Abstract
This paper considers Kodak's competitive strategy at the functional level. It examines the company's growth-through-acquisition model. The author also discusses Kodak's three product lines, and its elimination of unprofitable long term products. The paper evaluates the company's competitive position.

From the Paper
"In the last several years Kodak has adopted a growth-through-acquisition strategy at the same time that it has divested itself from products that do no ..."

Tags:eastman kodak, kodak, competitive advantage

Abstract
The paper discusses how over the past decade, Eastman Kodak has made the transition from providing analog cameras and traditional photographic accessories to becoming, in every sense of the word, a digital company. The paper asserts that in doing so, Kodak has done an admirable job of managing its environment, as well as mitigating risk and executing on select opportunities. However, the paper reveals that based on both a Five Forces analysis and macro analysis, the environment is not friendly to Kodak. The paper explains that as a consequence, the company will not succeed (with success defined as at least maintaining its early 2000s revenues) in the long term.

From the Paper
"Over the past decade, Eastman Kodak has made the transition from providing of analog cameras and traditional photographic accessories to becoming, in every sense of the word, a digital company. In doing so, Kodak has done an admirable job of managing its micro environment, as well as mitigating risk and executing on select opportunities. However, based on both a Five Forces analysis and macro analysis, the macro environment is not friendly to Kodak. As a consequence, the company will not succeed (with success defined as at least maintaining its early 2000s revenues) in the long term unless it takes radical steps to shake up the macro environment in its..."

Tags:eastman, kodak, market

Abstract
The paper relates the change of photography from paper film to digital processing. Specifically dealing with this subject, the paper relates Kodak's marketing strategy in view of the modernization of picture taking and discusses the risks and opportunities afforded to Kodak.

Outline:
Key Concerns Regarding Kodak's Strategy and Market Structure Changes
Strengths and Weaknesses
Opportunities and Threats
Maintaining a Growth Strategy
Marketing Recommendations

From the Paper
"Secondly, a strength could be also considered Kodak's favorable corporate image (and implicitly a significant brand equity) that results from the values which are said to lead the staff's behaviors ("respect for the dignity of the individual, integrity, trust, credibility, continuous improvement and personal renewal, recognition and celebration"), a transparent management which allows shareholders to have a realistic and up-to-date image of the operations performed, strong Human Resources policies and commitment to the community (http://www.kodak.com/global/en/corp/historyOfKodak/qualityAndEthics.jhtml?pq-path=2217/2687/2694).
Thirdly, the company is renown for its permanent research and development process which is accountable for the numerous and important breakthroughs released on the market. Fourthly, an essential strength is the know how that the company receives due to its external alliances with universities, government laboratories and companies which are considered to be promising in terms of contributing to info imaging breakthroughs (http://www.kodak.com/US/en/corp/kea/index.jhtml?pq-path=2217/9240).
"Unlike strengths, weaknesses seem to be far less numerous. Yet, one could mention the high cost of raw materials which impact prices and implicitly demand (http://www.dpreview.com/news/0009/00092602kodakshares.asp), the huge sums of money claimed by research and development activities and the reputation for being one of the "worst corporate polluters in USA" (http://en.wikipedia.org/wiki/Kodak) which has been somehow softened due to the environmental policies implemented during the last few years."

Tags:camera, Kodak, digital

Abstract
This paper provides a segmentation, targeting, and positioning study for the Kodak EasyShare camera line, including a review of the literature and an emphasis on two internal factors that can impact consumer purchasing for the product: motivation and learning. An explanation of how the concepts in the literature can be applied to Kodak's marketing for the EasyShare series is detailed, followed by recommendations on how the information can be put to use in Kodak's marketing.

From the Paper
"One of today's hottest new markets is the digital camera market. A myriad of digital cameras with varying specifications have flooded the market making it difficult for consumers to choose. Kodak EasyShare camera..."

Tags:Kodak EasyShare, digital camera, camera dock, printer dock, marketing, target market, motivation, learning, internal factors, segmentation, positioning, literature review, recommendations, scrapbooking

Abstract
This paper explores Kodak's transition from consumer film business to the digital-oriented growth in wake of changes in the market and the need to diverse and compete effectively in a booming market. The analysis focuses on the transition and how sales and revenue was affected by the decision to transition to the digital-oriented industry and whether, irrespective of the losses, the decision to change from the 'cash-cow' of consumer film to a new revenue stream that would require investment and research and development to help Kodak be a market leader in a new industry was a good decision.

Tags:kodak, strategic, development

Abstract
This paper examines Kodak Corporation and the struggle that it has undertaken over the last four years to transform the business from one that focused primarily on what has been referred to as its traditional film business, to one that is focused on digital imaging. Specifically, the paper examines Porter's five forces as a model for industry analysis and examines how Kodak has been affected by factors and forces including: supply of power for the substitute, degree of rivalry, fire power, and barriers to entry.

From the Paper
"According to information contained in the Eastman Kodak Company K annual report filed with the U.S. Securities and Exchange Commission and published online by the SEC in the ...s, the Eastman Kodak Company (Kodak) yielded to changes in demand that threatened to make its signature film products all but obsolete. Kodak made a strategic decision to move away from its traditional film business and toward digital products. Since then, Kodak has become the U.S. leader in digital camera sales. Unfortunately, revenues from its traditional businesses, including film..."

Tags:Porter's Five Forces, Strategic Management, External Management, Kodak, Supplier Power, Threats of Substitutes, Degree of Rivalry, Buyer Power, Barriers to Entry, Polaroid, the Film Business, Hewlett-Packard, Xerox Corporation

Abstract
This is a case study of Kodak, examining its entry into the digital imaging business and the company's major change in strategy. The paper looks at how successful it has been and factors for its success.

From the Paper
"Kodak yielded to changes in demand that threatened to make its signature products outdated. The company made a strategic decision to move away from traditional film and toward digital products. The company characterized this decision as a historic shift and this decision was not without its critics. Many people wondered if Kodak could compete effectively with companies including Hewlett-Packard Canon and Epson who were firmly entrenched in the market niches that Kodak was interested in moving into. Kodak announced that it ..."

Tags:Kodak, competition, strategy, digital, success, polaroid

Abstract
This paper is an analysis of Kodak's external environment, including a Porter's Five Forces analysis, an examination of threats and opportunities, and recommendations.

From the Paper
"Eastman Kodak has been struggling for years to overcome its shrinking film business and its foray into the printing field may just be the right move. In the past, Kodak focused on selling printers that were as inexpensive as possible and then making up the deficit by selling ink at a premium. (Wildstrom) Now, however, it has developed a moderately priced line of printers-the ... and EasyShare printers-for which the ink is reasonably priced. The question is how has Kodak managed its environment in terms..."

Tags:Kodak, external environment analysis, threats, opportunities, Porter's Five Forces, recommendations

Abstract
This paper analyzes the external forces that led to Eastman Kodak's shift in interest to digital imaging and printing in order to cope with the technological advances of competitors and new rivals. Under the leadership of Antonio Perez, current CEO of Kodak, and formerly of HP, Kodak decided to enter the inkjet business. The writer evaluates Kodak's new move using the Five Forces Model developed by Porter to analyze the industry any given company is competing in, and to develop business strategy. The writer also provides a SWOT analysis and concludes with a brief summary of the results of Kodak's strategy. This paper includes a figure and a table.

Outline:
Executive Summary
Introduction
Analysis
The Five Forces Porter Model
The Intensity of Competitive Rivalry
The Threat of Substitute Products
The Threat of New Competitors' Entrance
The Bargaining Power of Customers
The Bargaining Power of Suppliers
SWOT Analysis
Kodak's Strengths
Kodak's Weaknesses
Kodak's Opportunities
Kodak's Threats
Conclusion

From the Paper
"When many suppliers exist in one market and there is only one buyer, the bargaining power of buyers, i.e. customers, is very strong. The buyer in this case sets the price, at least theoretically. This state is called by economists a "monopsony", but in reality there are very few monopsonies. In the inkjet printer business, it is very close to a monopsony where there are many suppliers who compete vigorously to satisfy its customers. Kodak's current plan is very competitive in terms of price, especially the price of supplies, which will give it an advantage over other competitors."

Tags:printer, profit, photo, performance, consumer, brand, high-tech, substitute, film, earnings

Abstract
The paper discusses how Kodak is threatened with either immediate and rapid diversification or losses as great as those seen in outdated technology industries. The paper looks at how Kodak is showing signs that it has answered the consumer's call to change successfully through expanding digital offerings and services. The paper relates that Kodak has attempted to retain customer brand exclusivity by offering digital development kiosks in stores. The paper examines Kodak's potential market for digital photo print paper and concludes that Kodak will answer the new call of competition and keep their doors open for a long time to come.

From the Paper
"Kodak is answering consumer demands and therefore managing to transition through this monumental change by quickly utilizing name recognition to sell rapidly produced digital products, digital photo print paper, digital photo printers and printing systems, offering Kiosk printing for digital prints in stores as well as developing digital cameras and rapidly moving them to market. Lastly, the kinds of money making enterprises that have worked for Kodak in the past and will continue to be specialized, like medical imaging, will be upgraded to digital technologies and continue to help Kodak keep going, despite the changes in the market. ("Kodak Phils. Pulls Up," 2006, p. NA)"

Tags:cameras, print, paper, customer, brand, loyalty