A systematic study of Kodak’s annual operations and business strategies during 2000-2010revealed that Kodak management faltered in transitioning the Kodak Company from an analog business model to a digital business m...A systematic study of Kodak’s annual operations and business strategies during 2000-2010revealed that Kodak management faltered in transitioning the Kodak Company from an analog business model to a digital business model.In 2000 Kodak delivered strong performance and it appeared to be smart to be in the picture business.In 2002Kodak was the best-performing stock among companies that made up the Dow Jones Industrial Average.In 2005Kodak future looked bright.A confident Chairman and CEO Antonio M.Perez pronounced that by 2008he expected all of Kodak’s businesses to be leaders in their industry segments.In 2008Kodak remained as the most recognized and respected brands in the world but it played in the hyper competitive markets in which price and technological advances drove the market.So Kodak was unable to reap premium prices from its famous brand and it became a nonviable business due to sustained losses from continuing operations.During 2008-2012 Kodak fell from being a market leader to becoming a bankrupt Company.Using the analogy of"behind the power curve",this article shines light on Kodak’s crash to the ground,i.e.bankruptcy filing in 2012and asserts that Kodak management triggered the process of falling behind the power curve in 2000when it embraced the infoimaging strategy to extend the benefits of film.Kodak’s 2003digital business model and other strategies that followed it did not allow Kodak to become a strong competitor in the digital world.Kodak digital camera business became a lost business opportunity.展开更多
文摘A systematic study of Kodak’s annual operations and business strategies during 2000-2010revealed that Kodak management faltered in transitioning the Kodak Company from an analog business model to a digital business model.In 2000 Kodak delivered strong performance and it appeared to be smart to be in the picture business.In 2002Kodak was the best-performing stock among companies that made up the Dow Jones Industrial Average.In 2005Kodak future looked bright.A confident Chairman and CEO Antonio M.Perez pronounced that by 2008he expected all of Kodak’s businesses to be leaders in their industry segments.In 2008Kodak remained as the most recognized and respected brands in the world but it played in the hyper competitive markets in which price and technological advances drove the market.So Kodak was unable to reap premium prices from its famous brand and it became a nonviable business due to sustained losses from continuing operations.During 2008-2012 Kodak fell from being a market leader to becoming a bankrupt Company.Using the analogy of"behind the power curve",this article shines light on Kodak’s crash to the ground,i.e.bankruptcy filing in 2012and asserts that Kodak management triggered the process of falling behind the power curve in 2000when it embraced the infoimaging strategy to extend the benefits of film.Kodak’s 2003digital business model and other strategies that followed it did not allow Kodak to become a strong competitor in the digital world.Kodak digital camera business became a lost business opportunity.
