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The history of kodak essay
Kodak and the Digital Revolution (A)
The rise and fall of eastman kodak
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The Eastman Kodak company was founded in 1888 by George Eastman in the United States. The Eastman Kodak Company held the majority share of the U.S. market for several years. The main factor to the early success of the company was that they offered best quality of cameras with very affordable for most of the common peoples as price was affordable and quality was awesome as compare to the other cameras which were expensive and professional. Eastman Kodak Company was the first to develop a digital camera in 1975, because it did not fit into the company’s business model of being able to sell those extra accessories, like film, it was not developed any further and the company stopped developing. The Company Failed to keep up with their competitors during the switch to digital cameras, Kodak had to file bankruptcy. But still we should not think that Kodak is out of the camera business still they are continuing to fight for a market share.
The Fuji Photo Film Company, Ltd was founded in Japan many years later than Kodak as it was in 1934. Similar to Kodak, Fujifilm was also extremely popular own country and they also held the majority share of the market. After becoming one most popular film companies in Japan, after that company moved to a global business model because they were popular and most of the market share. Fujifilm did not enter United States until later on, but they really rival Kodak by offering a cheaper film product and getting competitive advantage. Fujifilm became the film sponsor of 1984 Olympics in Los Angeles rather than Kodak.This offer for Fujifilm helped to get the brand known among American consumers. Rather than fearing the upcoming age of digital cameras, Fujifilm diversified their product line and...
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...et themselves get into the mindset that because their company dominates their competitors in the past and present they will always do so in their market. A leader that is responsive to change will be better able to make their corporation flexible.
In conclusion, Kodak is a prime example of how a company should not handle change. Their denial of reality caused them to have a deep fall from grace that could eventually spell the end of their brand if they do not make the necessary course corrections. The bankruptcy may be the thing to save their company if they use it wisely. Fujifilm is the complete opposite in that they realized what the reality of their market was becoming and embraced a strategic decision that would allow them to capitalize on their strengths overall. They are a great example for how a company should be continuing looking ahead to the future.
Elite Engineering has been unable to successfully implement change because they haven’t been able to get the employees to see the need for the change and to believe in the change. “It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things.” (Kotter & Schlesinger, 2008) Change is often met with resistance. When it comes down to it many people fear change. At Elite Engineering, the engineers were happy with the way things were being run. They enjoyed the billable work they were doing and did not want to take the time to collaborate with others, as it would take away time from their billable work. The engineers saw the billable work they were doing as a way to ensure they received their bonus at the end of the year. However, they were failing to see that the litigation business was going to begin to shrink and in order for them to remain competitive, changes needed to be made. Kotter and Schlesinger state that there are for common reasons that people resist change. The four reasons are the desire not to lose something of value, a misunderstanding of the change and its implications, a belief that the change does not make sense for the organization, and a low tolerance for change. (Kotter & Schlesinger, 2008) At Elite Engineering, I think upper management was unsuccessful at implementing change because the employees didn’t want to lose their bonuses (something of value to them), they misunderstood the change, and they didn’t feel that the change made sense for the organization.
It is considered that photography only became widely available to the public when the Kodak Eastman Company introduced the box shaped Brownie Camera in 1900. (Baker, n.p.) Its features became more refined since its original placing on the market; one of the reasons why it has become considered the birth of public photography is because of the processing. Using a similar image capture system, the brownie exposed the light to a 120mm roll of film, which could be wound round, meaning six photographs could be taken before the slides needed removing. The first Brownie used a six-exposure cartridge that Kodak processed for the photographer. (Kodak.com, n.d.) Realistically, the armature photographers did not need to understand darkroom processes, they could simply use capture the subjects, and send it to be developed. The cameras were relatively affordable, targeting many different markets, which is apparent from their advertisements. Figure 2 Is an advertisement from for the Eastman Kodak Company’s Brownie Camera; It states in bold lettering “Operated by any school boy or girl” which emphasis how it was targeted for amateur use.
George Eastman founded the Eastman Kodak Company in 1888, and pioneered the photography industry with new technology that would help bring photography to the mainstream. After its inception, Kodak created what many called a "monopoly" in the photography industry. Both in 1921 and in 1954 the company had to endure a consent decree imposed by the US Government in which it was concluded that Kodak monopolized the market in violation of the Sherman Act (the first and oldest of all US federal, antitrust laws). Kodak settled the 1921 decree and agreed to be bound by restrictions. The Company was barred from preventing dealers from freely selling goods produced by competitors. On the other hand, the 1954 decree prevented Kodak from selling a bundle that included the color film and the photofinishing, among other restrictions. This tying arrangement of products is an agreement by a party to sell one product on the condition that the buyer also purchases a different (or tied) product, or at least agrees that he will not purchase that product from any other supplier. In this case, Kodak was selling the photo film while conditioning the buyer to also buy the photofinishing product (because it was included in the price). Both decrees had supporting evidence of the high market power that Kodak had at the time, for which both cases were based.
Cameras go way back to the year 1879, and have advanced greatly throughout the years. They used to be huge and bulky with all kinds of attachments and stands. Now they are so small and thin that they are put in everyday items that we use, for instance, cell phones and laptops. Backs then cameras were less than $40 and they were made with glass that was 6.5 by 8.5 inches thick (Patti). Now in this time of age, cameras can go from a few hundred bucks to thousands of dollars depending on the camera, and they are much smaller with clearer pictures now. In 1912 Kodak came out with the Vest Pocket camera, which sold for only six dollars. It had a glass lens of 2 1/4 by 3 1/4 inches thick, which is much
...ons need to keep adapting to ever changing situations. Successful change in a sense is measured by longevity. Flexible leaders realize the need for change and innovation within a company. Great leaders are those that recognize the need for change. They tend to learn more from their success than they do from there failure. Companies like Wal-Mart, Nike, and 3M have all made major innovations over the years that allowed each of them to have continuing success. Companies like Kodak and Blockbuster that claimed victory to soon fail to innovate which lead to their failure. How much of this is determined by the leadership? I think the leader is the proponent of transformational change within an organization. I do not think NEWC declared victory too soon. They had withstood the test of time, but what they did not do was adapt and continue to change.
Eastman Kodak went through a considerable transformation change since it was founded. The organization structure at Eastman Kodak was a typical classical hierarchy with the CEO overlooking the entire organization. Later in 1984, the company went through a transformation change in which it was reorganized into 29 separate business units grouped into four lines of business. It included Photography (PPG), Commercial and Imaging Group (CIG), Chemicals (EC), and Health (HG) and three international segments. Each group operated under its own general manager.
Kodak’s debt ratio has been improving since 2012 when it was considerably above 1. Their 2014 debt ratio is 0.89, which is very close to Hewlett-Packard and Sony. The debt-to-equity ratio of Kodak is the first signal within the ratios that the company is not performing well. Generally, this ratio should be below 1 and for Kodak in 2014 it was 8.83. Their equity is almost non-existent and this is signaling very weak balance sheet strength. Compared to Kodak, Hewlett-Packard and Sony are doing okay, but their ratios are both well above 1. In terms of ability to pay interest, Kodak’s only strong year was 2013. Their ratio has dipped in 2014, showing that they aren’t able to pay their interest or are struggling to pay it. Hewlett-Packard had no interest expense in their latest fiscal year and Sony’s ratio is very strong. In 2012, Kodak’s free cash flow was in the negatives (-$1,176,000). Surprisingly, it reached over two million in 2013, but then dropped to only $33,000 in 2014. Without sufficient cash flow, Kodak is going to have a difficult time increasing their shareholder value. Hewlett-Packard has free cash flow over five million dollars which is huge compared to Kodak. Kodak does not seem to have sufficient cash to handle their business obligations. The cash flow adequacy ratio should be above 1, but Kodak’s are negative. The competitors are around 0.5 for their cash flow adequacy ratio, which
“Leading Change: Why Transformation Efforts Fail” is an article written by John P. Kotter in the Harvard Business Review, which outlines eight critical factors to help leaders successfully transform a business. Since leading requires the ability to influence other people to reach a goal, the leadership needs to take steps to cope with a new, more challenging global market environment. Kotter emphasizes the mistakes corporations make when implementing change and why those efforts create failure; therefore, it is essential that leaders learn to apply change effectively in order for it to be beneficial in the long-term (Kotter).
Faced with changing markets and higher competition, more and more firms are struggling to reestablish their dominance, keep market share, and in some cases, ensure their survival. Many have come to understand that the key to competitive success is to transform the way they function. They are reducing reliance on managerial authority, formal rules and procedures, and narrow divisions of work. In effect, companies are moving from the hierarchical and bureaucratic model of organization that has defined corporations since World War II to what can be called the task-driven organization where what has to be done governs who works with whom and who leads. But while senior managers understand the necessity of change to cope with new competitive realities, they often misunderstand what it takes to bring it about.
The corporate objective is to make Canon a truly excellent company that is admired and respected the world over, and to strive to join the ranks of the world's top 100 companies in terms of all major business field. In terms of the current digital camera market, Canon is still in fierce competition. We have several main competitors such as Nikon and Sony, and experience the competition based on the following attributes such as price, design, quality, and features.
Kotter, JP 1995, Leading change: why transformation efforts fail. In Harvard Business Review on Change, Harvard Business School Press, Boston.
Kotter, J. P. (2007). ‘Leading change: Why transformation efforts fail’. Harvard Business Review, January: 96-103.
For much of the nineteenth century, cameras were made in relatively small numbers; crafted out of expensive materials like brass, mahogany and leather, putting it out of the reach of the general public. The most significant event in amateur photography by far was the introduction of the Kodak camera in 1888, invented and marketed by American businessman and entrepreneur George Eastman. Eastman realized that there was a huge untapped market of people who wanted to take their own photographs if they were given the means to do so. The Kodak was...
The idea for photographing came around in 1814 when Joseph Niépce wanted an image of his son before he left for war. He succeeded in making the first camera in 1827, but the camera needed at least eight hours to produce one picture. Parisian Louis Daguerre invented the next kind of camera in 1839, who worked with Niépce for four years. His camera only needed fifteen to thirty minutes to produce a picture. Both Niécpe’s and Daguerre’s cameras made pictues on metal plates. In the same year Daguerre made his camera, an Englishman by the name of William Henry Fox Talbot made the first camera that photographed pictures on paper. The camera printed a reverse picture onto a negative and chemicals were needed to produce the photo up right. In 1861, color film came along and pictures were produced with color instead of being just black and white. James Clerk Maxwell is credited with coming up with color film, after he took the ...