¶ … Eastman Kodak Company (hereafter known as Kodak) has not achieved a maximum penetration of the college student market. In terms of current initiatives, Kodak sponsors the Student Filmmaker Program. The program provides project grants, educational allowance programs, scholarships, and support services. Kodak's Cannes Program offers an opportunity for students to extend the Cannes International Film Festival (Kodak). While these initiatives have increased the exposure of Kodak within the student population of budding cinematographers, they have done less to introduce Kodak to the larger student population.
Consideration of the unique characteristics of the college marketplace will be essential to the success of this marketing plan. Specifically, the age demographic that is almost exclusively 18-24 years of age is an important consideration, as is the powerful spending power of this demographic (CampusParty).
Marketing Goals and Objectives
The overarching goal of this marketing plan is to expose the student campus population to Kodak's delivery of photography services. As such, this marketing plan is aimed at using a variety of direct marketing techniques, including direct promotions and one-to-one marketing, in order to reach this unique marketplace.
Marketing Strategy
The marketing strategy undertaken here will address the unique characteristics...
Kodak and Fujifilm The history and core business of Kodak and Fujifilm Kodak and Fujifilm have been the most popular companies in the history of U.S. And world photography industry. Little is known about the history and the existing rivalry between the two companies over the years. Both companies have intriguing historical backgrounds; how they began and how they continue to grow and challenge one another in the industry. Fujifilm was set
It is common sense for a company to lower their costs when they are aware of the upcoming losses from the market. Unfortunately, Kodak was slow to realize that where Fujifilm adapted to it quite quickly, After many power changes, the eventual leader Shigetaka Komori put the company on the right path. The restructuring and the remodeling plan that he started, he basically went onto lay off people and cut down
Kodak's Digital Strategy It is very notable to mention how Kodak experienced a downfall with the emergence of digital imaging. Kodak's stock fell from about 80 USD to 3 USD within a period of less than ten years. The number of employees also declined. In 1988, the company employed about 140,000 employees but currently it has employees of not more than 20,000. This was as an unavoidable challenge and Kodak used
The company finds itself having to try to attract talented people, but without the cash or desirable location (sorry, Rochester) to attract the best talent. Further, there is perpetual uncertainty about the future of the company. Thus, reinventing itself as an innovator has proven to be a much greater challenge for Kodak than it has been for Fujifilm. Part of the problem was the conservative culture at Kodak, and
Kodak, long dominant in the photography business, has struggled with the transition to digital technology. Beginning in the 1980s, the company saw a number of strategic shifts. The company is now faced with four potential paths ahead, each one representing a different strategic view of the company and the industry. This paper will first present some historical context to Kodak's current situation, and then discuss the different strategic options in
" (Tully, 2004 p. 61) Though die hard print photography lovers, mostly professional photographers who do much of their own developing, may complain about the rapid advances of digital technology, as they are still set in the abilities of the print film technology to do things digital cannot yet the decision made in 2004 proved wise. There may be a time in the future when some of these changes can
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