PHASE 3 – STRATEGIC PROPOSAL

VIVIANA MARCELA PEREZ

LEONARD JOSE NAVAS
LILIBETH GUERRA

GROUP
212053_14

TUTOR: JUAN MIGUEL OLAVE

UNIVERSIDAD NACIONAL ABIERTA Y A DISTANCIA (UNAD)

STRATEGIC MANAGEMENT
CARTAGENA
OCTOBER 2020
Table of contents
Cover 1
Introduction 2
Objetives 3
YouTube link of each student (Activity 3) 4
Collaborative6
Conclusions 8
References 9
 INTRODUCTION

The lack of innovation in a company is the main problem in a world that

develops so fast thanks to technology and easy access to information, to know

what customers want, in such a changing world it is necessary for companies to

invest their resources in staff training. , keeping them updated, with new ideas that

contribute to the company in the development of new products and therefore

continue to be competitive, it is also necessary to create strategies based on

tactics and indicators that allow to know, that they require changes in the company

to take the measures necessary and focus on improving them.

Next, the study and identification of the problems of the kodak photography

company will be shown, in turn, the development of proposals and improvement

strategies.
 OBJETIVES

GENERAL OBJETIVE
 identify the problems in the kodak case and generate possible solution
strategies

SPECIFIC OBJETIVES
• Understand the article KODAK case and make a problem tree with problem,
causes and consequences of the situation faced by the company in the
case.
• Record and post to YouTube a 2-3 minute video billboard featuring the
problem of case firm, specifically mentioning.
• Development of the strategic proposal of the company in the case
 DEVELOPMENT OF THE ACTIVITY

2. According to the previous reading, your own understanding of the company in

the case and your search on internet:

 Student´s name: Viviana Marcela Pérez Gómez

 Date: 13-10-2020
 Case name: Kodak Case
 A problem tree with problem, causes and consequences of the situation
faced by the company in the case:
  Student´s name: Lilibeth Guerra

 Student´s name: Leonard Navas G

KODAK CASE
Lack of allies in the industry
Loss of clients

Little differentiation of their

CAUSES Obsolete business model
Lack of leadership products

Bad destination for different

resources Ignorance of the new digital age
Low position in the industry

PROBLEM Little innovation in the market due to overconfidence

Bad decisions and

administrative inconveniences Late market share
Decrease in sales

Lack of expansion in the product

EFFECTS portfolio
Lack of vision in technologies
Low competition in the market
and trends

Unsustainable company
Lack of success

Leonard Navas G
212053_14
29 octubr
3. Record and post in YouTube a 2 - 3 minutes video where the student appears
himself with the hand draw billboard presenting in English the problem of the
company in the case, mentioning:

1. Viviana Marcela Pérez G.

Link: https://youtu.be/SXKU_axMedM

2. Leonard José navas

Link:

3. Lilibeth Guerra

Link:

4. Andres Archila

Link:

Collaborative

The group develops the following activities:

6. Post the topic selection in the Discussion forum – Unit 2, according to the
following chart, also, identify who will be in charge of delivering the final
document at the Evaluation Environment:

Grupe Number 212053_14

Case title: KODAK Case
Student name Selected topic Mark with (X) the
student chosen to
submit the final
document to the
Evaluation
 Environment
Leonard Navas G      
      

Viviana M. Pérez G. Porter´s Generic X

Strategy – Focus
Lilibeth Guerra      
Andres Archila    

7. In the context of the case study, according to the topic selected

previously, the review of Unit 2 references and his own search on internet,
each student develops a strategy proposal following the instructions below:

7.1. To provide a theoretical framework, each student designs a creative

infographic providing a general definition and an example of the chosen topic
including:

Viviana Marcela Pérez Gómez

Lilibeth Guerra
Leonard Navas G
7.2. Once there is a clear understanding of the theoretical framework, each student
assumes the role of the manager of the company in the case, and proposes his
own strategy for the situation faced by the company, based on the type of strategy
that selected in activity 5, it means, the student who selected Corporate Strategy –
Conglomerate, proposes a conglomerate strategy to solve the company´s problem
described in the case.

This proposal is consolidated in the following chart and posted by each student in
the Discussion forum – Unit 2 at the Learning Environment:

STRATEGY PROPOSAL
Student name: Viviana Marcela Perez Gomez
Case title: KODAK CASE

Group number: 212053_14

Date: October 19, 2020
Type of strategy: Porter´s Generic Strategy – Focus
Strategy  Adoption of this strategy requires Kodak to
description: lower the prices and use different marketing
and promotional strategies to push the sales
in the existing customer market. The
organization offers various price discounts
and deals, frequently runs the promotional
campaigns and offers the product in new
attractive packages to achieve sales growth
target while staying in the same market.
Aggressive marketing tactics are required
when using this strategy in a competitive
consumer market.
 Kodak’s strategic objective associated with
cost focus strategy is to increase sales by
lowering the prices through cost leadership.
A correlation between low cost and low price
leadership is assumed in this case. Another
way to achieve this growth objective is to
integrate the innovation for setting clear
differentiation basis. It helps Kodak in
expanding the customer base despite the
market becomes saturated. However, it is
 also important to note that market
penetration becomes increasingly costly when
a market reaches its saturation point. In that
case, investment in different marketing and
promotional activities brings a low return,
which encourages the company to consider
other intensive growth strategies.

7.3 All students in the group read the proposals from all members and decide
which one is the most suitable for the situation faced by the company in the
case and post the selection in the following chart at the Discussion forum –
Unit 2 (The selection will be done by the students who have participated at
least one week before the activity closes, or before if it is possible, other
students who appear later will accept the previous selection):

STRATEGY CHOICE
Group Number: 14
Student name Selected strategy
Student 1. Viviana Marcela Pérez G. Porter´s Generic Strategy – Focus
Student 2. Lilibeth Guerra Porter´s Generic Strategy – Focus

Student 3. Name  
Student 4. Name  
Student 5. Name  

Strategy with the majority of votes  Porter´s Generic Strategy – Focus

7.4. Each student reads and reviews the following reference for Unit 2 at the
Learning Environment: Masters, G. M. (2019). Simultaneous Short- Term and
Long-Range Planning: Does your organization have the right strategic plan?
According to the strategy chosen by the group to solve the situation in the
case, and extra information gathered from internet, the group drafts a
strategic plan to execute that strategy including (3) three goals, completing
the following chart:
 STRATEGIC PLAN
CASE TITLE: KODAK CASE
GROUP NUMBER: 14

DATE: OCTOBER 27, 2020

Selected Strategy short Adoption of this strategy requires Kodak to lower the prices
description: and use different marketing and promotional strategies to push
the sales in the existing customer market. The organization
offers various price discounts and deals, frequently runs the
promotional campaigns and offers the product in new attractive
packages to achieve sales growth target while staying in the
same market. Aggressive marketing tactics are required when
using this strategy in a competitive consumer market.
Company´s Mission: Kodak's mission is the manufacture and sale of goods and
services that generate the resources to meet the 3
fundamental objectives of the corporation: shareholder
satisfaction, customer satisfaction, employee satisfaction.
Company´s Vision: To continue being the undisputed leader in the image market.

Company´s Values:  Respect for the individual

 Integrity
 Trust
 Credibility
 Continuous Improvement and Personal Renewal
 Recognition and Celebration

Goal 1: Focus on overall Strategies/Tactics Responsability:

strategy  Objectives should  Manager
focus on the broader  CEO
organizational strategy  Director
 This will facilitate the  Employees
organization in keeping
in view the broader
purpose and at the
same time work
towards achieving
quantifiable goals and
objectives

Goal 2: Focus on goal
Goal 3: Focus on the time
frame and skill sets available
 By keeping in view
strategic focus,
Eastman Kodak
Company also
maintains proximity
with the vision of the
organization and works
towards enhancing the
performance of the
organization
Strategies/Tactics: Responsability:
 Objectives at Eastman  Manager
Kodak Company  CEO
should be set keeping  Director
in view the set  employees
organizational goals
 Objectives at Eastman
Kodak Company
should flow from the
organizational goals,
and work towards
helping the company
and its departments
and operations
achieving the set goals
 This is important as it
keeps objectives
strategically relevant to
the organizational
processes and systems
Strategies/Tactics: Responsability:
 Objectives at Eastman  Manager
Kodak Company  CEO
should focus on the  Director
time constraints  Manpower
present in terms of  employees
resource present, as
 well as the urgency of
the organization and
the industry
 Objectives at Eastman
Kodak Company
should also focus on
the skillset of employee
and organizational
resources available
 Focus on resources
and skills is important
to ensure that all
objectives are
attainable
 Focus and relevance
with resources and
skills will also help
Eastman Kodak
Company identify gaps
that it needs to fill
through training

7.5. Once the Strategic Plan is done, each student reads and reviews the
following references for Unit 2 at the Learning Environment: Kaplan, R. S., &
Norton, D. P. (2007). Using the Balanced Scorecard as a Strategic
Management System According to the tactics included in the strategic plan
developed previously, and extra information gathered from internet, the
group builds a Balanced Scorecard including two (2) indicators per goal for
each of the four (4) perspectives to control the execution of the new strategy
proposed for the workforce problem faced by the company, according to the
following chart:

BALANCED SCORECARD
CASE TITLE: KODAK CASE
GROUP NUMBER: 14
DATE: OCTOBER 27, 2020
Selected Strategy  Adoption of this strategy requires Kodak to lower the prices and use
short description: different marketing and promotional strategies to push the sales in the
existing customer market. The organization offers various price discounts
and deals, frequently runs the promotional campaigns and offers the
product in new attractive packages to achieve sales growth target while
staying in the same market. Aggressive marketing tactics are required
when using this strategy in a competitive consumer market
Goal 1: Focus on Strategies/Tactics Financial Perspective:
overall strategy  Objectives should focus Indicator 1: Generate cost savings
on the broader and efficiency.
organizational strategy Indicator 2: Improve profitability
 This will facilitate the margin.
organization in keeping in
view the broader purpose Internal Business Process
and at the same time Indicator 1: Competitiveness
work towards achieving Indicators
quantifiable goals and Indicator 2: Productivity Indicators
objectives
 By keeping in view Learning and Growth:
strategic focus, Eastman Indicator 1: Human capital: skills,
Kodak Company also talent and knowledge
maintains proximity with Indicator 2: Information capital:
the vision of the databases, information systems,
organization and works networks and technological
towards enhancing the infrastructure.
performance of the
organization Customer:
Indicator 1: Customer service and
satisfaction.
Indicator 2: Brand recognition.

Goal 2: Focus on Strategies/Tactics: Financial Perspective:

goal  Objectives at Eastman Indicator 1: Increase sources of
Kodak Company should income
be set keeping in view Indicator 2: Capacity indicators
the set organizational
goals Internal Business Process
 Objectives at Eastman Indicator 1: Quality optimization.
 Kodak Company should Indicator 2: Process improvements.
flow from the
organizational goals, and Learning and Growth:
work towards helping the Indicator 1: Organizational capital:
company and its culture, leadership, employee
departments and alignment
operations achieving the Indicator 2: Organizational capital:
set goals teamwork and knowledge
 This is important as it management. Teamwork and
keeps objectives knowledge management.
strategically relevant to
the organizational Customer:
processes and systems Indicator 1: Market share.
Indicator 2: satisfaction indicator

Goal 3: Focus on the Strategies/Tactics: Financial Perspective:

time frame and skill  Objectives at Eastman Indicator 1: Profitability indicator
sets available Kodak Company should Indicator 2: liquidity indicator
focus on the time
constraints present in Internal Business Process
terms of resource Indicator 1: process indicator
present, as well as the Indicator 2: Indicators of
urgency of the effectiveness
organization and the
industry Learning and Growth:
 Objectives at Eastman Indicator 1: Number of suggestions
Kodak Company should from employees.
also focus on the skillset Indicator 2: Number of strategic skills
of employee and learned.
organizational resources
available Customer:
 Focus on resources and Indicator 1: Number of complaints.
skills is important to Indicator 2: Index of recidivism in
ensure that all objectives purchases.
are attainable
 Focus and relevance with
resources and skills will
also help Eastman Kodak
 Company identify gaps
that it needs to fill
through training

CONCLUSIONS

The present work allowed us to understand in a practical, specific way and from

a real case how strategies influence so that a company remains current and

competitive in the market, taking into account the plan to execute it and the

indicators that would evaluate that execution, take corrections , make

improvements in order to do it efficiently.

 REFERENCES

Hales, G., & Mclarney, C. (2017). Uber’s Competitive Advantage vis-à-vis Porter’s
Generic Strategies. IUP Journal of Management Research, 16(4), 7–22. Retrieved
from: https://bibliotecavirtual.unad.edu.co/login?url=https://search-ebscohost-
com.bibliotecavirtual.unad.edu.co/login.aspx?
direct=true&db=buh&AN=126823931&lang=es&site=ehost-live
Jeyarathmm, M. Strategic Management. (pp. 122-130) Global Media, 2007.
ProQuest Ebook Central. Retrieved from: https://ebookcentral-proquest-
com.bibliotecavirtual.unad.edu.co/lib/unad-ebooks/reader.action?
docID=3011305&ppg=131 

Masters, G. M. (2019). Simultaneous Short- Term and Long-Range Planning: Does

your organization have the right strategic plan? Healthcare Executive, 34(3), 54–
57. Retrieved from: https://bibliotecavirtual.unad.edu.co/login?
url=http://search.ebscohost.com/login.aspx?
direct=true&db=buh&AN=136396933&lang=es&site=eds-live&scope=site
Kaplan, R. S., & Norton, D. P. (2007). Using the Balanced Scorecard as a Strategic
Management System. Harvard Business Review, 85(7/8), 150–161. Retrieved
from:  http://bibliotecavirtual.unad.edu.co/login?
url=http://search.ebscohost.com/login.aspx?
direct=true&db=buh&AN=25358567&lang=es&site=eds-live

Triana Ortiz, K. (21,04,2020). Porter´s Generic Strategies. [Video]. Retrieved

from: https://repository.unad.edu.co/handle/10596/33487