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The rise and fall of eastman kodak
A new strategy for kodak
The rise and fall of eastman kodak
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Eastman Kodak 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. Later again in 1988, Eastman Kodak launched an Information Systems Department (ISD) which was responsible for development of business applications and management of small-scale computer network operations. After going through change management organization, Eastman Kodak made alliances with IBM, DEC and Business Land. The new organization consisted of three distinct organization entities: Kodak’s Corporate IS organization; Kodak’s Business Group/ Business Unit IS organizations and the Alliance organization. The strategic stand during the transformation change at the beginning was focused on downsizing its business core units by cutting employment by 10%. Cutting costs was also a priority as they moved to outsourcing of some of its business processes, especially in the IT area if it met its core function of the company or if there was value in it. ISD was responsible for management of large data centers and voice and data communications. Eastman Kodak had its own IT management department that supported services that were not outsourced. The type of culture that existed at Eastman Kodak was also transformed significantly. The major change was when part of its business processes was outsourced to other companies because employees had to adapt to whole new environment even though it was not a total change. Employees that had worked for Eastman Kodak for years are the ones that may have been affected most because they probably were used to the hierarchical type of leadership. I think organization structure is the one that must have had an impact on other elements like IT because mainly after outsourcing some of its services. It meant that whatever decision these other element make or change, they had to consider the new allied division so to make sure its strategies a... ... middle of paper ... ...asing a pc for a Kodak end user. The advice I would give Hudson concerning long-term management of Eastman Kodak’s networked IS organization is that she would want to consider automating the business processes with the Alliance organizations if they plan on outsourcing their services for over a long period of time. The benefit would be cost reduction time wise and faster service and product to customers. Some of the processes I noted are used on their websites (www.kodak.com), for example, delivering pictures to customers through email. I think, as a company grows bigger, like Eastman Kodak has, its business processes become complex, and in this case, its complexity includes outsourced services. I think Eastman Kodak can benefit from this and so can the allied partners. An example is given in the case over service deliver process in which it says, “a Kodak end user acquiring a personal computer from Business Land had to contact not only Business Land but also IBM to establish a mainframe account, and DEC to install network connections.” I think there are processes that have not been realized yet that can be supported by an automated system but can only be realized as time passes.
Studs Terkel published a nonfiction Working which consists many interviews among different people’s descriptions of their jobs. Through this book, Terkel demonstrates the meaning of work to different people and how their work experiences shape their attitudes about their lives. Among these interviewers, Maggie Holmes is a domestic while Dave Bender is a factory owner. Although their wages are different, Maggie Holmes and Dave Bender’s attitudes about their works are contradictory. People who love their works are passionate and happy about their lives and express less complain than those people who do not like their jobs.
The end of the third and final Punic War in 146 BCE, marked Rome’s successful conquest of the Mediterranean world. Although Rome’s victory expanded the Roman Empire, the victory most certainly came at a cost. The postwar political and social landscape was filled with chaos that required government response to solve. The Gracchi Reforms resulted directly from the unrest of the common people and weakening roman military power, the rise of Julius Caesar correlated with aftermath of Gracchi reforms and distrust with government, and the second triumvirate was a temporary solution to the unrest after Caesars’ assassination. These three revisions to Roman government structure also contributed to cause the fall of the Roman Republic and rise of
Another aspect of the choice is how much the princess cares about the man. If her love for him was strong enough to the point where she could allow him to live with another woman, her choice would be obvious. The problem with this is that we don’t know if she’s willing to do that. What we do know, based off the passage, is that she strongly hates the lady.
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.
In Conclusion, what Sullivan is saying that nine out of ten times we are thinking the other man’s thoughts is wrong. How could our own thoughts not belong to us, how could they be coming from someone else Although we may be thinking alike our mind comes up with its own conclusions, we do not read and copy other people’s mind thoughts throughout the day. The mind works in its own
The company has a very good information systems support in being able to make strategic and routine decisions. They research and look into every available option prior to committing to purchasing or contracting with the companies in making sure that they are able to make the best quality product at the lowest costs.
The degree to which a demand or supply curve reacts to a change in price is the curve's elasticity (Reem Heakal, 2015). Elasticity differs between products because some products could be more important to the consumer. Products that are necessities will be more insensitive to price changes since buyers would keep on purchasing these products regardless of price increases. Alternatively, a price increase of a good or service which is regarded less of a requirement will discourage more consumers because the opportunity cost of buying the product will become too high.
Per the director of research and development for Eastman Kodak Mark Schneider, says that the plan is not just to cut direct costs. When the Outsourcing Institute asked companies to name the top three reasons for going extramural, costs showed up on 64% of the lists. But improve company focus, access to world-class capabilities, and free resources for other purposes were each mentioned more than 40% of the time (Forbes.com, 2007). Often, a different objective is to minimize the time and distance between a supplier's parts bin and a retailer's cash register, dropping the amount of manufactured goods inventoried along the supply chain. Whatever the reasons, unless a company has a plan in place and a marketplace that will soak up enough output so that it can function at optimum rates and costs, the burden of proof has shifted from why outsource? To why make it here?
Ensign PC 2004, ‘A resource based view of interrelationships among organizational groups in the diversified firms’, Strategic Change, Vol. 13. pp. 125-137.
Organizational structure is one of the three key organizational assets that could contribute to the effectiveness of operations of any organization (Zheng, Yan and Mclean 2009) It is joined together by different flows of information, decision processes, hierarchy of authority, specialization and working materials. (Enz 2009; Mintzberg 1980) Furthermore, it also determines the operating workflow, control of information, decision-making in the organization and the line authority (Mintzberg 1980). The facets of the organizational structure, the relationships that exist within it, and how the business processes (Bititci et al 2011) are controlled, determine the managerial style that should be utilized in addition to the strategies the organization could implement. Going further, a company’s organizational design and the parts that constitute it are seen as a contributing factor to superior performance, which ultimately provide an organization with competitive advantage over its competitors. (Enz 2009; Zheng, Yang, and Mclean 2009)
At the beginning of XXI century leading Japanese electronics manufacturer Sony Corporation faced operational and financial stagnation. Reported losses were huge even for such a big conglomerate as Sony, net income in 1999 fell to 121.83$ billion from 179$ billion in 1998 and following decrease continued till record 16.75$ billion in 2001. Shareholders worried as the stock price was falling down even though top management made some structural changes: assets were sold, work force was reduced by 17,000. Sony had the only choice to do some reformations in structure, strategy and innovative products because it was losing the war to its competitors in the market. Therefore, “Transformation 60” was launched as a restructuring plan for further 3 years. However, issues were bigger than Sony predicted, neither of goals were achieved. Moreover, restructure planned to create divisionalized companies but instead just cut the connection inside. Planned convergence seemed to be leading to divergence while competitors were further developing power in the market. All the considered efforts to achieve 10% operational margin were ruined, while investors became impatient and pressured CEO. This dissatisfaction and fail of reformation led to resign of current CEO who was replaced by Welsh-born Howard Stringer, whose fame came from Hollywood where his restructuring plan resurrected movie market of Sony. Stringer stuck to its well-known policy of job cutting and replacement of executives along with integrating new management structure of centralized-decision making to avoid further progress of “silo” problem and reestablish lost connection between divisions. Furthermore, Stringer had to create further path for the company as it was no...
Strategic alliances is an agreement between two or more companies to work together for a certain time in order to achieve some business objectives, help each other reach new technologies or to be able to build core competencies against other competitors.
The man staring at the door, is yearning to be in the princesses arms once again. He knows he will either die in front of her or he will be forced to love another, but either way he will never have her. He hated the king and what he was making him do. In the text “The Lady or The Tiger” written by Frank R. Stockton, the story shows how one longs for something they cannot have. The meaning of the story is to show if love is more powerful than jealousy. The princess feels if she cannot have him then no one can.
Elasticity is a measure of how one variable changes in response to another. Elasticity of demand or supply is the degree of responsiveness of demand or supply respectively to changes in price. Therefore, price elasticity of demand is the percentage change in quantity demanded of a good/service divided by the percentage change in price. The price elasticity of supply is the percentage change in quantity supplied divided by the percentage change in price.
Organizations are established in specific ways to obtain different objectives, and the structure of an organization can help or restrain its advance toward accomplishing these goals. Organizations of different sized and types can achieve higher sales and other profit adequately by identifying their requirements with the structure they use to operate.