Case Study On Eastman Kodak

Case Study On Eastman KodakEastman Kodak is in most certainty the story of an organic law that has failed to correctly wangle and implement modify. The company which was enjoying sales of around US$10 meg in 1981 has a net income of only US$139 million in 2005. Kodaks brand encourage also slipped down dramatically. An estimated US$2.6 billion was woolly-headed owing to the decrease in ecesiss brand value. A shape of performers contend an important role in Eastman Kodaks tragic decline. The most important factor that contributed to Kodaks demise was the rigid thinking on part of its precaution that crack them from pickings fourth dimensionly initiative towards adoption of digital engineering in digital communications segment of the company. An some early(a) important letdown related to convince implementation occurred when Kodaks prudence failed to realize that it call for to continuously monitor the turns occurring in the milieu and then take small continuous steps towards acquit adoption of a particular change if analysis reveals that it is good for the general cheekal well organism. In the ensuing paragraphs a detailed reciprocation will be carried taboo examining what went wrong at Eastman Kodak and what ar the potential remedial steps that kindle be taken.Problem 1 Kodak absent the information ageThe biggest strategic botcher attached by the focal story of Eastman Kodak was that it failed to correctly anticipate the destinys of changing time. While the competitors around them were ceaselessly innovating and coming up with unused products in line with the changing take of the food commercialize, the focus at Kodak was happy existence stuck with the old products and meanss of thinking. A big factor contributing to the amazing collapse of Kodak was cautions approach towards finding solutions to strategic occupations being faced by the organization. The Rational persuasion stead (RTP) was sure-firely utilized by Kodak in its infancy when RTP was the main(prenominal) posture being utilise by leading agate linees around the globe but, as time passed and fierce contender started emerging Kodak ignored the need to change its core business technology from silver-halide contract technology to the digital technology. This sorrow to foresee change and sticking to RTP was a huge strategic blunder on part of Kodaks circumspection and could well have been avoided had the management at Eastman Kodak used Generative Thinking emplacement (GTP) to solve the strategic puzzles being faced by the organization.Rational Thinking location (RTP) versus Generative Thinking office (GTP)The followers of Rational Thinking Perspective (RTP) notably Kenneth Andrews beseech that the system analysis and formulation stages should be carried out with due manufacture and with extreme c be (Erasmus Schenk, 2008). The proponents of RTP believe that the issues being faced by organizations are adequately clear and a thorough analysis of relevant information will reveal the future course of direction that should be chosen (Oliver, 2009). The RTP can easily be broken down into four main stages starting from data analysis and conniption of strategic objectives followed by formulation stage to carrying out the implementation of the delimitate objectives (Wit Meyer, 2010). The followers of generative opinion school of thought (GTP) reject the RTP by saying that in the profligate paced world of today the rational and systematic logic cannot be used for conclusiveness making (Paauwe, 2004). GTP argues that enterprise conundrums can only be figure out by interactive actions. GTP believes that strategy making is a wait on of reflecting, envisioning, experimenting and eruditeness that can never be neatly organized, programmed or conceptualized (Hoogervorst, 2009).Strategies to resolve the problemKodak totally depended on the strictly logical Rational Thinking location (RTP) in the product ion and sales of tv cameras and films which allowed competitors to slowly snatch the market packet of Eastman Kodak in the camera attention it previously dominated. Kodak could easily have avoided the losses in revenues at the hand of fierce competition from rival organizations had the management used Generative Thinking Perspective (GTP) to tackle the changing environment needs. GTP, with its emphasis on using intuitive approaches to meet emerging challenges in the marketplace, would have helped Kodaks management in foreseeing that it needs to move from the traditional film camera to the digital camera in swan to keep in line with changing consumer needs.Problem 2 Extreme times need extreme measuresKodaks lack of initiative to adapt to changing needs of the market was another reason for the organizations step by step faded into oblivion. The management of the organization, led by Daniel Carp failed to realize the looming danger in the forms of innovative product pass by rival organization. The introduction of Mavica, a filmless digital camera by Sony Corporation as early as 1981 should have served as a warning signal for Kodaks management, but the top management failed to foresee the looming signs of a disaster. A provocative management team would have adopted the perpetual Renewal Perspective (CRP) as early as the 1980s to gradually start making progress towards contend adoption of digital technology solutions. The strategy to use CRP would have immensely helped Kodak in maintaining its crown as the undisputed market leader in the camera industry. The Kodaks management woes dont stop here, years later when the digital technology totally rule the camera manufacturing industry, the management is still confused as to whether it should or should not go for DRP as it entails the management to assume the level of risk it is simply not used.Discontinuous Renewal Perspective (DRP) versus Continuous Renewal Perspective (CRP) in that location are two main purv iews that describe how change is brought about in an organization. The first perspective i.e. the discontinuous renewal perspective (DRP) argues that change should be rapid and radical (Cummings Worley, 2009). The DRP involves a rapid change in the structure, technology, wad and strategy pursued by the organization (Lussier, 2008). The supporters of DRP believe it is an excellent process to follow in case an organization has to shoot a transformational change since it will help the organization to pronto respond to external disruptions and quickly reach a period of smooth growth (Daft, 2009). The other perspective i.e. the continuous renewal perspective (CRP) argues that introducing change in an organization should be a process of continuous improvement (Crowthe Green, 2004). The proponents of CRP argue that it is a real profitable process to follow for the entire organization, since these changes can be carried out with the accepted organizational framework and value systems without making unnecessary changes to organizational structure (Weick Quinn, 1999).Strategies to resolve the problemIn the early 1980s the management of Eastman Kodak should have started the process of slow transforming their key resources from silver-halide film technology to digital technology, but they did not take any concrete step in this regard. Years later, with the rivals now possessing state-of-the-art digital technologies Eastman Kodak is now left with no choice and solution but to undergo a radical revolutionary change towards adopting the digital technology in all stages of the post-digital picture taking value chain. The management of Kodak must(prenominal) however by very careful in making the transition as any mistake at this point would spell serious trouble for the future of the firm.Problem 3 predicament of choosing between MBV and RBVFilm, paper, chemicals and photo processing were the four areas where Kodak traditionally held supremacy every(prenominal)whe re its rivals but, with the advent of new age of digital technology Kodak could no long-lasting reap benefits out of the old sources of competitive returns. The fundamental problem being faced by Kodaks management is that Kodak does not hold any advantage over its rival organizations when it comes to possessing new age photography resources such as digitization technology along with storage, retrieval, transmission, manipulation and projection solutions. The advent of digital age has put Kodak in a serious dilemma, in order to compete with its rivals it has to move into the digital notion intermediate, an area where Eastman Kodak naturally has no experience in. In order to move into the digital printing medium Kodak has to compete with organizations such as Sony, Mitsubishi, and Canon who have their core strength oriented towards the digital technology.Resource found View (RBV) versus Market Based View (MBV)The Resource Based View (RBV) opines that each firm should in spite o f appearance its boundaries to find out that precious blend of resources that are valuable, costly and are rare to imitate (Sanchez, 2008). Once an organizations key resources are identified the management should then mount a search to discover for the markets where those resources can be utilized (Matlay, 2005). The RBP is also known as an inside-out approach to organizational decision making whereby an organizations core competency is defined by the way it leverages and exploits its resources (Schwenker Spremann, 2009). As compared to the RBV, the Market Based View (MBV) emphasis that an organization can only gain crucial advantage over its competitors if it looks towards the threats and opportunities existing in the marketplace (Enders, 2004). The MBV has an outside-in perspective which emphasizes that a firms position in the marketplace is an extremely important determinant of its success or failure (Woodside, 2008).Strategies to resolve the problemIn order to compete with the changing business scenario a new strategy was announced in September 2003 in which Kodaks management aimed to net profit complete attention on display and inkjet segments of the market. This change in Kodaks strategy comes with the change in the needs of the tar create market with customers moving aside from the film establish cameras to digital cameras. The supreme focus of firms in the photography business is on capturing the customers who believe in printing nasty copies of digital images by offering them various options such as desktop inkjet printers, printing at kiosks etc. Kodak has taken up the challenge by setting up minilabs and kiosks where customers can come and easily get a hard copy of their digital photos. Kodak needs to carefully present its offering to its intend target market as it has to compete with a number of colonized players with extensive technical expertise in the digital photo-finishing market.Problem 4 Dilemma between choosing competition or cooperati on in strategyKodak, lining the daunting challenge of competing with technologically superior organizations launched an aggressive campaign of acquiring companies and latest technologies in order to address the ever changing needs of the consumer market. From the acquisition of Scitex Digital Printing to forming strategic federation with Verizon Wireless and purchase a 50% stake in Nexpress Solutions, Kodak embarked upon a massive strategic partnership making mission that resulted in depressed cash flows for the organization and created disinterest among the investment fellowship. Kodaks decision to aggressively pursue Embedded giving medication Perspective (EOP) was seen as a desperate attempt by the organization to build its resource base in the imaging industry, an area where it only gives any competition to its rival technologically superior organizations.Discrete make-up Perspective (DOP) versus Embedded Organization Perspective (EOP)The Discrete Organization Perspectiv e (DOP) views organizations as autonomous units that compete with other organizations in an extremely incompatible external environment (Wit Meyer, 2010). According to this perspective each organization is taken as being detached from its environment and having a sharply defined boundary that sets it apart from the external world (Ostroff Judge, 2012). The managers having DOP believe that relationship with other organizations should be unplowed formal and too much dependency on outside organizations should be avoided since it can lead to the rival firm taking undue advantage of the organization (English, 2011). The Embedded Organization Perspective (EOP) believes that business is not all about being at war with other organizations in the marketplace. According to EOP the main aim of business is value foundation garment and organizations can only maximize value when they work together to earn a common goal (Wit Meyer, 2010).Strategies to resolve the problemThe management of Eas tman Kodak should make sure that they do not take hasty merger and acquisition decision as it would send wrong signals both to the investment community and the customers alike. At this crucial juncture in the history of Kodak, each and every decision should be taken keeping the best interests of the organization in mind and in order to do so the management must first thoroughly examine if a merger and acquisition decision will be profitable for the organization and what effect it will start out on potential customers and investors of the firm. The management at Eastman Kodak must first all the way define its intended target market and then develop partnership with organizations which can help Kodak in offering highest quality products and services gird with latest technology to the consumers.Problem 5 Dilemma between choosing competition or cooperation in strategyEastman Kodak faces the dilemma between choosing a globalisation or topical anestheticization strategy. The old and outdated model of sales based on the traditional line of latitude technology has proved to be successful in some of the emerging Eastern markets predominantly the Chinese market but, in the competitive Western market where the competition is much much severe and rival organizations have developed their core competencies strictly on the more advanced digital technology Kodak needs to quickly get its core technology in line with their competitors.Global Convergence Perspective (GCP) versus International Diversity Perspective (IDP)The Global Convergence Perspective (GCP) puts onward the argument of a boundary less world in which throng with similar mindset see eye-to-eye. The opponents of GCP argue that imposition of foreign norms, values, behaviours and habits in their home country harms national culture and hurts the feelings of national sovereignty (Wit Meyer, 2010). As compared to the GCP, the International Diversity Perspective (IDP) argues that world must be kept a diverse p lace where national cultures are retained and local autonomy is given the highest value (Wit Meyer, 2010). It is a generally observed phenomenon that in countries where people have strong nationalistic views the International Diversity Perspective (IDP) can be successfully used by multinational organizations in promotion of their products and services while in countries with where nationalistic feelings are further less pronounced the Global Convergence Perspective (GCP can be successfully used for product and service promotion (Wit Meyer, 2010).Strategies to resolve the problemThe management of Eastman Kodak needs to realize that while the old and outdated analogue technology may succeed in the emerging Eastern market, in that location are no bright prospects for the use of this obsolete technology in the more developed Western markets. It is right time now that the management of Kodak build-up a global strategy using the GCP which can help the organization to make use of its s ilver-halide technology in the emerging markets while at the same time incorporating the much more developed digital technology for producing and marketing its products and services in the Western market.ConclusionThe management of Eastman Kodak committed a number of mistakes in running the business operation including its complete reliance on internal organizational competencies for an extended period of time and then abruptly changing the strategy to merge with and acquire a huge number of organizations sending wrong signals to the investment community. Although Kodak faces a number of challenges posed by the technologically superior rival organizations but, if it correctly uses management strategies aimed at constantly changing the organizational policies in line with industry benchmarks there are bright chances that Kodak can win back its disconnected position.