Table of Contents
2.0 What was Kodak’s digital imaging strategy from 1992-2012?.
2.1 BCG matrix analysis of Kodak.
2.2 Porter Value Chain analysis of Kodak.
2.3 Business/Product Life Cycle.
2.4 Innovation process.
3.0 Why did the strategy of Kodak fail?.
3.1 SWOT analysis of Kodak.
3.2 PEST analysis of Kodak.
3.3 Porter’s five forces of Kodak.
4.0 Was there a better alternative to the strategy of Kodak?.
4.1 Ansoff’s growth analysis of Kodak.
4.2 Porter Generic strategy analysis of Kodak.
4.3 Blue ocean strategy analysis of Kodak.
4.4 Balance scorecard analysis of Kodak.
5.0 What can other companies facing disruptive changes in their core business (e.g. Microsoft, Sony, and Walt Disney) learn from the experience of Eastman Kodak?.
5.1 Innovation management
5.2 New model of leadership.
5.3 New external environment
5.4 Foreign entry strategy.
Kodak was first founded in 1888 that offers different camera-related products. The main products of Kodak are photographic film, kiosk operations, commercial scanners, and others. This assignment includes different sections. The first section of this assignment describes Kodak’s digital imaging strategy from1992 from to 2012. In this case, the BCG matrix, Porter’s value chain analysis, business life cycle, and innovation process analysis of Kodak are described. The section of this assignment discusses the failed strategies of Kodak where SWOT, PEST, and Porter’s five forces of Kodak are analyzed. The third section of this assignment described different better alternative strategies for Kodak by applying, Ansoff’s Growth Matrix, Porter’s generic strategy, Blue Ocean Strategy, and Balanced scorecard of Kodak is analyzed. The final section discusses how other companies such as Sony and Microsoft can learn from Kodak’s experiences.
2.0 What was Kodak’s digital imaging strategy from 1992-2012?
2.1 BCG matrix analysis of Kodak
According to Martin (2018), the BCG matrix is the effective framework that is created by Boston Consulting Group and this model helps a company to assess the strategic position of its business brand portfolio. In addition, this model organizes the business portfolio into four types such as question marks, stars, cash cows, and dogs.
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Figure: BCG matrix Source: Keegan (2016)
|· Digital camera||· Digital camera|
· commercial inkjet printers and
· consumer inkjet printers
|· Digital offset plates||· Kodak Films|
Table: BCG Growth of Kodak
The finding of the table represents that Kodak has a number of star products such as digital cameras and inkjet printers. However, the main product of Kodak is the films and it the reason for the failure of Kodak because the films are the traditional products for printing photos but there are now so many digital technologies for printing photos.
2.2 Porter Value Chain analysis of Kodak
According to Visual Paradigm (2018), value chain analysis refers to a set of business activities done by a company for delivering valuable products and services to the end-users. These activities are classified into primary activities and support activities.
Figure: Porter Value Chain analysis for Kodak Source: Johnson et al. (2015)
From the above figure of the value chain analysis of Kodak, it is seen that the support activities of Kodak are the firm structure, human resource management, technologies as well as procurement.
Primary activities of Kodak include operations, marketing, sales, and services, as well as inbound and outbound logistics. Kodak was integrated vertically in nature. In addition, in terms of HR management, Kodak has so many employees but by 2012, the number of employees dropped from 64,000 to 17,000 (Swasy, 2015). In terms of technology, Kodak became the industry leader for product innovation by investing in its technology in the 21st century (Anthony, 2016). In terms of procurement, procured products make Kodak successful in its industry. On the other hand, in the case of primary activities, Kodak is the leading photography and imaging business that operates its business in U.S., Japan, South Korea, and China by giving different services to its customer such as kiosks. In terms of marketing and sales, Kodak relies on a hybrid marketing strategy and focuses on cost strategy for sales (previously focused on the razor-blade approach for sales (Nielson, 2014).
2.3 Business/Product Life Cycle
Product lifecycle model figures out each product and service in an industry that has its own life cycle. The life cycle of a product can be interpreted into the life cycle of its market and industry (Orcullo, 2017). There is the starting as well as the ending of each of the things. Thus, this is true also for a product and service. In the present era, innovation is being considered with rapidity where the life cycle of a product has been cut. In addition, a shortened product life cycle has a reflection on the organizational life cycle. At the beginning of the 21st century, Kodak faced different challenges to reinvent its business model as well as to introduce different new products. Swasy (2015) stated that several products of Kodak including paper-based printers and cameras, photographic films were in the growth stage of the product lifecycle.