The direct cause of Kodak's failure

Question 1: What are the key nodes and reasons for Kodak's gradual decline? Kodak ignores the essence of products: presentation. When there was a better way to accomplish this task, the core management failed to seize the opportunity.

The direct cause is management dereliction of duty.

Question 2: What is the main reason for Kodak's decline in the past century? The main reason of Kodak crisis is the slow response. Kodak used to rely on film as the boss, and also relied on this Jin Gangzuan to cooperate with others, and people will still touch your light. In today's digital age, without core technology, the operation of enterprises will be in a dangerous state at any time, and everything in the past will depreciate in an instant.

Kodak has long relied on the relatively backward traditional film department, but its management style is conservative about the impact of digital technology on the traditional imaging department, satisfied with the market share and monopoly position of traditional film products, lacking forward-looking analysis of the market, failing to adjust the company's business strategic focus and department structure in time, making indecisive decisions and missing opportunities.

Question 3: Compared with the successful case of Kodak's transformation failure, the "Grains Dojo" instant noodles invested by Zhongwang Group went on the market, and the TV advertisement endorsed by Chen and the demand for "non-fried, healthier" products subverted the entire instant noodle industry. Facing the giants such as Master Kong, Uni-President and Hualong, "Grains Dojo" chose "non-frying" to cut into the market. Although this move triggered a strong collective counterattack in the industry, the "Grains Dojo" successfully attracted the attention of consumers and distributors, thus rapidly expanding the market.

In 2006, the "Grain Dojo" completed the national market layout, and its products showed a brisk sales momentum, with sales exceeding 500 million yuan that year. However, due to the high investment in advertising in the early stage and the hasty construction of the industrial base, the Grain Dojo was finally ruined due to the break of the capital chain and had to be "committed" to COFCO.

From the rapid silence of "Grains Dojo", we know that although "Grains Dojo" is often successful in positioning, media communication, investment promotion, etc., after the listing of new products, Zhongwang Group's shortcomings in sales system construction and control, channel integration and management, terminal expansion and maintenance, offline promotion, etc. are gradually exposed.

For fast-moving consumer goods such as instant noodles, channel control is more critical. After the listing of "Grains Dojo", the short-board effect of channels quickly appeared, and the regional offices and teams were hastily formed, which did not form a joint force, resulting in a large waste of marketing expenses and a serious overdraft of enterprise resources, which became one of the main reasons for the direct failure of enterprises.

If the "Grain Dojo" can run the enterprise with the idea of value chain marketing, the outcome may be different. We can extract a marketing value chain according to the core activities of "Grains Dojo": product research and development-new product investment-brand communication-channel expansion-channel maintenance-terminal management. "Gu Wu Dojo" has performed well in product research and development, new product investment and brand communication, but it has not performed well in channel expansion, channel maintenance and terminal management. This problem is more serious in the auxiliary activities of marketing value chain.

If the scale expansion is too hasty and the whole marketing value chain is not organically integrated, it will soon fall into crisis once it faces the fierce counterattack of competitors and the shortage of funds. If "Five Grains Dojo" is strengthened and promoted in weak links such as channel expansion, channel maintenance, terminal management, human resource scale and marketing expense control as soon as possible from the perspective of value chain, it will narrow the gap with industry giants, continuously consolidate its core competence and truly shape its competitive advantage.

Enterprises should take the mode as one of the core contents of the solution when making strategic transformation. Only by mastering the characteristics and essence of marketing mode can enterprises thoroughly understand the laws of marketing activities, change passive adaptation into active guidance, and thus win the initiative in market competition.

Question 4: Why did Kodak enter the China market? Kodak's basic goal in China market is to maintain its absolute superiority in professional and medical products, and strive to beat Fuji in civilian products, thus occupying the China market. In the sales channel strategy, most of Kodak's products adopt vertical marketing system, among which the most prominent feature is to adopt a shorter sales channel: set up a factory in China-regional distribution-retailers. Kodak has always wanted to set up a factory directly in China. By May 1997, Kodak successively merged Shantou Gong Yuan Film Factory and Fujian Dafu Film Factory to directly produce films in China. In this way, the film goes through a short channel from the factory to the final consumer. In terms of channel width, Kodak chooses a small number of dealers, which is characterized by specialization of dealers and different types of products are represented by different professional companies. In Guangzhou, Kodak's civil, professional, magnetic recording and medical products are represented by highly specialized companies in related industries. In the retail outlets of civilian products, it is mainly concentrated in two aspects: one is Kodak store, and the other is the photographic equipment department of department stores. Kodak has directly set up offices in many big cities in China, and the marketing department of the office has set up different product departments according to different products, which are responsible for product-related work in the area. The office has invested a lot of manpower, financial resources and material resources, and many Kodak stores are located in the prime location of a city. For example, near the World Trade Center in Guangzhou, there are Kodak stores in CITIC Building, Tianhe City and Wang Di Building in Shenzhen, which are gorgeous in appearance and give people a sense of image as a big company. Generally speaking, Kodak has effectively managed the logistics management from the factory to the final consumer, or in the whole market.

Question 5: Why do you think Kodak can become a century-old enterprise? Kodak's basic goal in China market is to maintain its absolute superiority in professional and medical products, and strive to beat Fuji in civilian products to occupy the China market. In the sales channel strategy, most of Kodak's products adopt vertical marketing system, among which the most prominent feature is to adopt a shorter sales channel: set up a factory in China-regional distribution-retailers. Kodak has always wanted to set up a factory directly in China. By May 1997, Kodak successively merged Shantou Gong Yuan Film Factory and Fujian Dafu Film Factory to directly produce films in China. In this way, the film goes through a short channel from the factory to the final consumer. In terms of channel width, Kodak chooses a small number of dealers, which is characterized by specialization of dealers and different types of products are represented by different professional companies. In Guangzhou, Kodak's civil, professional, magnetic recording and medical products are represented by highly specialized companies in related industries. In the retail outlets of civilian products, it is mainly concentrated in two aspects: one is Kodak store, and the other is the photographic equipment department of department stores. Kodak has directly set up offices in many big cities in China, and the marketing department of the office has set up different product departments according to different products, which are responsible for product-related work in the area. The office has invested a lot of manpower, financial resources and material resources, and many Kodak stores are located in the prime location of a city. For example, near the World Trade Center in Guangzhou, there are Kodak stores in CITIC Building, Tianhe City and Wang Di Building in Shenzhen, which are gorgeous in appearance and give people a sense of image as a big company. Generally speaking, Kodak has effectively managed the logistics management from the factory to the final consumer, or in the whole market.

Question 6: Kodak Crisis of Eastman Kodak Company Kodak developed digital camera technology as early as 1976 and applied digital imaging technology to the aerospace field; 199 1 year, Kodak has a digital camera with 1.3 million pixels. But by 2000, Kodak's digital products only sold for $3 billion, accounting for only 22% of its total revenue; In 2002, the digitization rate of Kodak products was only about 25%. From 2000 to 2003, the sales profit statements of Kodak's various departments all fell sharply, especially the imaging department, although the sales performance of Kodak's various departments only fluctuated slightly from 2000 to 2003. Specifically, the sales profit of Kodak's traditional imaging department dropped sharply from $65.438+0.43 billion in 2000 to $46.5438+0.8 billion in 2003, a decrease of 76.5438+0%! From the "film age" to the "digital age", the glory of the former image kingdom seems to disappear with the decline of film. There are many reasons for Kodak's crisis: First, Kodak has long relied on the relatively backward traditional film department, but it has been slow to respond to the impact of digital technology on the traditional imaging department. Secondly, the management style is conservative, satisfied with the market share and monopoly position of traditional film products, lacking forward-looking analysis of the market, failing to adjust the company's business strategic focus and departmental structure in time, making indecisive decisions and missing opportunities. The investment direction is single, and it is difficult for the ship to turn around. Due to the improper timing of the transition and switching between the real profit brought by the existing technology and the future profit brought by the new technology, Kodak invested a lot of money in the low-level simple repeated investment of the production line and equipment of the traditional film factory, which crowded out the investment in digital technology and market, increased the exit/update cost, and made the company fall into the dilemma of "it is difficult to make a mistake" and "it is difficult to turn around". According to statistics, by the end of 2002, the number of Kodak color printing shops in China had reached more than 8,000, 0/0 times that of KFC and 0/8 times that of McDonald's! These stores are becoming the burden of Kodak's strategic transformation without providing enough profits. Policymakers are obsessed with existing advantages. In the past, Kodak's management came from traditional industries. For example, Charles Valentin, the current vice president of operating system, studied chemistry, while Cohen, the general manager of American Digital Imaging System Company, studied civil engineering. At present, among the 49 senior managers, 7 are from chemistry and only 3 are from electronics. Especially in terms of market application and leading position, traditional industry leaders have neglected the sustainable development of alternative technologies, thus losing their due leadership share in the new product market. From the comparison of market share between traditional film and digital imaging products, it can be seen that Kodak's persistence in traditional film technology and products and its slow response to the impact of digital technology and digital imaging products largely determine the inevitability of Kodak's falling into a growth crisis. Short-sighted strategic alliance From the perspective of market competition, the relationship between technical competition and cooperation in Kodak's business strategy is dominated by short-term market behavior, and the strategic positioning and strategic roles of competitors and partners are vague. The competition in the technology market is fierce, the lead period of electronic technology is shortened, market segments are increased, and international competitors are increased. In the fields of digital cameras, camera phones, digital printing and digital printers, we have encountered fierce competition from big companies such as Fuji, Sony, Hewlett-Packard, Canon and Epson. Although Kodak has also established a large number of strategic alliances with its rivals, there are few strategic alliances formed in core technologies, most of which are service project alliances. The weapons of the country cannot be given to others. In fact, the management should be soberly aware that Kodak used to rely on film as the boss, and also relied on this Jin Gangzuan to cooperate with others, and others will still touch your light. In the digital age, without core technology, the operation of enterprises will be in danger at any time, and everything in the past will depreciate in an instant. Cooperation is never wishful thinking. Despite the struggle, Kodak reached this point-20 1 2,1,19, and filed for bankruptcy protection in new york according to Chapter XI of the United States Bankruptcy Law. Founded in 1880, the world's largest manufacturer and supplier of video products and related services has to face a cruel ending because it can't keep pace with the tide of the digital age. Previously, Kodak's average closing price had been lower than 1 USD for 30 consecutive trading days, which did not meet the listing requirements of NYSE. Eastman-Kodak Company 65438+, headquartered in Rochester, new york, announced at the beginning of 10 that it had received a warning from the new york Stock Exchange that if its share price could not rise in the next six months, it might be delisted. 20 1 1 year, Kodak went bankrupt several times ... >>

Question 7: Why are the early Kodak cameras loved by photographers all over the world? Because it is a classic among the classics.

Question 8: What's wrong with the battery of Kodak camera? First of all, you have to determine whether your Kodak battery is a No.5 alkaline battery or a lithium battery. Some standard Kodak No.5 alkaline batteries are disposable and non-rechargeable! What if it is a lithium battery? If the battery cannot be charged, please confirm the indicator light of the charger first, or try to replace the battery and charger directly!

Question 9: Kodak Company in China Kodak has a long history in China. As early as 1927, Kodak set up its first office in Shanghai. At present, Kodak has set up 28 offices in China and established production plants in Shanghai, Xiamen, Shantou, Wuxi and Taiwan Province. Kodak is known as the leader of China's imaging industry and a model corporate citizen of China.

Question 10: What are Kodak's development opportunities and threats? Since 1990s, the wave of transnational mergers and acquisitions has intensified. There are endless cases of mergers and acquisitions by powerful countries in developed countries. The mutual mergers and acquisitions between Daimler-Benz in Germany and Chrysler in the United States, Renault in France and Nissan in Japan, Deutsche Bank and Mobil Bank, and BP and Amoco have greatly enhanced their respective competitiveness and made them "giants" in their respective industries. The quantity and amount of M&A from developed countries to developing countries are also increasing rapidly. Especially after the Asian financial crisis, because the assets of Asian countries were seriously underestimated, some large enterprise groups in Europe and America invested heavily in mergers and acquisitions of Asian enterprises. The trend of economic globalization makes it inevitable for multinational companies to establish production systems around the world, make full use of resources and maximize profits. Multinational M&A enables foreign enterprises to make use of the original production capacity and sales channels of the host country enterprises and generally enjoy the preferential policies given by the host country. At the same time, mastering the core technology in multinational companies can reduce the national resistance compared with direct commodity export, so it is favored by multinational companies. With the gradual deepening of the shareholding system reform of state-owned enterprises in China and the approach of China's entry into WTO, China will be more and more deeply involved in this wave of transnational mergers and acquisitions. China is rich in natural resources, cheap labor at all levels, and more importantly, China has a huge realistic and potential consumer market. Merger and acquisition of domestic enterprises in China can not only reduce competitors, but also enable multinational companies to enter the China market more quickly and effectively. It can be predicted that in the near future, multinational companies will also conduct large-scale mergers and acquisitions of domestic enterprises. However, compared with multinational companies, China enterprises are weak and cannot compete with them in terms of capital and technology. The reform of state-owned enterprises is difficult due to problems such as property rights and funds. In order to avoid being eliminated in the fierce competition in the future, China enterprises also hope to develop and grow with the help of foreign capital, which forms the basis of mergers and acquisitions. Advantages and disadvantages 1. Advantages 1. It can provide a new source of funds for the technological transformation of state-owned enterprises. The long-term planned economic system has caused insufficient accumulation of state-owned enterprises and insufficient funds for technological transformation, which has limited the ability of enterprises to expand reproduction. Lack of capital accumulation of technological transformation will inevitably lead to the lack of stamina for the development of enterprises, and once they compete, they will face difficulties. State-owned enterprises should change their mechanism and get out of the predicament by deepening reform, increasing investment in technological transformation and reducing debt and social burden. All three measures need capital investment. At present, the main sources of enterprise funds are: first, bank loans, second, self-raised funds by enterprises, and third, the use of foreign capital. Due to the increasing debts of enterprises and insufficient repayment ability, it is increasingly difficult to borrow money; The economic benefits of enterprises are getting worse and worse, and they have no ability to accumulate. Therefore, the direct use of foreign capital has become an important channel for state-owned enterprises to raise funds. Direct use of foreign capital to graft and transform old enterprises has played an important role in making up for the funding gap of industrial technological transformation. In the increasingly fierce market competition, enterprises need to constantly upgrade their technology. Without continuous investment in technological transformation, even if the current economic benefits of enterprises are relatively good, it will be difficult to maintain in the long-term competition. It is against this background that a number of home appliance enterprises, electronic communication enterprises and some machinery enterprises in Tianjin have established joint ventures with foreign investors. After the joint venture, these enterprises not only improved their market competitiveness, but also enhanced their development potential. It can promote technological progress and industrial upgrading. Undeniably, most of the technologies introduced to China by multinational companies in recent years are not the most advanced, and some of them are even mature technologies that are already in recession. Nevertheless, most technologies are still higher than the domestic level. Cross-border mergers and acquisitions can promote the technological progress of domestic enterprises, and promote the technological upgrading of domestic enterprises in the same industry through technology spillover and diffusion. Shanghai Bell Telephone Equipment Co., Ltd., which is controlled by China, has become the largest program-controlled switch manufacturer in the world. In the elevator industry, China has established four joint ventures with Schindler, Otis, Mitsubishi and Hitachi in Beijing, Tianjin and Guangzhou respectively. In the past ten years, the elevator industry in China has made 30 years of technological progress, and its industrial scale and output have increased by several hundred times. While the four joint venture elevator enterprises are developing rapidly, more than 100 small elevator enterprises are still developing, and only a few advanced elevators need to be imported. 3. It can promote the transformation mechanism of state-owned enterprises. Under the traditional planning system, the property rights of state-owned enterprises are not clear, and the investors are not clear. In the past ten years, state-owned enterprises have been constantly reforming, but the relationship between owners and operators, the relationship between enterprise benefits and employment, and the relationship between key enterprises and social welfare organizations undertaken by them. & gt