The direct cause was still management failure.
Question 2: The fall of the century Kodak is mainly caused by what factors The main reason for the Kodak crisis is the slow response. Kodak in the past when the boss is relying on film, and cooperation with others is also relying on this diamond child, people will dip your light. And now the digital age, no core technology, business operations will always be in a dangerous state, everything in the past will be devalued in an instant.
Kodak's long-term reliance on relatively backward traditional film sector, and for the impact of digital technology to give the traditional imaging sector, the management style is conservative, satisfied with the traditional film products market share and monopoly position, the lack of forward-looking analysis of the market, did not adjust the company's business strategy focus and departmental structure in a timely manner, the decision-making hesitation, missed opportunities
Problem three: Compared to Successful cases of transformation failure with Kodak Case 1 Zhongwang Group invested in "Wugu Dojo" instant noodles listed, with Chen Baoguo endorsement of the TV ads and a "non-fried, healthier" product appeal subverted the entire instant noodle industry. In the face of Master Kong, unified, Hualong and other giants, "Wugu Daochang" chose to "non-fried" to cut the market. Although this move in the industry triggered a strong collective counterattack, but the "Five Grains Road" has successfully used this to attract consumers and dealers eyeballs, and thus quickly realize the market expansion.
In 2006, "Five Grains Road" to complete the national market layout, the product showed a strong sales momentum, sales of more than 500 million yuan that year. However, due to the high investment in advertising, coupled with the construction of the industrial base on the adventurous, five grain dojo eventually because of the capital chain breakage and folded, had to "entrust" in the COFCO Group.
From the "Five Grains Road" rapid silence, we understand: although the "Five Grains Road" in the positioning, media communication, investment and other aspects of the performance of the often successful, but after the new listing, Zhongwang Group in the construction and control of the sales system, channel integration and management, terminal development and maintenance, line of business. The shortcomings of Zhongwang Group in sales system construction and control, channel integration and management, terminal expansion and maintenance, and offline promotions are gradually exposed.
For fast-moving consumer goods like instant noodles, channel control is more critical, and after the listing of "Wugu Dojo", the short-board effect of the channel was rapidly revealed, and the regional offices and teams were all set up in haste without forming synergy, which resulted in a large amount of wastage of marketing expenses and a serious overdraft of corporate resources, and became the main factor directly leading to the failure of the enterprise.
These are the main reasons for the failure of the company.
If Wugu Daochang could use the value chain marketing idea to run the enterprise, the ending might be different. We can extract a marketing value chain according to the core activities of the "Five Valleys Dojo": product development - new product investment - brand communication - channel expansion - channel maintenance -Terminal management. "Wugu dojo" in the product development, new investment and brand dissemination of these three links excellent performance, but its channel expansion, channel maintenance and terminal management on the poor performance; in the marketing value chain of the auxiliary activities is more serious,
such as in the scale of the expansion of the overly hasty, which resulted in the entire marketing value chain The whole marketing value chain can not be organically integrated before and after, once faced with the fierce counterattacks of competitors and shortage of funds, will soon fall into crisis. If "Wugu Dojo" from the perspective of the value chain, as early as possible in the channel expansion, channel maintenance, terminal management, human resources scale, marketing cost control and other weak links to strengthen and enhance, narrow the gap with industry giants, and constantly consolidate the core competencies, in order to truly shape their own competitive advantage.
Enterprises in the strategic transformation, the model should be one of the core content of the solution, only mastered the characteristics and nature of the marketing model, the enterprise may thoroughly understand the law of marketing activities, from passive adaptation to active leadership, so as to win the first opportunity in the market competition.
Question 4: Kodak is due to what kind of reasons and must enter the Chinese market? Kodak's basic goal in the Chinese market, is to maintain its professional, medical products on the absolute advantage, and strive to beat Fuji in civilian products, in order to achieve the occupation of the Chinese market. In the sales channel strategy, Kodak in most products on the use of vertical marketing system, which is characterized by the more prominent use of shorter sales channels: China factory - regional distribution - retailers. Kodak has always wanted to set up factories in China directly, to May 1997, Kodak has been merged Shantou Yuan film factory and Fujian Fuda film factory, so as to produce film directly in China. In this way, the film from the factory to reach the final consumer, through the channel is very short. In the channel width, Kodak chose not a large number of dealers, which is characterized by the specialization of dealers, different types of products by different professional company agents. In Guangzhou, Kodak's civil, professional, magnetic recording and medical products by the relevant industry specialization of the company's agent. In the civilian products retail outlets, it is mainly concentrated in two areas: a Kodak store, a department store photographic equipment department. Kodak in many major cities in China directly set up offices, offices of the marketing department according to different products to set up different product departments, responsible for the product-related work in the city. Offices and invested a lot of human, financial and material resources, Kodak many stores are located in a prime location in the city. For example, Guangzhou, near the World Trade Center, CITIC Tower, Tianhe City, Shenzhen's Diwang Building, there are Kodak stores, the appearance of gorgeous, giving a sense of the image of a large company. In general, from the factory to the final consumer, or in the whole market logistics management, Kodak has carried out effective management.
Question 5: Do you think Kodak can become a hundred years of enterprise reasons Kodak's basic goal in the Chinese market, is to maintain its professional, medical products on the absolute advantage, and strive to beat Fuji in civilian products, in order to achieve the occupation of the Chinese market. In the sales channel strategy, Kodak in most products on the use of vertical marketing system, which is characterized by the more prominent use of shorter sales channels: China factory - regional distribution - retailers. Kodak has always wanted to set up factories in China directly, to May 1997, Kodak has been merged Shantou Yuan film factory and Fujian Fuda film factory, so as to produce film directly in China. In this way, the film from the factory to reach the final consumer, through the channel is very short. In the channel width, Kodak chose not a large number of dealers, which is characterized by the specialization of dealers, different types of products by different professional company agents. In Guangzhou, Kodak's civil, professional, magnetic recording and medical products by the relevant industry specialization of the company's agent. In the civilian products retail outlets, it is mainly concentrated in two areas: a Kodak store, a department store photographic equipment department. Kodak in many major cities in China directly set up offices, offices of the marketing department according to different products set up a different product department, responsible for the product-related work in the city. Office and invested a lot of manpower, financial resources, material resources, Kodak many stores are located in a prime location in the city. For example, Guangzhou, near the World Trade Center, CITIC Tower, Tianhe City, Shenzhen's Diwang Building, there are Kodak stores, the appearance of gorgeous, giving a sense of the image of a large company. In general, from the factory to the final consumer, or in the whole market logistics management, Kodak has carried out effective management.
Issue 6: The Kodak Crisis at Eastman Kodak Company Kodak developed digital camera technology as early as 1976 and used digital imaging technology in aerospace; in 1991 Kodak had a 1.3 megapixel digital camera. But by 2000, Kodak's digital products were only sold to $3 billion, accounting for only 22% of its total revenue; Kodak's product digitization rate was only about 25% in 2002, and the 2000-2003 Kodak Sales Profit Report by Division, although Kodak's sales performance by division from 2000-2003 was only slightly fluctuating, the decline in sales profits But it is very obvious, especially the imaging department showed a sharp decline. Specifically manifested in: Kodak's traditional imaging division of sales profits from $ 14.3 billion in 2000, fell sharply to $ 4.18 billion in 2003, a decline of 71%! In the photo from the "film era" into the "digital era", the former glory of the image kingdom also seems to be out of favor with the film, and no longer exist. Kodak crisis caused by various reasons: first, Kodak's long-term reliance on the relatively backward traditional film sector, and for the impact of digital technology to the traditional imaging sector, the response is slow. Secondly, the management style is conservative, satisfied with the traditional film products market share and monopoly position, lack of forward-looking analysis of the market, did not adjust the company's business strategy focus and departmental structure, decision-making hesitation, missed opportunities. A single investment direction makes it difficult to turn around due to the improper grasp of the transition and switching timing between the real profits brought by existing technologies and the future profits brought by new technologies, resulting in a large amount of Kodak's capital being used for simple and repetitive investments in the production lines of its traditional film factories and the equipment of its print stores at a low level, which crowds out the investments in digital technologies and markets and increases the exit/renewal costs, leaving the company trapped in a situation where it is difficult to correct mistakes. The company was in a dilemma of "difficult to correct mistakes" and "difficult to turn around". According to statistics, by the end of 2002, the number of Kodak Color Printing stores in China reached more than 8,000, which is 10 times that of KFC and 18 times that of McDonald's! These stores were becoming an albatross for Kodak's strategic transformation when they could not provide sufficient profits. Decision-makers obsessed with established advantages in the past Kodak's management are traditional industry background, for example: the current vice president of operations systems Charles Barrentine is studying chemistry, digital imaging systems, general manager of the United States, Cohen is studying civil engineering and so on. Of the 49 current top executives, seven came from chemistry and only three from electronics. Particularly in terms of market adoption and maintaining leadership, traditional industry leaders have neglected the continued development of alternative technologies, thereby losing their rightful share of leadership in new product markets. From the comparison of market share of traditional film and digital imaging products, it can be seen that Kodak's attachment to traditional film technology and products, as well as the slow response to the impact of digital technology and digital imaging products, which largely determines the inevitability of Kodak's fall into a growth crisis. Short-sighted strategic alliances From the perspective of market competition, the relationship between technological competition and cooperation in Kodak's business strategy has been shaped by short-term market behavior, and the strategic positioning and strategic roles of competitors and collaborators have been blurred. Intense competition in the technology market, the shortening of the leading cycle of electronic technology, the increase in the number of entries into niche market areas, the increase in international-level competitors, in the field of digital cameras, camera-ready cell phones, digital printing, digital printers encountered in the field of, for example: Fuji, Sony, Hewlett-Packard, Canon, Epson, and other large companies in the fierce competition. Although Kodak has also established a large number of strategic alliances with its rivals, but the formation of strategic alliances on the core technology is very little, most of the service program of the alliance. The country's best tools, can not be ceded to others. Management in fact should be sober enough to realize: Kodak in the past when the boss is relying on film, and cooperation with others is also relying on this diamond, people will also dip your light. Digital age, no core technology, business operations will always be in a dangerous state, the past everything will be devalued in an instant. Cooperation is never wishful thinking. Despite the struggle, Kodak has come to this point - January 19, 2012 in New York under the United States Bankruptcy Code, Chapter 11 filed for bankruptcy protection. Founded in 1880, the world's largest producer and supplier of imaging products and related services, in the tide of the digital age due to the inability to keep pace, and had to face a cruel end. This comes after Kodak's average closing price has been below $1 for 30 consecutive trading days, failing to meet NYSE listing requirements. Rochester, N.Y.-based Eastman Kodak Co. announced in early January that the company had received a warning from the New York Stock Exchange that it could be delisted if its stock price could not rise over the next six months.In 2011, Kodak was rumored to be in bankruptcy several times ...... >>
Question 7: Why were early Kodak cameras loved by photography enthusiasts around the world? Because it's a classic
Question 8: What happened to the Kodak camera's batteries that couldn't be charged? First of all, you first determine your Kodak battery is 5 alkaline batteries or lithium batteries, there are some standard Kodak 5 alkaline batteries are disposable, non-rechargeable! If it is a lithium battery? Can not charge, first confirm the charger indicator, or directly replace the battery and charger to try!
Question 9: Kodak's Kodak in China Kodak has a long history in China. As early as 1927, Kodak set up its first office in Shanghai. Today, Kodak has 28 offices in China and manufacturing facilities in Shanghai, Xiamen, Shantou, Wuxi and Taiwan. Kodak is recognized as a leader in China's imaging industry and an exemplary Chinese corporate citizen.
Question 10: What are the opportunities and threats to Kodak's growth? Since the 1990s, the wave of cross-border mergers and acquisitions has intensified. Developed countries to join forces for mergers and reorganization cases are endless, Germany Daimler-Benz and the United States Chrysler, France, Renault and Japan's Nissan, Deutsche Bank and Mobil Bank, bp and Amoco, these large groups of mutual mergers and acquisitions, and greatly enhanced their respective competitive strength, so that they have become their respective industries in the "giant". Giant" in their respective industries. The number and amount of mergers and acquisitions of developed country enterprises to developing country enterprises is also increasing rapidly, especially after the Asian financial crisis, due to the general serious undervaluation of the assets of Asian countries, Europe and the United States a number of large enterprise groups have to spend huge sums of money on mergers and acquisitions of enterprises in Asia. The trend of economic globalization makes transnational corporations in the world to establish production systems, maximize the rational use of resources, profit maximization has become inevitable. Cross-border mergers and acquisitions can make foreign enterprises to use the host country's original production capacity and sales channels, generally can enjoy the preferential policies given by the host country, at the same time the core technology mastered in the multinational corporations, compared with the direct export of commodities can reduce the national resistance, and thus favored by multinational corporations. With the gradual deepening of China's state-owned enterprises shareholding system transformation and China's accession to the World Trade Organization is approaching, China will be more and more y involved in the wave of cross-border mergers and acquisitions. China has rich natural resources, cheap labor at all levels, and more importantly, China has a huge consumer market, both real and potential. Mergers and acquisitions of Chinese domestic enterprises can not only reduce competitors, but also enable multinational companies to enter the Chinese market more quickly and effectively. It is foreseeable that in the near future, M&A of domestic enterprises by multinational corporations will be carried out on a large scale. Chinese enterprises are weak compared to multinational companies, both in terms of capital and technology can not compete with them, the reform of state-owned enterprises due to property rights, capital and other issues are struggling. In order to avoid elimination in the fierce competition in the future, Chinese enterprises also hope to develop and grow with the help of foreign capital, which forms the basis of mergers and acquisitions. Advantages and disadvantages I. Favorable aspects 1. It can provide a new source of capital for the technological transformation of state-owned enterprises. Long-term planned economy system, resulting in the state-owned enterprises own accumulation is insufficient, the lack of funds needed for technological transformation, limiting the ability of enterprises to expand reproduction. Lack of technical transformation of the capital required to accumulate will inevitably lead to the lack of enterprise development, a competition that is facing difficulties. State-owned enterprises to transform the mechanism, out of the predicament, one by deepening the reform, the second by increasing investment in technological transformation, the third by reducing debt and social burden. These three measures require capital investment. Currently the main source of enterprise funds: a bank loan, the second is the enterprise self-financing, the third is the use of foreign capital. Because of the increasing indebtedness of enterprises, the repayment ability is insufficient, loans are becoming more and more difficult; the economic performance of enterprises continues to deteriorate, there is no ability to accumulate. Therefore, the direct use of foreign capital has become an important channel for state-owned enterprises to raise funds. The direct utilization of foreign capital grafted on the transformation of old enterprises has played an important role in making up for the capital gap of industrial technological reform. In the increasingly fierce market competition, enterprises need to continue to upgrade technology, if there is no sustained investment in technological transformation, even if the enterprise's current economic efficiency is relatively good, in the long-term competition will be difficult to maintain. A number of home appliance enterprises, electronic communication industry enterprises and some machinery industry enterprises in Tianjin are in this context with foreign joint ventures. These enterprises after the joint venture, not only improve the market competitiveness, but also enhance the development of energy. 2. can promote technological progress and industrial upgrading. It is undeniable that the vast majority of technologies introduced into China by multinational corporations in recent years are not their most advanced, and some of them are even mature technologies that have already been in decline; nevertheless, the vast majority of them are still higher than the domestic level. Cross-border mergers and acquisitions can promote the technological progress of domestic enterprises, and through technological spillover and diffusion and other ways to drive the technological upgrading of domestic enterprises in the same industry. Shanghai Bell Telephone Equipment Company, which is controlled by a Chinese party, has become the world's largest producer of program-controlled exchanges. In the elevator industry, Chinese enterprises have successively established four joint ventures with Swiss Xunda, American Otis, Japanese Mitsubishi and Hitachi in Beijing, Tianjin and Guangzhou respectively. In ten years, China's elevator industry has advanced technologically for 30 years, and the industrial scale and output have increased by hundreds of times. While the four joint venture elevator enterprises are developing rapidly, there are more than 100 small elevator enterprises are still developing, and only a small part of high-level elevators need to be imported.3. It can prompt the state-owned enterprises to change the mechanismTraditionally, under the planned system, the property right relationship of the state-owned enterprises is not clear, and the main body of investment is not clear. In the past decade, state-owned enterprises have been reformed, but the relationship between owners and operators, between enterprise efficiency and employment, and between backbone enterprises and their burden of social welfare groups ...... >>