MG931-Business Strategy Assignment
Added on 2021-04-05
23 Pages6077 Words227 Views
|
|
|
Vignesh Chidambaram Shanmuganathan MSc Business and management (MBM) ( 202094774) MG931-Business Strategy No of words for Part A - 2857 No of words for Part B - 1190 Total -4047
Table of Contents INTRODUCTION............................................................................................................3ANALYSIS OF INTERNAL ENVIRONMENT.................................................................3Kodak Strategic Business Units (SBUs).................................................................................. 3Value chain analysis:.............................................................................................................. 5Strengths/Weaknesses of Kodak:............................................................................................ 7VRIO frame work:................................................................................................................. 8ANALYSIS OF EXTERNAL ENVIRONMENT................................................................9PESTLE Analysis:.................................................................................................................. 9Porter’s 5 forces:.................................................................................................................. 11CORPORATE LEVEL STRATEGY................................................................................ 13BCG MATRIX:.................................................................................................................... 13Corporate Parenting Style:................................................................................................... 13STRATEGIC CHOICES................................................................................................. 14Strategic Choice from TOWS Matrix:.................................................................................. 14Strategic choice from “TRADITIONAL ANALYSIS”.......................................................... 15STRATEGY IMPLEMENTATION................................................................................. 17Strategy implementation- Setting Objective.......................................................................... 17Strategy implementation -Specify Plans................................................................................ 17Strategy Implementation - Resource Allocation/Budget........................................................ 18Internal Resource.......................................................................................................................................18External Resource......................................................................................................................................18Strategy Implementation -Measurement/Management......................................................... 18Strategy Justification............................................................................................................ 18PART-B......................................................................................................................... 19Learnings from kodak.......................................................................................................... 19Strategy for Kodak:.............................................................................................................. 20Personal learnings about Strategy development.................................................................... 21CONCLUSION :............................................................................................................ 22
INTRODUCTION Eastman Kodak Company, under the name of Kodak, American manufacturer of film and photography materials, and supplier of facilities and goods for digital imaging. They have their head office in Rochester, New York. Kodak adopted the business model of razor and blades of selling cameras at the lower price andLarge margins were created from film, chemicals, and paper consumables. Kodak managed 90% of film sales and 85% of camera sales in the U.S. as late as 1976.The first hand held digital camera was invented and patented in 1975 by kodak. Kodak placed a new focus on digital products at the beginning of the 21st century, suffering substantial declines in the total cameras and other video photography products market. The company has been a Prime producers for experienced photographer of films, chemicals and papers. By 2005, Kodak’s key innovation was the printer dock and also film business and the film market, where Kodak was having a strong profits, decreased 18 percent(kodak,2010). With a 9.6 percent stake in 2007, Kodak was No. 4 in U.S. digital camera sales, and by 2010, it held 7 percent in seventh place behind Canon, Sony, Nikon, and others. Kodak filed for bankruptcy in January 2012 and announced soon thereafter that digital cameras and some other digital products would no longer be sold. Kodak filed for bankruptcy protection under Chapter 11 and Kodak showed the first Micro Four Thirds camera to be created in April 2013 by JK Imaging (Anon., 2020). In 2013, Kodak announced that as a media corporation focusing on company photography, it emerged from bankruptcy. Digital Printing & Industry and Graphics, Television & Advertising Films are its core market divisions. ANALYSIS OF INTERNAL ENVIRONMENTKodak Strategic Business Units (SBUs) • Consumer- Sale of consumer products such as cameras, apparel, domestic film. Kodak used the idea of Razor and Blade to boost consumer product sales, delivered cameras at a reduced price, and marketed domestic films at a very high profit. One of their finest items is domestic video. Kodak is now well known for Apparels. • Film– In the past four years, Eastman Kodak's still-film output has more than doubled. Due to the massive demand growth, Eastman Kodak more than doubled its output of
still films between 2015 and 2019. Kodak is now stable on the film industry, with kodak film products several films are made. • Advanced materials & chemicals– Kodak has been offering a platform for creativity for more than 100 years by generating new designs, and bringing them to life. By taking advantage of the experience of basic engineering, pursue chemical synthesis technologies, exploit thin-film coating technologies, they focus on validated material, and do it all in custom-made. Kodak has dedicated a separate division for the research of new technologies in film, materials and other areas • Printing Systems– Kodak focuses on the selling of a range of printing systems in the industry. In today's multimedia world, Kodak allows commercial printers, newspapers, advertisers, labelling firms and those in the printing industry improve the quality of the printed page. This service and support offered in more than 150 countries support the differentiated technology and solutions. Sale of a variety of industry printing systems. FIGURE 1: Kodak SBU’S FIGURE 1: Kodak’s Strategic business unit Kodak Strategic Business units Consumer ADVANCEMATERIALANDCHEMICALFilmPrinting System
Value chain analysis: Secondary value chain activities •Firm infrastructure :The function of a company's infrastructure is central to its success. In addition to its management, human skills, financial policies, legal and community relations, regulatory enforcement, Kodak has maintained a large infrastructure. •Human Resource management :This is also a very wide area of Kodak's value chain. Kodak is focused on hiring and developing talent and establishing an environment for learning and growth. Kodak emphasises on the inspiration and determination of employees. Furthermore the focus is on enhancing success in order to provide staff with career growth by providing attractive rewards.•Technology Development :Kodak mainly also focuses on creativity and R&D. They also invested in technology advancements. Kodak has more innovative aspects of a product of patented technologies and also fast development of new products. •Procurement :To make the entire process simpler and more effective, it integrates technology. It has maintained strong relations with its suppliers and has provided instructions that the suppliers are required to comply with. Kodak offers secure transport to ensure fast delivery and also ensures quality procurement of raw materials and spare parts. Primary value chain activities: •Inbound logistics:It is important to build strong relationships with suppliers as their support is needed to obtain, store and distribute the product. In product production methods, Eastman Kodak Company will face numerous difficulties without evaluating the in-bound logistics. In-bound logistics analysis helps an organisation to focus on every part of the change from raw materials to finished products.
•Operations:The importance of evaluating operational processes increases as raw material comes in and Kodak is ready to process the raw material into the final product and release it on the market. Such examples of operating processes are machining, processing, assembling and testing. Fixing and maintenance equipment also comes into this heading.•Outbound logistics:Outbound logistics was used in the practises that deliver the goods to the client by passing through several intermediaries. Such outbound logistics activities are inventory handling, warehousing, preparation, order selection, transport and delivery to the destination. Kodak is able to analyse and optimise outbound logistics in order to find strategic edge sources and achieve its market development objectives. ( kodak,2013)..•Marketing and Sales:The marketing and distribution practises of Kodak are sales power, product promotion, pricing, channel selection, quoting and forming relations with channel members. The organisation should use the marketing funnel approach to manage marketing and sales processes.•Service:The pre-sale and post-sale services offered by the Kodak would play an important role in building customer loyalty. Modern consumers consider post-sale services to be as important as marketing and advertising activities. The company must review its support activities in order to avoid negative brand awareness and instead use them as a means to distribute positive perceptions linked to quick, reliable and effective support services.
End of preview
Want to access all the pages? Upload your documents or become a member.
Related Documents