Concomitantly, the traditional core of the business is declining faster than the growth of the digital business, resulting in an overall decline of sales. This results the risk that an increasing amount of investors may begin to lose faith in the company's long-term sustainability. Although Perez has indicated a time line for the implementation of new developments, Guerrera indicates that, in the light of current trends, this may be too long for investors to retain their faith and investments in Kodak. Yee indicates the same thing on the basis of drops in shares during 2003, when Kodak announced a 72 per cent dividend cut and its intention to phase out film by means of its acquisition of digital companies. Investors were very skeptical of this move at such a late stage in the digital world, and doubted Kodak's ability to mitigate its tardiness in entering the market. According to Yee, however, this doubt has been proven at least partially wrong, as Kodak has been able to grow to a sufficient degree to provide sound competition to companies such as Sony and Canon in the top spot of the U.S. market share in digital cameras. Further risks relate to Kodak's newest acquisitions. In addition to being responsible for the large amount of debt accumulated, these acquisitions carry risks of their own. History appears to indicate that Kodak has integrated other companies with limited success....
Perez however has a large amount of confidence in his abilities to reform Kodak according to a business model for the digital age.
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, 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
Change management initiatives of HP, IBM, Kodak, and McDonald's Kotter's Model Although it is said that the only constant in business is change, the need for change has thwarted many potential corporate superstars of the recent past, including Hewlett Packard, IBM, Kodak, and McDonald's. Although these companies were able to deal with the changes demanded by exterior economic circumstances and internal corporate pressures with varying degrees of success, all met with roadblocks
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