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The first of five key objectives for Eastman Kodak that encompasses the operational, financial, human resource aspects of the business is to utilize the Cloud and elastic computing to provision its own resources. Many of the physical locations that this company operates can use elastic computing and any variety of software, platforms, and infrastructure provided as a service to reduce critical operations and maintenance costs. Instead of having all of these resources in an on-premise physical environment, the company can reduce expenses by paying for these resources on demand with computer resources that are available as such (Harper, 2014). The second objective for Kodak Eastman would be to issue as many of its products and services as possible via the cloud. In this sense, the company could actually become a cloud service provider that can issue many of the critical requirements for printing, digital photographs, and the other aspects of its business in the flexible format of the cloud. These two objectives play an integral role in the success of the company within the Cloud service industry because the latter establishes it as a cloud provider, whereas the former reaps the benefits of cloud computing.
The third objective is to utilize cognitive computing for the purpose of analytics. Doing so can greatly increase the company's penchant for marketing in a streamlined, predictive way so that it can reduce traditional marketing expenses -- which are arduous. This objective improves Kodak's success in the Cloud industry because it illustrates how best to attract and retain new customers. The fourth objective is to continue to reduce Kodak's number of employees and operating facilities. Quite simply, it is advantageous to have as few employees as possible and as less physical facilities as possible when operating in the Cloud service industry. The final objective for Kodak is to focus on delivering its products and services to a mobile audience and the variety of mobile options available to consumers today. This is an integral aspect of operating within the cloud service industry, since one of the advantages of the cloud is the ubiquity of access it provisions and which mobile technologies can successfully exploit.
As indicated in "The rise and fall of Eastman Kodak: Will it survive beyond 2012," the traditional approach to horizontal and vertical strategy of Kodak Eastman has been largely based on reacting to market factors. Reacting to these factors instead of influencing them will lead to the business cycle of "creative destruction" (Silverman, 2015), and which was responsible for the decimation of Kodak's film business with the advent of digital technologies and imaging. Ever since the company saw the rapid decline of its traditional film business that encompassed both cameras and paper required to print via this medium, Kodak's corporate level strategies have been largely reactionary. On a basic level, some of this was necessary -- such as its entrance into the digital imaging business as typified by cameras and imaging options of digital cameras and those found on any number of handheld devices such as smartphones. However, most of this strategy was formulated under the auspices of the company's various leaders, who in turned relied on their experience and the analyses of various market factors. Although experience has value in strategic decision making a lot of its impact is based on intuition; most of its analyses were based on historic data so that the company was continually reacting to trends and market forces that had already taken place.
The company can change this fact by adopting a more data centric approach to all of its business and operational imperatives, and by utilizing data-driven approaches to fuel a new corporate level strategy. Specifically, such a strategy should incorporate real-time and future analyses of events to shape the various factors of the vertical industry (and its horizontal applications) of which Kodak is a part. From the top of the organization on down to its various departments and employees, Kodak must verify its business objectives with approved advanced analyses based on all factors -- historic, real-time and future data (based on prescriptive and predictive analytics), internal data, and external data including discernable competitor data and any multitude of data that affects the processes of its varying business units and their goals (Harper, 2014). Utilizing such a data driven approach should inevitably keep the company in business because it will enable it to anticipate and create trends, instead of responding latently to them and attempting to 'catch up'.
The first way that pursuing a multi-business model based on diversification can increase profitability for Kodak is by providing a range of sources of revenue. The incorporation of several...
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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