise thicknesses while traveling at 300 feet per minute. Wide rolls had to be changed over and spliced continuously in real time; the coated film had to be cut to size and packaged — all in the dark. With film, the entry barriers were high. Only two competitors — Fujifilm and Agfa-Gevaert — had enough expertise and production scale to challenge Kodak seriously.

The transition from analog to digital imaging brought several challenges. First, digital imaging was based on a general-purpose semiconductor technology platform that had nothing to do with film manufacturing — it had its own scale and learning curves.

About the Author

Willy Shih is the Robert and Jane Cizik Professor of Management Practice in Business Administration at Harvard Business School. From 1997 to 2003 he was a senior vice president at Eastman Kodak Co. and served as president of the company’s consumer digital business.

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The CDO Times

Case Study: Kodak’s Downfall—A Lesson in Failed Digital Transformation and Missed Opportunities

The context: an iconic brand meets digital disruption.

Eastman Kodak, commonly known as Kodak, was once the undisputed leader in the photography industry, boasting a market capitalization of $31 billion at its peak in 1997. However, by 2012, Kodak had filed for bankruptcy, a staggering descent that is often cited as a cautionary tale in the annals of business history. So, what went wrong? How did a company that held 90% of the U.S. film market and 85% of the camera market in 1976 end up in bankruptcy?

case study analysis kodak

The Dilemmas

1. complacency and over-reliance on legacy business models.

Kodak was heavily invested in the film-based photography market. The company’s complacency in sticking to its legacy business model, despite the seismic changes in technology, was its first major mistake. Film processing was a cash cow, and there was a reluctance to explore or transition to emerging technologies for fear of cannibalizing the existing business.

2. Ignoring Technological Innovations

Ironically, Kodak was one of the pioneers in digital photography and invented the first digital camera in 1975. Yet, they did not capitalize on this innovation. This was largely because they perceived digital photography as a threat to their film business. Their failure to adapt to and invest in the new technology would cost them dearly.

3. Misjudging Market Trends and Customer Needs

The management wrongly assumed that the transition from film to digital would be slow. They underestimated how quickly consumers would adopt digital cameras and later, smartphones. Kodak’s inability to read the market and customer needs accurately further exacerbated their downfall.

The Aftermath: The Costs of Inaction

By the time Kodak realized the significance of digital photography, it was too late. Other companies like Canon, Sony, and later tech giants like Apple and Google, had already captured significant market share. In 2012, Kodak filed for Chapter 11 bankruptcy and later emerged as a company focusing on digital imaging for businesses, a far cry from its glorious past.

The Data and Statistics

Kodak timeline.

  • 1888: George Eastman patents the first roll-film camera and registers the trademark “Kodak.”
  • 1900: Eastman introduces the Brownie camera, making photography accessible to the masses.
  • 1935: Kodachrome film is launched, becoming the standard for color photography.
  • 1962: Kodak introduces the Instamatic camera, popularizing point-and-shoot photography.
  • 1975: Kodak engineer Steve Sasson invents the first digital camera prototype.
  • 1984: Kodak launches the Photo CD system, allowing digital storage of photos.
  • 1990: Kodak’s market share for photographic film peaks at over 80%.
  • 1994: Kodak enters the digital camera market, but faces competition from industry newcomers.
  • 1997: Kodak’s market capitalization reaches $31 billion.
  • 2003: Kodak announces a major restructuring and begins shifting focus to digital technologies.
  • 2012: Kodak files for bankruptcy, citing a failure to adapt to the digital age.
  • 2013: Kodak emerges from bankruptcy as a restructured company focused on commercial printing.
  • 2019: Kodak launches a blockchain cryptocurrency platform for photographers called KODAKCoin.
  • Present: Kodak continues to innovate in various imaging and printing technologies, aiming to regain its prominence in the industry.

This timeline captures the major milestones and challenges faced by Kodak throughout its history.

What Could Have Been Done Differently?

  • Scenario Planning : Kodak could have considered various future states of technology and the market to identify opportunities and threats better.
  • Agile Methodologies : An agile approach to strategy and product development could have made the organization more responsive to change.
  • Horizon Planning : A long-term strategy incorporating emerging technologies could have diversified their revenue streams and reduced their dependency on the film business.
  • Prioritization : Resource allocation could have been better managed to focus on digital technologies, a future growth area.
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The Missed Goldmine: Kodak’s Untapped Digital Patents

One of the most perplexing aspects of Kodak’s downfall is the vast portfolio of digital patents the company held. Kodak was a pioneer in many digital imaging technologies and had over 1,000 patents related to digital cameras, image processing, and various other digital imaging technologies. This arsenal of intellectual property could have been a significant game-changer, positioning Kodak as a dominant player in the digital era. However, Kodak failed to leverage these assets effectively. While some of these patents were eventually sold for $527 million during the bankruptcy proceedings in 2012, the revenue pales in comparison to what could have been earned through strategic application or licensing agreements (Source: Reuters). Kodak’s failure to capitalize on its rich patent portfolio demonstrates a glaring missed opportunity and adds another layer to the tragedy of its downfall. These patents could have been the stepping stones to transition smoothly from a film-based photography company to a digital imaging powerhouse, if only the right strategies and focus were in place.

The Lawler Model for Designing AI Products: A BloombergGPT Case Study

Lessons for Other Organizations: Unpacking the Kodak Tragedy for Modern-Day Strategic Insights

The collapse of Kodak wasn’t just a loss for the company and its employees; it serves as a case study loaded with lessons for other organizations. The corporate world today, more than ever, requires companies to adapt swiftly to emerging technologies and market changes. Here are some key takeaways that could guide other companies in averting a similar fate:

Avoid Complacency

Kodak dominated the film photography industry for years, which likely contributed to an organizational culture of complacency. No matter how successful a business is today, tomorrow’s landscape could be entirely different. Continuous innovation and an ever-curious mindset are vital for long-term sustainability.

Harness Your Intellectual Property

Kodak’s patent portfolio was a goldmine that was not effectively utilized. Intellectual property can provide a competitive edge and open up new avenues for revenue through licensing or forming strategic partnerships. Evaluate your IP assets and think strategically about how to leverage them for future growth.

Case Study: Starbucks’ Success Elevating Customer Experience with Customer Journey Mapping

Prioritize Adaptability

Kodak’s downfall illustrates the importance of adaptability. Employing frameworks like Agile and Horizon Planning can help a company remain flexible and responsive to market needs, ensuring that you’re not only reacting to changes but also anticipating them.

Stakeholder Involvement is Crucial

Kodak’s transition to the digital age was not a smooth one, partly because of resistance from various stakeholders who were invested in the existing film business. Ensure that all stakeholders are aligned with the company’s vision and strategy, and consider using a neutral facilitator to guide strategy meetings effectively.

Keep Your Roadmaps Dynamic

Technology and strategy roadmaps should not be static documents but should evolve with the industry landscape and internal capabilities. Regular updates and revisions keep the roadmap relevant and actionable, allowing for real-time adjustments to market changes.

Financial Prudence

In an era of rapid changes, conserving resources for future investments in innovation and strategic shifts is crucial. Kodak’s lack of financial prudence when the tides were turning led to a situation where they had fewer options when they finally decided to pivot.

How to Create Apps that Customers Want: A Comprehensive Strategy

A Glimmer of Hope: Kodak’s Pivot to Blockchain and Continued Innovation

Even the most harrowing tales of downfall can have a silver lining, and in the case of Kodak, it’s their foray into blockchain technology and ongoing endeavors in imaging and printing technologies. These initiatives not only showcase the brand’s resilience but also provide valuable lessons on how to stage a comeback in the digital age.

KODAKCoin: A Step Towards Decentralization

In 2019, Kodak surprised the tech world by launching KODAKCoin, a blockchain cryptocurrency platform designed for photographers. This innovative move aimed to address issues around image rights and royalties, providing photographers with a secure and transparent platform to manage their intellectual property. With KODAKCoin, Kodak showed its willingness to explore frontier technologies, reflecting a newfound openness to adapt and innovate.

A Commitment to Imaging and Printing Technologies

Kodak has also continued its efforts to innovate in its core areas—imaging and printing technologies. Leveraging its historical strengths, the company is investing in new product lines and partnerships, aiming to re-establish itself as a leader in the industry. While the road to recovery is long, these actions signal a directional shift in Kodak’s strategy, focusing on modernization and value creation.

CDO TIMES Bottom Line Summary

The fall of Kodak serves as a cautionary tale that outlines the importance of adaptability, strategic planning, and stakeholder alignment in today’s volatile business environment. Organizations aiming to avoid a similar fate should consider adopting modern planning frameworks like Agile and Horizon Planning, stay open to revising their technology roadmaps, and leverage intellectual property assets strategically. These lessons are not just theoretical but actionable guidelines that could determine an organization’s survival in the fast-evolving corporate landscape.

Kodak’s pivot towards blockchain with KODAKCoin and its ongoing efforts in imaging and printing technologies show a company striving to reinvent itself. While it’s too early to predict if these steps will fully restore Kodak’s former glory, they do offer a glimmer of hope and a wealth of insights for other companies seeking to pivot or modernize. The lesson here is clear: innovation and adaptability remain at the core of corporate sustainability. For organizations looking to master these qualities, subscribing to CDO TIMES’ unlimited access membership offers an in-depth analysis of successful strategies, emerging technologies, and case studies, arming you with the knowledge you need to stay ahead of the curve.

Love this article? Embrace the full potential and become an esteemed full access member, experiencing the exhilaration of unlimited access to captivating articles, exclusive non-public content, empowering hands-on guides, and transformative training material. Unleash your true potential today!

In this context, the expertise of CDO TIMES becomes indispensable for organizations striving to stay ahead in the digital transformation journey. Here are some compelling reasons to engage their experts:

  • Deep Expertise : CDO TIMES has a team of experts with deep expertise in the field of Digital, Data and AI and its integration into business processes. This knowledge ensures that your organization can leverage digital and AI in the most optimal and innovative ways.
  • Strategic Insight : Not only can the CDO TIMES team help develop a Digital & AI strategy, but they can also provide insights into how this strategy fits into your overall business model and objectives. They understand that every business is unique, and so should be its Digital & AI strategy.
  • Future-Proofing : With CDO TIMES, organizations can ensure they are future-proofed against rapid technological changes. Their experts stay abreast of the latest AI advancements and can guide your organization to adapt and evolve as the technology does.
  • Risk Management : Implementing a Digital & AI strategy is not without its risks. The CDO TIMES can help identify potential pitfalls and develop mitigation strategies, helping you avoid costly mistakes and ensuring a smooth transition.
  • Competitive Advantage : Finally, by hiring CDO TIMES experts, you are investing in a competitive advantage. Their expertise can help you speed up your innovation processes, bring products to market faster, and stay ahead of your competitors.

By employing the expertise of CDO TIMES, organizations can navigate the complexities of digital innovation with greater confidence and foresight, setting themselves up for success in the rapidly evolving digital economy. The future is digital, and with CDO TIMES, you’ll be well-equipped to lead in this new frontier.

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Harvard Business School

Kodak: The Rebirth of an Iconic Brand

By: Anat Keinan, Michael Beverland, Giana M. Eckhardt

Following its re-emergence from bankruptcy protection in 2014, the marketing team at Kodak has been charged with tripling brand value with consumers, with little marketing budget. The case focuses on…

  • Length: 20 page(s)
  • Publication Date: Dec 5, 2018
  • Discipline: Marketing
  • Product #: 519051-PDF-ENG

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Following its re-emergence from bankruptcy protection in 2014, the marketing team at Kodak has been charged with tripling brand value with consumers, with little marketing budget. The case focuses on the strategies used by senior Kodak marketers Steven Overman and Dany Atkins to leverage the brand's heritage for innovation and creativity with existing and new audiences. With few resources other than heritage, Overman and Atkins have focused on making Kodak 'cool' through partnerships with a range of brands targeting younger users while also reinforcing the brand's historic links with the motion picture industry and benefitting from the so-called 'analog revival'. The case explores issues of cultural branding, focusing on how relevance can be built through connections to crowd cultures, communities and other brands to build a platform for growth and revitalization.

Learning Objectives

Leveraging a brand's heritage to build cultural relevance through partnerships with other brands, influencers, and consumer communities.

Dec 5, 2018

Discipline:

Harvard Business School

519051-PDF-ENG

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case study analysis kodak

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Home » Management Case Studies » Case Study on Business Strategies: Kodak’s Transition to Digital

Case Study on Business Strategies: Kodak’s Transition to Digital

Kodak is one of the oldest companies on the photography market, established more than 100 years ago. This was the iconic, American organization, always on the position of the leader. Its cameras and films have become know all over the world for its innovations. Kodak’s strength was it brand — one of the most recognizable and resources, that enabled creating new technologies. Since the formation of Kodak, the company has remained the world’s leading film provider with virtually no competitors. That is until the arrival of Fuji Photo Film, which now surpasses Kodak in earnings per share and is viewed as the industries number two. It is evident that there has been a significant shift from the use of traditional film cameras to a market fully fledged and saturated with modern and updated digital cameras and digital photographic tools.

case study analysis kodak

However over the time, the situation started to change for Kodak, as it has underestimated the changes on the market. There has been a significant shift from the use of traditional film cameras to a market fully fledged and saturated with modern and updated digital cameras and digital photographic tools. The age of digital technologies were emerging. The core business of Kodak- the film business, started to decline and some areas of the business started to be less profitable and filled with many competitors, especially cheap ones from Asia. Also, the prices of the digital cameras were falling.

Eastman Kodak is divided into three major areas of production.

  • Kodak’s Digital and Film Imaging Systems section produces digital and traditional film cameras for consumers, professional photographers, and the entertainment industry.
  • Health Imaging caters to the health care market by creating health imaging products such as medical films, chemicals, and processing equipment.
  • The Commercial Imaging group produces aerial, industrial, graphic, and micrographic films, inkjet printers, scanners, and digital printing equipment to target commercial and industrial printing, banking, and insurance markets.

Issues and Challenges

The main issue behind this case is the problems faced by the Eastman Kodak Company in the process of changing to Digital technology in printing. It failed to establish market share and market leadership in the Digital sector. It is threatened with either immediate or rapid diversification in technology. Kodak has been extremely successful over the last century in film sales and film development. Now the time has come for the Eastman Kodak to respond to the challenges of digital cameras and also contemplate other issues as follows:

  • Will the company’s current strengths and capabilities to make Kodak as ‘The Picture Company”?
  • How serious are the weakness and competitive deficiencies?
  • Does the company have attractive market opportunities that are well suited with Kodak’s resources? Does it have the internal resources to continue spending money investing in new technology?
  • What type of strategy should it use to enter the digital camera business and how will Kodak leverage its strategic resources?
  • Should it continue to research and produce digital camera technology alone, or look for partners?
  • How will it cope with their existing and new competitors and how will it build a strategic advantage over other companies? Can Kodak once again dominate the world market?

What went wrong at Kodak?

Kodak started facing difficulties in 1984, when the Japanese firm Fuji Photo Film Co. invaded on Kodak’s market share as customers switched to their products after launching a 400-speed color film that was 20% cheaper than Kodak’s. Secondly, during 1980s the company failed to recognize the change in the environment and instead followed and sticked to a business model that was no longer valid for the post-digital age. After the management realized the change and react accordingly but it was too late.

Kodak’s strength

Kodak’s strength 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. Central to Kodak’s imaging capability was its color management capability. In the digitizing color and transferring digital images to paper, Kodak possessed a powerful set of complementary technologies in sensing, color management and thermal printing.
  • Market advantage: Through its wider distribution network, it has been able to maintain a huge market coverage and accessibility. It had worldwide distribution presence — primarily through retail photography stores, film processors, and professional photographers.

Company’s competence and Competitive capabilities

  • Competency : Eastman Kodak has been Leveraging competencies in film and paper media, color management. It has been known for the best quality films and cameras worldwide. Its journey of more than 100 years has helped to gain the experience and excel in its Endeavour. The organizational changes like decentralization and accountability that George Fisher made helped increase speed of manufacturing and product development .i.e short product development cycles. Secondly, a strength could be also considered Kodak’s favorable corporate image (and implicitly a significant brand equity) that results from the values which are said to lead the staff’s behaviors (“respect for the dignity of the individual, integrity, trust, credibility, continuous improvement and personal renewal, recognition and celebration”), a transparent management which allows shareholders to have a realistic and up-to-date image of the operations performed, strong Human Resources policies and commitment to the community.
  • Core Competency : Eastman Kodak was a highly integrated company that did its own R&D and manufactured its own parts. Changing global markets and cost pressures in the 1980s and 1990s threatened the way of doing business. So the knowledge, company’s intellectual capital are also affected and repercussion is proficiency in its core competency started diminish.  George Fisher, CEO in 1993, refocused the company on core competencies and joined the trend of outsourcing with close relationships to suppliers and announced a new explicit social contract as part of the restructuring effort. By 1997, the company could not grow out of its competitiveness problems like major price competition from its biggest international competitor, Fuji, which was engaged in a major price-cutting campaign aimed at increasing its market share internationally and particularly in U.S. markets. In response, Kodak made more significant changes designed to reduce its costs and to recapture market share in the company’s core products. But all these attempts only lead to decrease market share and declining profit.
  • Distinctive Competency : Firstly, the brand image of the company that has been built since century is the distinctive competency for Kodak. Before the digital age, its distinctive competencies were film and Cameras and its sister concern for its chemical technology.

Strategies of Eastman Kodak

  • Vertical integration combined with continuous innovation and product development. Speed is also required cutting cycle times in manufacturing and product development.
  • To systematize and accelerate product development and improve product-launch, quality, Kodak introduced a new product development methodology called “Manufacturing Assurance Process”(MAP).
  • Joint venture with HP, Microsoft to introduce new products that required in the market. Collaborate with expert to enhance the competency.
  • Digital strategy was to create greater coherence among Kodak’s multiple digital projects.
  • Previously they had diversification strategy but later Fisher focus in Imaging business.

Source: Scribd.com

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The Camera Labs

Why Did Kodak Fail And Fujifilm Succeed? [Case Study]

There have been many revolutions in the world of Photography. The model of film photography and film development was ruling that sector in the 20th century. Then the wave of digital photography and social media kicked in. And we got to see two different fates of two giants: Kodak and Fujifilm. So, Why did Kodak Fail and Fujifilm succeed?

The main reason behind Kodak’s failure was the inability to diversify its services. They were too confident in their strong zone, they didn’t foresee the revolution. On the other hand, Fujifilm saw this as an opportunity and invested in different sectors with the help of its strong zones.

There is a lot more you need to know about how Kodak failed to cope with the changing industry and filed for bankruptcy in 2012. There are also some interesting twists in Fujifilm’s thriving and success.

Table of Contents

Why Did Kodak Fail And Fujifilm Succeed- Strategic Overview

The success of a company depends on so many factors. Some factors have an important impact on today’s analysis of Kodak and Fujifilm’s journey.

One of them is getting a kick start and getting a hold on the consumer. Kodak had both of them. Then comes the most important factors which are stabilization, understanding the revolutions in the market, and taking decisions to stay in the competition. This is where Kodak failed and Fujifilm thrived.

Why Did Kodak Fail And Fujifilm Succeed

Let’s break it down for you.

History Of Kodak

Kodak has the strongest history in the photography world. They were the very first commercially successful company in film photography. According to the research of Cambridge University , Kodak almost single-handedly controlled the film photography world since the 1950s.

Even after the revolution of digital photography in 1981, Kodak almost had 70% of the market share. The core business model of Kodak was not cameras, but films and film development.

According to a report from Reuters , Kodak’s sales crossed a sparing $10 Billion in 1981. In 1997, their stock reached its highest value of $94.38.

After taking several wrong steps, their market share finally came down to 7 percent in 2010. Even though they were selling a good number of digital cameras, they were burning cash.

And finally, in 2012 Kodak filed for bankruptcy protection .

Why Did Kodak fail?

There are many reasons why Kodak failed to survive, here are the key factors.

Failure To Embrace The Digital technology

The quality and production of digital cameras were never an issue for Kodak. They successfully invented the first model of the digital camera in 1970.

But, they were too stubborn to believe that their strength in film production and film processing wouldn’t be enough to keep them in the market for too long.

As a result of this, when they started to make changes, it was too rapid and unorganized and they fell short of their competitors.

Poor Management And Decision Making

As I mentioned earlier, there was a huge strategic involvement in Kodak’s failure. When Kodak was ruling the market, the heads of the company ignored the upcoming wave of changes in photography.

But when they realized it, it was too late and tempted. George Fisher, former CEO of Kodak (1993-1999) invested almost $2 Billion in R&D of Digital tech. The results were too poor.

These moves caused Kodak to lose its hold on both the chemical and digital photography market.  

Competitors

Kodak released its first lineup of digital cameras with the DC20, DC25, and DC120. But the $299 price tag was not convenient for Kodak’s consumers.

When Kodak released their digital cameras, the picture quality wasn’t that satisfying compared to their film counterpart.

Besides, it was getting tough to keep up with the competitors like Sony, Canon, and other brands. They were offering cameras for a cheaper price.

Revolution In Photography

At the beginning of the 21st century, film photography was at its peak, and so was Kodak. But things started to change after that. Digital cameras started to take over printable methods.

People were no longer interested in keeping printed photographs. After that, came the social photography wave. People started to share photos on social media.

Mobile phones with an in-built camera started to gain popularity among mass and wiped out Kodak from the path.

History Of Fujifilm

History Of Fujifilm

After the introduction of Fujifilm in 1930, it had the biggest control over the film market in Japan. They were a direct competitor to Kodak.

Fujifilm continued to grow and reached the peak of profitability in the year 2000. But, despite its success, the company could predict the shrinking market of films and decided to develop the digital tech part simultaneously.

It introduced the first ever digital camera FUJIX-DS1P in 1988. Then the introduction of the QuickSnap disposable camera for only $6 was a massive hit.

Fuji fell into crisis in the early 21st century and appointed a new CEO, Shigetaka Kamori. He took some revolutionary steps for which Fuji still has a yearly revenue of more than $25 Billion dollars.

How Did Fujifilm Survive?

Below are some factors and strategies that helped Fujifilm to survive:

Diversification Of Business Model

Unlike Kodak, Fujifilm predicted the market of films. Although a majority of its business was from the film industry, it decided to diversify its business model.

It started to produce digital disposable cameras and use chemical expertise on the pharmaceutical side.

Fujifilm later on introduced DSLR cameras and lenses to stay in the competition.

Innovation And Investment

As I mentioned earlier, Fuji started to invest more in chemicals, cosmetics, and pharmaceuticals. They had a strong team in this division which helped them grow super-fast.

It introduced a cosmetic brand called ‘Astalift’ . It produced top-quality anti-aging and sagging compounds.

 They also invested in vaccine formulation and drug production. Now, less than 1% of its net revenue comes from cameras.

fujifilm Innovation And Investment

Brand Reputation And Customer Loyalty

Fuji managed to build a strong reputation with its cheaper price tag and consumer-friendly products. They focused more on gaining the faith of the mass and that helped them to soar even after facing a massive crisis in the early 21st century.

Millions of pieces of the instax series from Fuji are now sold worldwide.

Kodak and Fujifilm both dominated the photography market in the 20th century. Kodak was always one step ahead of Fuji in terms of innovation, products, quality, sales, and success.

So, why did Kodak fail and Fujifilm succeed? To sum it up, a lack of strategy and unwillingness to change your business model can crush a strongly built empire. And, that is what happened in Kodak’s case.

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📕 Studying HQ

Kodak analysis: a comprehensive guide for business students, dr. wilson mn.

  • June 15, 2023

What You'll Learn

I. Introduction

Analysis of a company like Kodak is crucial for business students as it provides a real-life case study of a company that failed to adapt to changing market conditions. By understanding Kodak Analysis; history, business model, and operations, students can learn valuable lessons about the importance of innovation, market research, and strategic planning.

Kodak, also known as Eastman Kodak Company, was founded in 1888 by George Eastman. It was a pioneer in the photography industry and became a household name for its cameras, films, and printing equipment. However, with the advent of digital photography in the 21st century, Kodak struggled to keep up with the changing market and filed for bankruptcy in 2012. Today, Kodak is a much smaller company, focusing on imaging technologies for various industries.

Company Profile

A. company history.

Kodak was founded in 1888 by George Eastman, who revolutionized the photography industry by introducing the first mass-market camera, the Kodak. Over the years, Kodak became a dominant player in the industry, introducing various products such as color films, slide projectors, and printing equipment. However, with the rise of digital photography in the 21st century, Kodak struggled to keep up with the changing market and filed for bankruptcy in 2012.

B. Vision, mission, and core values

Kodak’s current vision is “to be a leading materials science company with differentiated, sustainable and profitable businesses aligned with key technology platforms.” Its mission is “to deliver innovative solutions that enrich people’s lives and enable businesses to prosper.” Kodak’s core values include integrity, respect, diversity and inclusion, safety, and sustainability.

C. Products and services

Kodak’s current product portfolio includes various imaging technologies such as motion picture film, digital plates, and inkjet printing systems. It also offers software solutions for various industries such as healthcare and commercial printing.

D. Industry and market position

Kodak operates in the imaging industry, which includes various segments such as photography, printing, and digital imaging. The industry is highly competitive, with major players such as Canon, HP, and Fujifilm. Kodak’s market position has declined significantly in recent years, with a market share of less than 1% in the printing industry.

E. Key competitors

Kodak’s key competitors in the imaging industry include Canon, HP, Fujifilm, and Xerox. Each of these companies has a significant market share in various segments of the industry.

SWOT Analysis on Company

A. strengths.

  • Strong brand reputation and recognition
  • High-quality products or services
  • Efficient supply chain management
  • Talented and dedicated employees
  • Advanced technology and innovation capabilities
  • Robust financial performance and stability
  • Large market share and customer base
  • Strong distribution network and partnerships
  • Patents, trademarks, and other intellectual property assets
  • Positive corporate social responsibility initiatives

B. Weaknesses

  • Poor brand image or reputation
  • Limited product or service offerings
  • Inefficient or unreliable supply chain
  • High employee turnover or low morale
  • Outdated technology or lack of innovation
  • Weak financial performance or unstable revenue streams
  • Small market share or customer base
  • Limited distribution network or partnerships
  • Lack of intellectual property assets
  • Negative corporate social responsibility track record

C. Opportunities

  • Emerging markets or industries
  • Growing demand for certain products or services
  • Technological advancements or industry disruptions
  • Strategic partnerships or mergers and acquisitions
  • Changes in consumer behavior or preferences
  • Government policies or regulations
  • Economic growth or stability
  • Access to new talent or resources
  • Social or cultural trends
  • Environmental or sustainability initiatives
  • Intense competition or market saturation
  • Economic downturns or instability
  • Technological obsolescence or disruption
  • Changing consumer preferences or behavior
  • Political instability or regulatory changes
  • Supply chain disruptions or shortages
  • Natural disasters or climate change
  • Cybersecurity threats or data breaches
  • Intellectual property infringement or legal disputes
  • Negative publicity or public relations crises

Analyzing a company’s strengths, weaknesses, opportunities, and threats can provide valuable insights into its overall position in the market and its potential for growth and success. By identifying and addressing its weaknesses and threats while leveraging its strengths and opportunities, a company can develop a strategic plan for achieving its goals and staying competitive in a dynamic business environment.

 Noteworthy research papers on Kodak Analysis

A. Noteworthy research papers on Kodak

  • “Kodak and the Digital Revolution” by Giovanni Gavetti and Rebecca Henderson (Harvard Business School Case Study) Link: https://www.hbs.edu/faculty/Pages/item.aspx?num=30225
  • “The Rise and Fall of Eastman Kodak: A Case Study for Entrepreneurs” by Dr. Mary J. Cronin (Journal of Business Case Studies, 2018) Link: https://pdfs.semanticscholar.org/7a8b/9e9b6efb4e0b7e8cddae52a7bbf41c1b0117.pdf
  • “Kodak’s Downfall Wasn’t About Technology” by A.J. Jacobs (Esquire, 2012) Link: https://www.esquire.com/news-politics/a13128/kodak-business-failure-0812-2/
  • “Kodak’s Last Chance for Survival” by Erika Brown and Vijay Govindarajan (Harvard Business Review, 2011) Link: https://hbr.org/2011/11/kodaks-last-chance-for-survival
  • “Eastman Kodak: Meeting the Digital Challenge” by Robert M. Grant (Case Centre, 2005) Link: https://www.thecasecentre.org/educators/products/view?id=42298
  • “The Demise of Kodak: Five Reasons” by Vijay Govindarajan and Anup Srivastava (Harvard Business Review, 2012) Link: https://hbr.org/2012/01/the-demise-of-kodak-five-reaso
  • “The Kodak Case: When Companies Fail to Adapt to Technological Change” by Maria Cristina Cinici and Giuseppe Favretto (International Journal of Business and Social Science, 2014) Link: http://ijbssnet.com/journals/Vol_5_No_6_June_2014/10.pdf
  • “Kodak’s Bet on Digital Imaging” by Gary Pisano and Willy Shih (Harvard Business Review, 2009) Link: https://hbr.org/2009/05/kodaks-bet-on-digital-imaging
  • “The Kodak Moment: A Failure of Leadership” by Bill George (Harvard Business Review, 2012) Link: https://hbr.org/2012/01/the-kodak-moment-a-failure-of-[leadership](poe://www.poe.com/_api/key_phrase?phrase=leadership&prompt=Tell%20me%20more%20about%20leadership .)
  • “The Dark Side of Leadership: Kodak’s Downfall” by Daniel J. Sweeney and Marcus Dickson (Journal of Leadership & Organizational Studies, 2017) Link: https://journals.sagepub.com/doi/pdf/10.1177/1548051816671283

 Essay Titles on Kodak Analysis

  • The Rise and Fall of Kodak: Lessons Learned
  • Kodak’s Struggle to Adapt to the Digital Age
  • Kodak’s Demise: A Case of Missed Opportunities
  • A Cultural Analysis of Kodak’s Corporate Identity
  • Kodak’s Branding Strategy: A Historical Perspective
  • The Impact of Kodak’s Failure on the Photography Industry
  • Kodak’s Leadership Crisis: A Study in Management Failure
  • The Role of Innovation in Kodak’s Downfall
  • Kodak’s Bankruptcy: A Legal Analysis
  • Kodak and the Ethics of Corporate Responsibility

Research Topics on Kodak Analysis

  • The Impact of Kodak’s Bankruptcy on the Photographic Industry
  • Kodak’s Corporate Culture and Its Influence on Innovation
  • The Role of Intellectual Property in Kodak’s Business Strategy
  • Kodak’s International Expansion: Opportunities and Challenges
  • The Kodak-Microsoft Partnership: A Critical Analysis
  • Kodak’s Digital Transformation: A Comparative Study
  • The Impact of Kodak’s Marketing Strategy on Brand Equity
  • Kodak’s Organizational Structure and Its Effectiveness
  • The Kodak Pension Plan Crisis: A Case Study in Employee Benefits
  • Kodak’s Environmental Impact: A Sustainability Analysis

Frequently Asked Questions on Kodak

  • What is Kodak known for? Kodak is primarily known for its contributions to the photography industry, including the development of the handheld camera and the popularization of color film.
  • When was Kodak founded? Kodak was founded in 1888 by George Eastman.
  • What led to Kodak’s bankruptcy? Kodak’s bankruptcy was largely due to its failure to adapt to the digital age and shift away from its traditional film-based business model.
  • Is Kodak still in business? Yes, Kodak is still in business today, although it has shifted its focus to other areas such as printing and commercial imaging.
  • What is Kodak’s current business model? Kodak’s current business model focuses on commercial printing and imaging, including digital printing, packaging, and functional printing.
  • What is Kodak Alaris? Kodak Alaris is a separate company that was created in 2013 when Kodak sold off its document imaging and personalized imaging businesses.
  • What is KodakCoin? KodakCoin is a cryptocurrency that was launched in 2018 by Kodak as part of a blockchain-based platform for managing image rights and licensing.
  • Does Kodak still make cameras? Kodak no longer produces cameras for the consumer market, but it does offer a range of industrial and commercial imaging products.
  • What is Kodachrome film? Kodachrome was a type of color film produced by Kodak that was widely used in the mid-20th century. It was prized for its vibrant colors and long-lasting image quality.
  • What is Kodak’s legacy? Kodak’s legacy lies in its contributions to the photography industry, including the development of the handheld camera and the popularization of color film. However, its failure to adapt to the digital age has also become a cautionary tale of corporate decline.

A. Recap of key points:

In this article, we discussed Kodak, a company that was once a major player in the photography industry. We provided a list of noteworthy research papers, essay titles, and research topics related to Kodak. We also answered some frequently asked questions about the company, including its history, legacy, and current business model. Key points to note are the company’s contributions to the photography industry, its failure to adapt to the digital age, and the lessons that can be learned from its decline.

B. Importance of company analysis for business students:

Studying companies like Kodak can provide valuable insights for business students. By analyzing the successes and failures of companies, students can learn important lessons about business strategy, leadership, and innovation. They can also gain a better understanding of the impact of technological change on industries and businesses. Overall, company analysis is an essential component of business education, as it provides students with real-world examples of the principles and theories they are learning in class.

 Further Reading

A. List of recommended books, articles, or case studies on Kodak:

  • “The End of Photography: A Journey Through Time and Space” by Reinhard Braun Link: https://www.amazon.com/End-Photography-Journey-Through-Space/dp/3775740477
  • “Kodak: From Blue Chip to Bankrupt” by Chris Vermeulen Link: https://www.amazon.com/Kodak-Blue-Chip-Bankrupt/dp/1482859741
  • “The Demise of Kodak: How Polaroid Saved Itself” by Christopher Bonanos (New York Magazine, 2012) Link: https://nymag.com/news/features/[kodak](poe://www.poe.com/_api/key_phrase?phrase=kodak&prompt=Tell%20me%20more%20about%20kodak.)-2012-10/
  • “Kodak’s First Digital Moment” by Jennifer L. Schenker (BBC News, 2012) Link: https://www.bbc.com/news/business-16812545

B. Related posts on the website:

  • Research Methodology Overview: https://www.projectguru.in/publications/research-methodology-overview/
  • Case Study Analysis: https://www.projectguru.in/publications/case-study-analysis/
  • SWOT Analysis: https://www.projectguru.in/publications/swot-analysis/
  • Five Forces Analysis: https://www.projectguru.in/publications/[five](poe://www.poe.com/_api/key_phrase?phrase=five&prompt=Tell%20me%20more%20about%20five.)-forces-analysis/
  • Marketing Mix Analysis: https://www.projectguru.in/publications/marketing-mix-analysis/
  • Organizational Culture Analysis: https://www.projectguru.in/publications/organizational-culture-analysis/
  • Strategic Management: https://www.projectguru.in/publications/strategic-management/
  • Branding Strategy: https://www.projectguru.in/publications/branding-strategy/
  • Innovation Management: https://www.projectguru.in/publications/innovation-management/
  • Business Ethics: https://www.projectguru.in/publications/business-ethics/

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Kodak Company Case Study Analysis

Introduction.

Eastman Kodak was started in 1880 by a high school dropout when George Eastman invented a dry-plate process in a company at Rochester, New York, which was then used in production of dry photographic plates. Since 1892 when Eastman decided to name the Eastman Dry Plate Company as Eastman Kodak, the company has emerged to become a worldwide renowned company ranked as a premier multinational company. In addition, Eastman Kodak has been ranked amongst the 25 largest companies not only in the USA but throughout the world. With invention of Brownie and introduction of a paper rolling film in 1884, Eastman Kodak spurred to higher heights in the photographic industry (Charlene, 2008). Despite the death of George Eastman in 1932, George Fisher followed the footsteps of his predecessor thus making the firm what it is today.

The following is a case analysis of Eastman Kodak with emphasis on its industry, Photographic and Optical Equipment/Supplies. This analysis is on the prevailing competition, strategic characteristics, and various alternatives the corporation can take in order to continue being a leader in the industry. From the various alternatives presented in this case analysis, some recommendations are made, which are likely to spur the corporation into even higher levels that it is experiencing in the current 21 st century.

Analysis of Industry and Competitors

Eastman Kodak (EK) is a firm operating under Photographic and Optical Equipment/Supplies Industry commonly referred to as Consumer Durables and Apparels. The following is an analysis of Photographic and Optical Equipment/Supplies Industry under which EK operates and its level of competition.

Industry and Market Segment

Photographic and Optical Equipment/Supplies Industry’s products are broadly categorized into five including equipments for taking still picture; motion picture equipment; chemicals for preparing photos; films, paper, plates, and cloths for sensitized photos; and equipment for photocopying and microfilming. Innovative technology has played a great role in enhancing the success of photographic equipments’ markets. For instance, with the new development of digital cameras and the One Time Use (OTU) cameras that are disposable, the market has significantly increased commanding huge number of sales as well as new entrants of firms to meet the growing demand (Congressional Budget Office). Amazingly, digital cameras outsold the traditional cameras in 2003 indicating the role of innovative technology in the industry as well as the markets. Exhibit 1 indicates a growth of 1.5% of the market as compared to previous years (Bureau of Economic Analysis n.d.). In addition, this exhibit indicates total revenue of approximately $ 20,726.90 million with a total of $ 11,057.80 million industry’s gross product coming from about 1,931 establishments and 2,124 enterprises. This indicates that the market is rapidly growing having approximately 86 firms.

Within this growing industry and its market there are about 86 companies that have contributed to such positive result. Consequently with the 86 firms in the industry competition has immensely grown leading to quality products through innovative technology that has seen development of digital cameras (Eastman Kodak, 2009). However, the main competitors to Eastman Kodak Company include Canon, Fujifilm, Hewlett-Packard, Ricoh, Sony, Xerox, Nikon, Olympus, Lexmark, and Seiko Epson Corporations amongst others. Exhibit 2 provides a brief overview of these corporations and how they are offering significant competition to Eastman Kodak within the industry. Exhibit 3 provides financial performance of five companies in Photographic and Optical Equipment/Supplies Industry, Kodak and four other main competitors. In Exhibit 3, ROA (Return on Assets) and RIC (Return on Invested Capital) are provided that give indication of a bad performance by Kodak in the latest years where the corporation has had negative values. In addition, Exhibit 4 shows the performance of Eastman Kodak by segments.

Changing Elements

Innovative technology is the most emerging driver of this sector. The majority of goods developed by Eastman Kodak and other companies in this field are essentially influenced by innovative technologies (Consumers Union of U.S, 2009). This is why it was necessary to rock the industry with the advent of digital cameras, thereby commanding a larger share than that of conventional cameras. Therefore, most firms in this industry have been able to reach out the market through advancements of technology. Imaging and photographic has taken a different direction especially in the 21 st century hence the need for creativity and innovativeness.

SWOT Analysis for Eastman Kodak

Opportunities.

Exhibit 14 (a) shows the opportunities that Eastman Kodak enjoys against its competitors. Amongst the opportunities enjoyed include financial markets where it is possible for the corporation to raise money through debts owing to its large assets, emerging markets especially with regards to different age groups being so much involved in taking photographs, innovation especially with developing technology, online selling and buying of products, and also product services expansions. From Exhibit 4 the main segment that provides a good opportunity for Eastman Kodak is the consumer imaging. Compared to other segments, Consumer Imaging Segment attracted a lot of revenue in terms of sale during the fiscal year 2010 (Dobbin, 2009). Within Consumer Imaging Segment the main areas that portray good trading grounds for Eastman Kodak are interchangeable lens camera and lenses for ILC. This is because over the last fiscal year they recorded the highest level of growth with interchangeable lens camera recording up to 30.0% and approximately 34% respectively as shown in Exhibit 5 ( FactSet Research Systems, 2009) . Another opportunity is with regards to the power of supplies.

According to Exhibit 14 (b), Eastman Kodak suffers significantly from high levels of competition, cheap technology, economic recession, lower cost for competitors or imports, maturing categories, products and services, as well as price wars and product distribution. These have posed great threats to the firm leading to bad performances it has achieved within the last few years. Competition has been due to the high power of entrants as well as intensity of rivalry and substitutes. This poses a great threat to Kodak as there will be more firms entering the industry. As a result the poor record seen within the previous years is likely to be repeated. It is therefore obvious that with such increase in new firms and substitutes there is likely to be split within the market share hence affecting Eastman Kodak significantly. There is therefore serious need to have proper, efficient, and effective measures that should be put in place in order to retain the already existing customers (Dobbin, 2009).

Strengths and Weaknesses

Other than opportunities and threats discussed above, Eastman Kodak enjoys many strengths coupled with some weaknesses. Some of the strengths include meaningful brand recognition especially given that it has been in the market for over a century, diversified geographic base after establishment of various subsidiaries and enterprises, and cross licensing agreement. Its weaknesses include lack of product and weak financial performance. Lack of product arises when Eastman Kodak produces products hurriedly after its competitors have produced. This makes the company’s products similar to those of the competitors hence there is no striking feature differentiating it from other products hence creating that uniqueness that is required by most consumers. In addition, quality is compromised in the process of hurriedly manufacturing and developing products on the basis of other products.

Part 2: Strategic Characteristics of Eastman Kodak

Analysis of company, business model.

            Market Positioning: Kodak has targeted consumers who are adult and post baccalaureate of about 25 to 40 years of age, actively involved in various activities, having so much passion about relationships and friendships, and with a lot of interest in capturing images both still and motional. This market segment is very rich as majority of people between the ages of 25 and 40 are far much active in taking images and sharing the same through various digital devices. In addition, its market position has focused on the marketing philosophy that states “ Kodak is preferred by adults who are active, busy and care about meaningful relationships and want to encapsulate and share important moments in their lives, because Kodak’s products enable them to capture, share, display, and store pictures and create keepsakes, with more ease than competitors like Canon, Nikon, and Fujifilm”.

            Products: Eastman Kodak’s main products are within the four segments as portrayed in Exhibit 4. Nevertheless, Kodak as a firm has failed to provide products that distinguish benefits to consumers. Most of its products are produced in haste as a result of pressure from competitors and this leads to poor quality products. Consequently the firm suffers reduction in the market share hence profitability as indicated in the financial statements from Exhibits 7 to 10; income statements, balance sheet, cash flow statement, and ratio analysis respectively. A lot of risks thereby face products manufactured in this kind of manner. For instance, there is a possibility that such products may have some defects in them and this discourages consumers from purchasing the same.

            Pricing: Applying the economic value pricing indicated in Exhibit 11 , Kodak has been able to price most of its products. In this case, Kodak struggles to deliver products while that provides a demand for price premium over its competitors. For instance, most of the cameras offered by Kodak range between $ 80 and $ 160 while its competitors sell the same models of cameras for a record price of between $ 110 and $ 500 (Kavajecz, 2009). Kodak enjoys the benefit of four of its products being ranked amongst the top nine cameras that are doing very well in the market. Exhibit 12 provides comparison of pricing by Eastman Kodak Corporation.

Placement: Kodak placement is almost similar to that of its competitors. There are products that are sold through the website while others are distributed to consumers through various distributional channels available in the industry. Most of the products sold directly by Eastman Kodak through its websites are digital cameras, inkjet printers, and digital picture frames owing to the fact that they are very sensitive.

The key strategic issue with regards to Eastman Kodak Company is the fact that they manufacture products hurriedly after their competitors. This is due to lack of proper innovative and inventive strategies. Consequently Eastman Kodak Company should have more people brought on board to work on innovative and inventive technology, which will help in creating unique products of high quality.

Marketing and Promotional Strategies

Eastman Kodak firm employs various strategies to ensure that they retain existing consumers while attracting others (Kodak, 2009). The following are some of the strategies employed by Eastman Kodak firm;

  • Understanding of the consumers through market research that helps in creating variety of products to fit various needs and classes.
  • Developing attainable and specific marketing objectives such as increasing sales, which is the ultimate objective for the firm.
  • Reselling analysis through ensuring that consumers are always directly linked to their preferred retailers so as to acquire products of their choices.
  • Kodak has efficient and effective marketing communications that is focused at triggering emotions hence providing arguments that favor some of the products they manufacture in a bid to have a better brand name.

Part 3: Alternatives and Recommendations

There are various alternatives that Eastman Kodak can employ in order to attract more customers and retain existing ones thereby achieving higher profits. Some of those strategies include;

  • Reducing middlemen along their distribution channels to make the end product cheaper
  • Increase research and development for enhancing innovative technology, which will assist in coming up with new products
  • Setting up more subsidiaries in countries that they have not ventured.
  • Increasing the time taken to produce a product so as to minimize various defects associated with hurriedly made products
  • There is need to employ more people within product development as well as quality assurance department.

Recommendation

In conclusion, looking at all the above alternatives they are all viable even though some are costly in terms of expenses hence are likely to cause an increase in costs of sales. The best alternative amongst the aforementioned ones therefore is for Eastman Kodak Company to engage in research and development that will improve their inventive and innovative technology for the purposes of developing products that are unique and of high quality.

Exhibit 1: Photographic and Optical Equipment/Supplies Industry Market

Exhibit 2: Eastman Kodak Competitors’ Brief Profile

Exhibit 3: Performance of Eastman Kodak in Comparison to Competitors

Hewlett-Packard Co

Sony Corporation

Exhibit 4: Kodak Performance by Segments  

Exhibit 5: Forecasting for 2011 for Eastman Kodak

Exhibit 6: Porter Analysis of Eastman Kodak

Exhibit 8: Income Statement

Figures in $ ‘000.

Exhibit 9: Balance Sheet

  Exhibit 10: Cash Flow Statement

  Exhibit 11: Ratio Analysis

Exhibit 12: Pricing Strategy

Exhibit 13: Comparison of Pricing

Exhibit 14: SWOT Analysis

Exhibit 14 (a): Analysis of Opportunities and Threats

Exhibit 14 (b): Analysis of Strengths and Weaknesses

  • Bureau of Economic Analysis. National Economic Accounts . Retrieved on November 13, 2011 from https://www.bea.gov/national/index.htm#gdp
  • Charlene, B. (2008). Talking with the Groundswell. In J. B. Charlene Li., Groundswell. Boston, MA: Harvard Business School Publishing Corporation.
  • Congressional Budget Office. Appendix A – CBO’s Economic Projections for 2009 to 2019 . Retrieved on November 13, 2011 from https://www.cbo.gov/ftpdocs/100xx/doc10014/AppendixA.7.2.shtml
  • Consumers Union of U.S. (2009). Retrieved on November 13, 2011 from https://www.consumerreports.org
  • Dobbin, B. (2009). Retrieved on November 13, 2011 from https://www.huffingtonpost.com/2009/01/29/kodak-to-slash-up-to-4500_n_162133.html
  • Eastman Kodak. (2009). Filings and Annual Reports. Retrieved on November 13, 2011 from https://www.capitaliq.com
  • FactSet Research Systems. (2009). Fact Set Fundamentals 2009.4A.
  • Google. Eastman Kodak Company Financials . Retrieved on November 13, 2011 from https://www.google.com/finance?q=NYSE:EK&fstype=ii
  • Kavajecz, K. (2009). Module 5, Risk, Returns and the Capital Asset Pricing Model. Madison, WI.
  • Kodak, E. (2009). About Kodak . Retrieved on November 13, 2011 from www.kodak.com

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Kodak case analysis

Devika Thennakoon

Technology and innovation make significant influence in today’s market and it has become the basic requirement for any organization to make the survival of any industry. Therefore, organizations try to implement technology advancements with innovation in order to protect their market position for long time. This report is based on one of famous case analysis of Eastman Kodak Company. Even the Kodak has competitive market position in traditional photography film industry; they lost their market position with digital transformation of photography. Report explains the Kodak case with reference to the selected three strategic perspectives such as Blue ocean strategy, strategy as narrative and transient advantage. Each of these strategies discuss with three initiatives. Three initiatives such as: academic review of the theory, implication to the case study and recommendations for future improvements. Finally, it explains the conclusion and recommendations of the case analysis.

case study analysis kodak

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  • 1. EASTMAN KODAK CASE STUDY ANALYSIS Advances in Strategy By Devika Thennakoon
  • 2. 1 TABLE OF CONTENT Executive Summary...................................................................................................................2 2.1 Academic Reading ...........................................................................................................3 2.2 Application to the Organization.......................................................................................4 2.3 Implications for Future.....................................................................................................4 3.1 Academic Reading ...........................................................................................................6 3.2 Application to the Organization.......................................................................................7 3.3 Implications for Future.....................................................................................................7 4.1 Academic Reading ...........................................................................................................8 4.2 Application to the Organization.......................................................................................8 4.3 Implications for Future.....................................................................................................9 List of References ....................................................................................................................11 LIST OF FIGURES Figure 1: Red Ocean Vs Blue Ocean .........................................................................................6
  • 3. 2 Executive Summary Kodak is a world famous company and highly recognized brand in photography industry and they made a footprint of the market with their brand name. Company had loyal consumer base with market leadership. They have diversified business into chemical and healthcare industry with their market expansion during 1990’s. However, Kodak company declared their bankruptcy during 2012 and they failed in digital transformation of the business. Kodak top management was well-aware about the technology development during 1980s but they were not able to identify the requirement of digital transformation before competitors. CEO of Kodak, Antonio Perez was empathic that the bankruptcy was not the end of Kodak story. Company can implement strategic management perspectives to develop their market share and make the survival of the industry. Company can focus on new advantages rather than focusing on sustainable competitive advantage. It is difficult to maintain competitive advantage in modern and highly dynamic business context. Further, Kodak can introduce new products and services to the market while identifying opportunities of internal and external business environment through innovation. Report discusses three strategic perspectives with academic reading and implication to the Kodak case. Blue Ocean strategy, Strategy as Ambidexterity and Transient advantage will be discussed with the report.
  • 4. 3 01. Introduction The Eastman Kodak Company was formulated in 1901 at Rochester, New York by offering a full range of products and services for amateur photographer. Company’s advertising slogan was “You push the button, we do the rest” and it has become one of leading multinational corporation with range of capacities such as production, distribution and processing facilities. They become one of highly recognized brand in the world and company transformed photography into the form of professional and studio-based activity. The core-founder of the company Gorge Eastman died in 1932 by making a remarkable name in photography. However, company has declared on their bankruptcy on 19th January, 2012 but the CEO Antonio Perez was not accepted this as the end of the Kodak story (Kodak Case Analysis, 2017). 02.Perspective 1: Strategy as Ambidexterity 2.1 Academic Reading Duncan in 1976 introduced the concept of ambidexterity with his seminal study and it explained two learning mechanisms such as exploration and exploitation. Exploration can be defined as “things captured by terms such as search, variation, risk taking, play, experimentation, discovery, innovation and flexibility”. In other hand exploration is the process of search new external knowledge and opportunities. It enhances organizational ability to adapt changes of the market before competitors. Further, exploitation includes production, choice, refinement, selection, efficiency, implementation and execution. In other hand exploitation is the process to gather internal knowledge and opportunities of the business firm. It helps company to realize incremental changes to achieve the existing market of the company (Eisenhower, 2014). Exploration and exploitation play an important role in innovation and it helps organization to develop ideas, tools and favorable conditions to improve new products or existing products of the company. Innovation helps organization to make the market survival while facing for the market rivalry. Organizations implement ambidextrous as a strategy to make innovations. Organizations should align the strategy and innovation in order to achieve the competitive advantage. In order to achieve the real meaning if ambidexterity, organizations should make the balance between explorations and exploitation (O’Reilly &Tushman, 2004).
  • 5. 4 2.2 Application to the Organization As explained by the case analysis, Kodak Company declared on bankruptcy in 2012 and they were unable to compete with its transformation. When they create their digital business they are effectively exited from their traditional operations. Company closed 13 manufacturing plants and 130 processing labs. Same time, they reduced workforce by 47,000. Even the company invest billions of dollars in new technologies and new products, company failed to develop a viable digital imaging business. However, at the beginning Kodak has achieved notable success with their digital imaging efforts with the leadership of senior executives who recruited from Apple, Motorola, General Electric, Silicon Graphic and Hewlett-Packard. However, Kodak was failed in terms of financial performance. They have failed to achieve desirable technical and market achievements. The problem with the Kodak was slow to recognize the digital threat of the market. Kodak has highest competition from Canon and Sony. In 1991, Kodak was the 18th biggest company of America and fallen to 34th and employment was declined from 133,200 to 17,000. Kodak can implement the strategy as ambidexterity to develop the market share again and face for the competition with an effective approach. It is very important to identify both internal and external opportunities to develop the innovative business strategy. Photography is a dynamic and changing industry. People tend to use digital photography rather than traditional photography. Company can use both exploration and exploitation in order to increase organizational capabilities. Ambidexterity is highly considerable about innovation and they can identify methods to realize changes needed in existing market. Company employees have identified the requirement of digital photography before the leadership of the organization. Therefore, it is very important to realize both internal and external business environment to make innovations. 2.3 Implications for Future Kodak gained the market leadership until 1980s and they diversified business into different areas such as chemical industry and healthcare industry. However, company management would not be able to identify the requirement of digital photography until competitors enter to the market. Company has to invest more funds on research and development activities in order to identify the market variations and competitors’ activities. Company management focused only on maintaining existing business rather than doing innovations. When consider about the company top management, it was changed with the short period of time. Middle
  • 6. 5 management of the Kodak company was not positive responded on changes. As explained by the strategy as ambidexterity, company can analyze both internal and external environment to make innovations. Since the customers are highly driven through digital transformation of photography, company should develop new products and existing products to achieve customers’ expectations. Through innovations, company will be able to achieve the market share again by clearly addressing market requirements.
  • 7. 6 03.Perspective 2: Blue Ocean Strategy 3.1 Academic Reading Organizations must be innovative and creative to ensure the growth and survival of the market by offering new product and services or developing existing products or services. It helps companies to make competitive advantage and make it sustainable. The concept of Blue Ocean was introduced from west and developed as a concept of strategic management. This strategy treated as a modern marketing strategy and it encourages businesses to identify a new Blue Ocean apart from the rivals. In today’s business consideration, organizations are struggling with the market competition and Blue Ocean helps them to stand out from the rivalry (Caramela, 2017). Blue Ocean develops the “moral innovation” and creates values for both organization and its consumers. There are two methods in creating Blue Ocean. Companies can launch completely new industries as the first approach. As second approach, companies can expand boundaries of existing market. In the blue ocean, demand is created rather than fought over. In creates opportunities in business growth in both rapid and profitable manner. Red Ocean considers only on existing products and services with existing market shares. Organizations compete by grabbing for a greater share of limited demand. Red Ocean is more crowded and depends on the ability to compete with rivalry. It may impact to decline profitability and market share when performing with existing boundaries of the business (Kim & Mauborgne, 2004). Differences between Red Ocean and Blue Ocean can be figured out as follows: Figure 1: Red Ocean Vs Blue Ocean Red Ocean Blue Ocean Compete with existing market boundaries Create uncontested market opportunities Beat the competition Make competition irrelevant Exploit existing demand of the market Create and identify new market opportunities Make value- cost trade off Break the value- cost trade off Try to align with differentiation strategy or low cost strategy Try to align with simultaneous pursuit strategy of differentiation and low cost Source: Kim & Mauborgne, 2004
  • 8. 7 The most powerful strategy is Blue Ocean and organizations should try to develop Blue Ocean in order to make market leadership. It increases innovation and creativity to develop brand equity. 3.2 Application to the Organization Kodak company is a former huge company and it is unbelievable that they failed to take the advantage of Blue Ocean which was developed by themselves by introducing digital camera in 1975. Same time they have developed competitive products which have abilities to achieve customer expectations. However, Kodak did not want to hamper the lucrative business. Company management was not identified the requirement to be changed and they were too late to identify that. Huge failure was that company did not capture the future of digital image industry at early. However, some employees of Kodak see the importance f new digital era of photography but company did not want to shift the business. Executives of Kodak wrote a memo by announcing that Kodak’s market will shift from film market to digital market in 1979. Further, they stated that company is starting with professional photography and then to mass market. Company management believed that this shift will be kept until 2010. The biggest mistake of Kodak was that they failed to ask a fundamental question of “what business are we in?”. They only focused to sell more traditional products. Kodak focuses on Red Ocean and tries to maintain competitive advantage over the period of time with their existing products and services. Even they think to expand their market share with traditional business, market was no longer exists. 3.3 Implications for Future Even a business perform in the market by taking the market leadership, they always should consider creating Blue Ocean in order to achieve the profitability and long- term survival of the market. In modern business, it is not only enough to listen customers. Sometimes, they might not aware what they want exactly. Also, companies should consider bout the competitors. Kodak has very active competitors such as HP, Canon and Sony. Company should develop new experience for customers rather than focusing on traditional business. At the existing market they have diversified product range with including inkjet printers, digital cameras, retail kiosks, business process outsourcing, customer satisfaction software, printed circuit boards and professional photographic film. They should develop the new product varieties in order to create Blue Ocean for Kodak company. They can identify unidentified
  • 9. 8 market opportunities with Blue Ocean. It will be challenging due to high market competition but they can use Blue Ocean to achieve lost market share. 04. Perspective 3: Strategy as Transient Advantage 4.1 Academic Reading It is truly difficult to maintain sustainable competitive advantage over the period of time due to heavy market competition. Therefore, organizations try to achieve transient advantage as a business strategy (McGrath, 2013). Transient advantage is a business strategy which accepts when the competitive advantages is short lived. It focused to build continuous new advantages for the firm. Transient advantage considers on innovation in order to build the competitive advantage. When a company has something better than rivals, they tend to imitate it easily. In modern business consideration, it is very difficult to make sustainable competitive advantage (Team Position, 2014). It has ability to recognize challenges and it prioritized to build competitive advantage continuously at high speed and low cost (Maier, 2013). Transient advantage does not confuse with the lack of long term strategy and it prioritizes regular innovation. There are three considerations on transient advantage as follows: 1. Innovation: Invest more funds in fail fast innovation. 2. Corporate Culture: Corporate culture transforms to be inventive, creative and aggressive. 3. Change Management: Reduces barriers to change (Mar, 2013). Consumers and competitors are highly unpredictable. Transient advantage suggested that organizations should develop new advantages continuously to make the business survival. 4.2 Application to the Organization Eastman Kodak was one of leading Multinational Corporation of the world and they have entered into a new product growth stage after the Second World War. They have faced for huge market competition with the rise of Japanese camera industry in film. Fuji Photo Film company was made significant expansion on international market. Kodak management was too late to identify the requirement of digital photography. In the digital era of photography, consumers can take photos and view automatically. They can download photos on their computers and edit and post on social medias. Kodak lost their competitive advantage because of the digital transformation. Hardware and software companies gain the advantage
  • 10. 9 of digital transformation of photography. Kodak’s core competitive advantage was its silver halide technology and global retail network as well as processing facilities. Even the Kodak has gain the competitive advantage and market leadership in 1990s. However, they were failed to make it sustainable due to market competition. Company would not be able to identify the potential of digital photography and they were focused only on traditional photography. Technology advancement has made a significant influence on the market and Kodak declared their bankruptcy in 2012. However, the top management of Kodak was well-aware about the technology development during the 1980s and they have developed several new technologies by being the market leadership. Kodak company was fail at its digital transformation and company middle management was not much supportive for new strategies of the company. Employees have seen the new era of digital photography but company management did not accept the ideas from employees. 4.3 Implications for Future Kodak company can use transient advantage as a strategy to develop their market position over the competition. As explained above, employees were identified the requirement of digital era of photography. It is evidence that company has competitive human resource. There should be a strong relationship between management and employees. Further, middle management should be more committed to achieve the transient competitive advantages. They have strong financial position and brand name of the industry. Kodak is highly recognized brand name and they have loyal customer base. Even they failed to identify the need of digital transformation, they have maintained their market position for long period of time. Therefore, company can implement strategies to develop transient advantages rather than focusing only on make competitive advantage through traditional business approach.
  • 11. 10 05.Conclusion and Recommendations Gorge Eastman established the Eastman Kodak company in 1901 and they have achieved significant development with their business. Company diversified its business into healthcare and chemical industry. Kodak’s digital strategy was formulated under the leadership of three successive CEOs namely George Fisher, Dan Carp and Antonio Perez. However, Kodak was failed in digital transformation due to high-tech competition of the industry. They were late to identify the need of digital transformation and they focused to achieve competitive advantage through its traditional business. Company middle management was not supportive to executive business strategies and company has changed their top management within a short period of time. Further, there was lack of relationship between management and employees at Kodak. Company was not tried to identify the innovative ideas and suggestions to make business process improvement. There was huge market competition from key rivals such as Sony, Fuji Film, Canon and HP. They have done their digital transformation before the Kodak and company lost their competitive advantage and market leadership. However, company still has ability to gain their market share again by offering new and diversified product by analyzing requirement of the current market. Also, company can encourage the creativity of employees by implementing innovative strategies. There are three perspectives were discussed as the strategies to implement in order to gain the Kodak market position again. They can use all these three approaches to provide real digital experience for customers in photography. As explained by first perspective, company can highly focus on innovative business processes and ideas to achieve the market leadership. Further, Blue Ocean theory is suggested to make new product and services rather than focusing on existing products. Technology is rapidly changing and highly dynamic. Therefore, Kodak can achieve the first mover advantage by doing new product development with digital transformation. Transient advantage encourages to focus on new advantages continuously rather than focusing on competitive advantage. Market competition will not allow organizations to make sustainable competitive advantage over the period of time. Since the company has different sources in terms of financial and human resource, they can focus to develop more than one new advantage before rivals. It helps business to gain their lost market share again. Also, company management should listen to their employees in making strategic decisions at the company. Sometimes they may have best and suitable options in different situation.
  • 12. 11 List of References Caramela, S 2017, Blue Ocean Strategy: Creating Your Own Market, viewed 2 November 2017, <http://www.businessnewsdaily.com/5647-blue-ocean-strategy.html>. Eisenhower, D 2014, Ambidextrous Strategies and Innovation Priorities: Adequately Priming the Pump for Continual Innovation, viewed 2 November 2017, <https://timreview.ca/article/812>. Kim,W.C & Mauborgne, R 2004, Blue Ocean Strategy, Expanded Edition edn, Harvard Business Review. Maier, E 2013, Transient Advantage, viewed 2 November 2017, <https://www.guidewire.com/blog/general-interest/transient-advantage>. Mar, A 2013, Transient Advantage Explained, viewed 2 November 2017, <https://business.simplicable.com/business/new/what-is-transient-advantage>. McGrath, RG 2013, Transient Advantage, viewed 2 November 2017, <https://hbr.org/2013/06/transient-advantage>. O’Reilly C.A & Tushman, I 2004, The Ambidextrous Organization, viewed 2 November 2017, <https://hbr.org/2004/04/the-ambidextrous-organization>. Team Position 2014, The Rise of Transient Competitive Advantage, viewed 2 November 2017, <https://blogs.position2.com/rise-transient-competitive-advantage>.

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Kodak Case Analysis

CASE: Kodak Business Imaging Systems Divisions By Problem How does a multinational corporation choose between various manufacturing sites for its products? Kodak’s business Imaging Systems Division designed, manufactured, marketed and sold microfilm readers and printers. More than 50% of reader/printer businesses were outside the U. S. Kodak’s readers and printers were manufactured in two plants; Rochester, NY and Manus, Brazil. The Rochester plant served the world market except Brazil.

The Brazil plant served only the Brazilian Market.

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An underlying problem that forced Kodak to evaluate the location of its manufacturing sites is increasing pressure from foreign competition. Kodak was losing market share to their primary competitors; European and Japanese companies. Customers were beginning to shift based on Low price and better value. Multinational corporations have to be prepared to deal with both local and foreign competitors. It is hence essential to the company to establish a competitive advantage.

In order to be able to compete companies have to address a number of issues including various costs, management, research etc.

Kodak’s Business Imaging Systems Division needed to also consider whether manufacturing only, development only, or both was appropriate in each country of operation [ (Kodak Business Imaging Systems Divison, 1992) ]. As a result of the ongoing process of globalization, companies have to include the option of selecting an international location in their strategies [ (Harm-Jan Steenhuis, 2004) ].

Kodak selected a high level manufacturing executive to handle the responsibility of examining plant location aspects of manufacturing strategy [ (Kodak Business Imaging Systems Divison, 1992) ] The Business Imaging Systems Division (BISD) of Kodak identified the plant location issue as being central to their competitive strategy. Keith and Andy as part of their analysis had to come with a model that would be useful to Kodak and other companies facing a product manufacturing sourcing decision. Theory Theory selected were those dealing with location decisions for internationally operating companies.

Porter’s distinction between configuration and co-ordination is essential to discussing location. According to Porter, configuration indicates the location of facilities and the inter-facility allocation of resources whereas co-ordination refers to the question of how to link or integrate the production and distribution facilities in order to achieve the firm’s strategic perspective [ (Bert Meijboom, 1997) ] Two key variables identified are 1) the primary motive for establishing the factory and 2) the extent of technical activities at the site.

The first variable addresses access to low cost input factors, use of local technological resources and proximity to the market. The second deals with aspects such as process engineering and improvement, product customization, after sales service, decision making on procurement and distribution and ultimately, product development. [ (Bert Meijboom, 1997) ] Configuration and Co-ordination aspects can be integrated as demonstrated below; Mapping International Factory Networks, “Source””Offshore”| “Lead””Outpost”| “Contributor””Server”| High

Level of technical Activities Low Access to low Use of local technologicalProximity to Market Cost input factors resources [ (Ferdows, 1989) ] Ferdow in the above model identifies six types’ plantsoffshore, source, server, contributor, outpost, and lead plant.

Plants abroad start as off-shore and source. Ferdow describes Lead plants as possible in theory only. The vertical axis shows the levels at which technological activities are performed at the plant; otherwise level of competence at a plant.

The horizontal axis shows the 3 drivers of the decisions namely, low cost of input factors, technological resources and Proximity to market. Problem Causes Kodak’s main problem was caused by Increasing pressure from foreign competition which was eating away at their market share and highly priced products. BISD was finding it difficult to compete with competitors whose products were priced near Kodak’s Unit Manufacturing Cost.

Kodak’s Configuration: Two plants, one in Rochester, NY and a second in Manaus Brazil.

Rochester plant serves the world market through distribution centers located in Rochester, Stuttgart and Singapore. The Brazilian plant serves the local market only. [ (Kodak Business Imaging Systems Divison, 1992) ] Facts Previous location decisions had been based on models which applied subjecting weighting to political risk, labor availability, union activity and infrastructure. The model used in the case computed the ROI for the various locations being analyzed over a ten year period.

The various locations being considered all had different advantages.

For Instance, Table 3 shows the differences in tax rates in the locations that were being considered. In this category, Ireland was chosen both for its access to the EEC and its special tax rates for manufacturing. Managers had a preference for Taiwan based upon the fact that they already had factory space and the technical graduates that would be available for labor. Variable 1: Primary Motive for establishing the factory.

Low cost input factors; (Exhibit 7) Singapore and Taiwan had the lowest material costs. Mexico had the cheapest labor.

In summary after taxes Mexico had the lowest cost of input factors. According to Exhibit 11 Mexico had the highest ROI for both products in consideration. (Capture1 and capture 2). Local Technical Resources; Taiwan produced the second largest number of technical graduates.

Proximity to market; Of the six locations being considered, Rochester and Singapore would have the closest proximity to the market as Kodak already had distribution centers in these areas. Variable 2; Extent of technical activities at the site Quality control, Kodak had many supplier quality problems.

Considerable local management time was spent communicating with suppliers and it took 15% of the time of a bilingual Kodak manager based in Rochester (including regular visits to the plant) to oversee the communication with the suppliers. [ (Kodak Business Imaging Systems Divison, 1992) ] Assumptions Low cost Input factors; the location with the lowest production cost, and lowest taxes would have the lowest cost input factors. Locations in areas that are in developing nations would have lower productions costs compared to those in developed countries. E.

g. roducing in Thailand would be cheaper than In the U. S. Local Technical Resources; locations in developed countries have more and better technical resources compared to locations in developing or less developed countries. Proximity to Market; Kodak’s consumers are mostly in developed countries and less in developing or third world countries.

Kodak is likely to have less competition in developing countries as opposed to developed countries where most competitors would be located. Partial Solutions Kodak would have to produce a low –cost high quality product in order to have a competitive advantage.

The low cost products could be achieved by reducing over head costs and all other variables contributing to it. High quality products would mean investing some more into R&amp;D. One of the options provided by Keith and Andy in the case is establishing a high-profile project to redesign a low cost version of a current product, capitalizing on new technologies and design for manufacturing.

Final Solutions In order to solve the problem of finding the best manufacturing site, Kodak would have to find the key factors in configuration and co-ordination and link the two.

According to Meijboom and Vos configuration and co-ordination are seldom entirely integrated. However a high level of integration can be proposed by linking representatives from each branch [ (Bert Meijboom, 1997) ]. According to Ferdow’s model the second variable i. e. level of technical activity at a site can be linked with all three of the first variable’s factors( low cost of input factors, local technological resources and proximity to market) or to any one of these factors.

Kodak needs to maintain high quality technologically competitive products hence low level of technological activity wouldn’t be a good option. Kodak would have to find a combination that retains a high level of technical activity and choose one of the three factors that are most beneficial. Conclusion 1; High level of technical activity and low cost of input factors. Kodak would have a hard time combining these two factors as Rochester; their high level of technical activity site is not their lowest cost of input factors.

Conclusion 2; High level of technical activity and local technological resources.

With this link of factors, Taiwan would be a good choice based on the fact that it produces the second largest number of technology graduates. Conclusion 3; Kodak could choose between setting up a contributor or a server plant. For this to be possible, information is needed on the distribution of Kodak’s market share around the world. Conclusion4; More information is needed in relation to technological resources and proximity to markets to be able to select the best link between the variables.

Information as stated in conlcusion3 and more data in relation to technological resource.

Works Cited Bert Meijboom, B. V. (1997). International Manufacturing and Location Decisions:Balancing configuration and co-ordination aspects. International Journal of Operations &amp; Production Management , 790-805. Ferdows, K.

(1989). Managing International. New York. Harm-Jan Steenhuis, E. J.

(2004). Assesing Manufacturing Location. Production Planning and Control , 787. Kodak Business Imaging Systems Divison, 2-2 (September 29, 1992).

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Kodak A Case PESTEL Analysis

Home >> Kelloggs >> Kodak A >> Pestel Analysis

Kodak A Case Study Analysis

Kodak A's exterior atmosphere would certainly be examined with the PESTEL framework (appendix 1) for highlighting the industry's Political, Economic, Social, Technological, Environmental as well as Legal atmosphere while the degree of rivalry in the Taiwanese market would certainly be studied under Porter's five pressures analysis (appendix 2). Industry forces such as the bargaining power of the buyer and also vendor, the danger of new entrants and replacements would certainly be highlighted to understand the degree of competitiveness.

Political Factors:

Political factors have actually played the most significant roles in the growth of Taiwan's Kodak A sector in the type of human resource advancement, innovation growth and setting up of institutes for moving technology. In addition to these factors, a five year strategy for the development of submicron technology was launched by the federal government in 1990 which consisted of advancement of research laboratories for submicron growth in enhancement to the above discussed functions.

Economic Factors:

The truth that the Kodak A industry is going through an unbalanced demand as well as supply situation is not the only economic concern of the market. The excess supply in the industry is complied with by a cost which is lower than the price of Kodak A which has resulted in capital problems for manufacturers. Economic downturn is a major worry in the industry considering that it can trigger reduced production. Improvements in performance levels can bring about increased production which results in economic downturn once more due to excess supply as well as reduced demand resulting in closure of firms because of reduced income. The Kodak A sector has actually gone through recession thrice from 1991 to 2007 suggesting that there is a high potential for economic downturn due to excess supply as well as low revenue of companies.

Social Factors:

Social factors have actually likewise added in the direction of the development of the Kodak A market in Taiwan. The Taiwanese federal government has concentrated on human capital development in the industry through trainings aimed at boosting the understanding of sources in the industry. The launch of the Semiconductor Institute in 2003 for training as well as establishing skill is an example of the social initiatives to enhance the sector. Even though modern technology was imported, obtaining sources acquainted with the innovation has actually been done by the federal government. Social efforts to boost the picture and also high quality of the Taiwanese IC market can be seen by the fact that it is the only market which had actually professionally built divisions of labor worldwide.

Technological Factors:

There are still some technological concerns in the Kodak A sector specifically as Kodak A makers in Taiwan do not have their very own innovation as well as still depend on international technical companions. The federal government's participation in the market has actually been concentrating on changing the Kodak A industry to decrease this reliance. Leading companies in Taiwan like Powerchip has actually made calculated partnerships with international companions like Elpida from Japan. However, there are technological constraints in this arrangement specifically as foreign governments like the Japanese governmentis reluctant to move innovation.

Environmental Factors:

A general testimonial of the setting suggest that Taiwan is a complimentary region for Kodak A production as noticeable by the simplicity in capacity growth in the Kodak A industry. In addition to this, the reality that the region provides manufacturing capacities better enhances this monitoring.

Legal Factors:

The lawful setting of Kodak A has problems and possibilities in the form of IP rights and legal contracts. A company has the lawful protection to shield its copyright (IP), handling and also modern technology which can boost the dependancy of others on it. The Kodak A industry likewise gives a high relevance to legal agreements as noticeable by the truth that Micron's interest in Kodak A might not emerge as a result of the former company's lawful agreement with Nanya and also Inotera.

PESTEL Analysis for Kodak A Case Study Solution

case study analysis kodak

U.S. Department of the Treasury

U.s. department of the treasury, irs release new analysis showing the high return on investment from inflation reduction act resources.

More comprehensive estimates show transformative investments, if sustained, will result in $851 billion in additional revenue through 2034

WASHINGTON – Today the U.S. Department of the Treasury and Internal Revenue Service (IRS) released a new analysis showing the high return on the Inflation Reduction Act (IRA) investment in rebuilding and modernizing the IRS. Taking a more comprehensive approach to evaluating the transformational initiatives enabled by the IRA, the IRS estimates in a new paper “Return on Investment: Re-Examining Revenue Estimates for IRS Funding” that the IRA as enacted would increase revenue by as much as $561 billion over 2024-2034, substantially more than earlier estimates. If IRA funding is renewed when it runs out, as the Administration has proposed, estimated revenues would be as much as $851 billion. 

 Previous IRS estimates of IRA revenues were limited to revenues generated by direct enforcement activities resulting from higher enforcement staffing. This narrow focus does not capture the full range of ways that the technology, data, and service improvements made possible by the IRA will increase revenues. A full accounting of the revenue raised by this transformation requires a more comprehensive examination of the potential revenue impacts of higher funding.

  “The IRS’s previous estimates of revenue generated by IRA funding were limited to revenues directly resulting from increased enforcement staff­ing. Consequently, the estimates did not present a complete picture of the revenue benefits of the innovative investments we are making under the IRA SOP [Strategic Operating Plan,]”  the new paper concludes. “The approach ignored many activities that will influence revenue, including enhanc­ing services to improve voluntary compliance, modernizing technology, and adopting analytic advances that can dramati­cally improve productivity. It also ignored the deterrence effect of compliance activities on taxpayers’ behavior. To account for the potential revenue impact of the full array of investments contemplated in the IRA SOP, we need to look at the effects on revenue collection in a more comprehensive way.” 

“IT modernization offers a wide array of potential revenue benefits. [E]xpanded data intake capacity and productivity will help increase compliance; improved audit selection and collection planning can increase the productivity of enforcement activities,” the paper finds. “A decade ago, the State of California undertook to modernize its tax administration infrastructure. Many of the changes im­plemented are similar to those we are undertaking now […] The California experience demonstrates that these improvements can substantially increase revenue.”

The new estimates released today are a first step in developing more comprehensive revenue estimates for IRS funding. They incorporate the benefits of improved technology, data analytics, and service, as well as the impact of deterrence on wealthy taxpayers who are audited. The estimates represent an important step forward and highlight the need for additional research: Treasury and the IRS will continue to study these issues and encourage outside research on these important topics as well.

The new findings also show what’s at stake in proposals to repeal or reduce this historic investment in the IRS. A $20 billion rescission would reduce revenues by over $100 billion. While the IRS would still be able to ramp up enforcement against big corporations and wealthy taxpayers who do not pay what they owe in the next several years, the rescissions would cause IRA enforcement funding to run out in 2029— about two years earlier than it would have under the IRA as enacted—reducing the revenue raised in 2029 and subsequent years. The Administration has proposed extending and maintaining IRS investments after the IRA funds are exhausted, which would enable the IRS to collect $851 billion over 2024-2034. Conversely, additional rescissions of IRA resources or cuts to IRS base funding would further reduce revenue collections and could reverse taxpayer service improvements that have already been made and even endanger near-term enforcement efforts.

The IRA investments in the IRS were necessary because a decade of deep funding cuts resulted in unacceptable service levels, prevented technological upgrades, and undermined enforcement, particularly efforts focused on wealthy people and big corporations that do not pay what they owe. Driven by these funding cuts, the audit rate on millionaires fell by more than 70% from 2010 to 2019, and the audit rate on large corporations fell by more than 50% over the same period. The tax gap—the difference between taxes owed and taxes paid—has grown to more than $600 billion annually.

The IRA is enabling the IRS to reverse this trend and make wealthy taxpayers and big corporations pay the taxes they owe. Already, the IRS has announced a suite of enforcement efforts targeted at wealthy taxpayers and big corporations, including expanded audits of the biggest corporations and complex partnerships; a focus on foreign-owned corporations that underpay their U.S. taxes; and a campaign to collect tax debt from 1,600 millionaires with at least $250,000 in back taxes that has recovered more than $500 million to date. At the same time, the IRS is implementing the IRA consistent with Secretary of the Treasury Janet L. Yellen’s commitment that audit rates for small businesses and taxpayers earning less than $400,000 will not increase relative to historic levels. 

Furthermore, all taxpayers will benefit from the far-reaching initiatives outlined in the  IRA Strategic Operating Plan (SOP) . The SOP details how the IRS will use IRA resources to provide taxpayers with world-class customer service, clearer guidance on how to correctly file taxes, increased options for filing electronically, and robust online accounts so that individuals and businesses can file quickly and independently. Taxpayers will have the tools, information and assistance needed to get their tax filings right the first time—both in paying what they owe and claiming the tax benefits for which they are eligible. 

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    How an organization that had been fortunate over a century with a dominant position in the market, led to briskly misfortune and bankruptcy within short span of time. The entire case study emphasizes the stunning bankruptcy of Kodak. The gloomy journey of market giant, that had a lion's share of imaging world industry and that had positioned the name of photography to its recognition ...

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    The main reason behind Kodak's failure was the inability to diversify its services. They were too confident in their strong zone, they didn't foresee the revolution. On the other hand, Fujifilm saw this as an opportunity and invested in different sectors with the help of its strong zones. There is a lot more you need to know about how Kodak ...

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    Analysis of a company like Kodak is crucial for business students as it provides a real-life case study of a company that failed to adapt to changing market conditions. By understanding Kodak Analysis; history, business model, and operations, students can learn valuable lessons about the importance of innovation, market research, and strategic planning.

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    Sep 21, 2018 • 3 likes • 11,662 views Devika Thennakoon Research Analyst/ Professional Writer Business Technology and innovation make significant influence in today's market and it has become the basic requirement for any organization to make the survival of any industry.

  22. Kodak Case Analysis

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