Phase 3 - Case Kodak

Presented to:

Strategic Management

Course 212053_45

Universidad Nacional Abierta y a Distancia - UNAD

School of Basic Sciences, Technology and Engineering – ECBTI

October 2020
 TABLE OF CONTENTS

Page.

INTRODUCTION............................................................................................................................3
OBJECTIVES...................................................................................................................................4
YOUTUBE LINK OF EACH STUDENT.......................................................................................5
STRATEGIC DIAGNOSIS ACTIVITIES ASSIGNMENT AND WORK RESPOSIBILITIES
CHART.............................................................................................................................................5
STRATEGIC PROPOSAL...............................................................................................................6
Creative infographic providing a general definition.....................................................................6
5.2 Strategy Proposal for each student........................................................................................10
5.3 Strategy Choice.....................................................................................................................11
5.4 Strategic Plan........................................................................................................................12
5.5 Balanced Scorecad................................................................................................................13
CONCLUSIONS............................................................................................................................17
REFERENCES...............................................................................................................................18
 INTRODUCTION

In the following work we will initially investigate and study the case of kodak with the intention
of knowing its beginnings, its significance and its end. with the idea of bringing to light all his
successes and failures. Through a video, a problem tree will be known where the causes and
consequences of this important company in its time will be shown.

On the other hand, we will study different strategies that will support us in the development of
the unit's theme, as well as increase all our knowledge.
 OBJECTIVES

General Objective

Design a strategic proposal creating value for the company, establishing its tactics and indicators
from the exploration of various theoretical references.

Specific Objectives

 Know the kodak case.

 Manage and appropriate the different Corporate Strategy.
 YOUTUBE LINK OF EACH STUDENT

Student name YouTube link

Gianni Roman Olivieri https://www.youtube.com/watch?v=mBeHEaO3Pwn

Jhonnys Enrique Mendoza Fragozo https://drive.google.com/drive/folders/18l7B8N-

5Fcgwo2OSjTwlr3YA5rojGZwl?usp=sharing
Maison Ivan Acosta https://www.youtube.com/watch?v=j4Pcx-
lPzq8&feature=youtu.be

Mauricio Rivera Rangel https://www.youtube.com/watch?

v=mYS9_2OyPN8&feature=youtu.be

STRATEGIC DIAGNOSIS ACTIVITIES ASSIGNMENT AND WORK

RESPOSIBILITIES CHART

Strategic Proposal Activities Assignment and Work Responsibilities

Group Number: 212053_30
Case title: Kodak
Mark with (X) the student
chosen to submit the final
Student name Selected topic
document to the Evaluation
Environment
Concentration – X
Market development
Concentration –
Product development
Backward vertical
integration
Forward vertical
integration
TANIA CAMILA
Related
SARMIENTO PULIDO X
Diversification

STRATEGIC PROPOSAL
Creative infographic providing a general definition

Porter’s Generic Strategy – Diversification: Maison Ivan Acosta

https://prezi.com/view/afVFvwYQPmT0e3s9Czod/

Porter’s Generic Strategy – Cost Leadership: Jhonnys Enrique Mendoza

Porter’s Generic Strategy – Focus: Gianni Olivieri
Corporate Strategy – Conglomerate- Mauricio Rivera Rangel.
5.2 Strategy Proposal for each student

Porter’s Generic Strategy – Diversification: Maison Ivan Acosta

STRATEGY PROPOSAL

Student Name: Tania Camila Sarmiento Pulido

Case Title: KODAK

Group number: 212053_30

Date: October 26th, 2021

Type of strategy selected in Activity 5: Related Diversification

Strategy Description: Based on the strategy of my selection, my proposal would be to

innovate in the products already established by the brand, that is, soi Kodak sells digital
cameras, because it would be to improve them, generate greater storage capacity, greater
capture range, improve its pixels, which although they are a little more expensive, the
client will want to buy it because it is a new technology. That would be my strategy to
improve existing products.

En base a la estrategia de mi selección, mi propuesta sería innovar en los

productos ya establecidos por la marca, es decir, soi Kodak vende cámaras
digitales, porque sería mejorarlas, generar mayor capacidad de
almacenamiento, mayor rango de captura, mejorar sus píxeles, que, aunque
son un poco más caros, el cliente querrá comprarlo porque es una tecnología
nueva. Esa sería mi estrategia para mejorar los productos existentes.

Porter’s Generic Strategy – Cost Leadership: Jhonnys Enrique Mendoza

Strategy Proposal

Student Name: JHONNYS MENDOZA

Case Title: Kodak

 Group number: 212053_13

Date: October 30th, 2020

Type of Strategy: Porter’s Generic Strategy - Cost Leadership

Strategy Description: This strategy allows Eastman Kodak Company to expand the
market share by targeting the middle class, which makes the largest proportion of overall
consumer market mix in most of the countries. Middle class consumers generally place
high importance to the pricing factor and cost leadership is the best strategy to cater the
needs of this consumer segment.

Porter’s Generic Strategy – Focus: Gianni Olivieri

Strategy Proposal

Student Name: Gianni Olivieri

Case Title: Kodak

Group number: 212053_13

Date: October 28th, 2020

Type of Strategy: Porter’s Generic Strategy - Focus

Strategy Description: For Kodak to overcome its problems we recommend focusing on

a specific public that has a high demand such as the design of professional cameras
because digital cameras do not have as much output, so taking into account the past of
Kodak is necessary that despite changes in management should be kept the objectives set
in order to meet the proposed goals

Corporate Strategy – Conglomerate

Strategy Proposal

Student Name: Mauricio Rivera Rangel

Case Title: Kodak

Group number: 212053_13

Date: October 31rs, 2020

Type of Strategy: Corporate Strategy – Conglomerate

 Strategy Description: A globalization and technological era brings out an era of
digitization that forces the Kodak company to diversify its main activity and begin to
introduce new products, leaving its beginnings a little behind, such as movies and digital
photographic cameras begin, this strategy served in the beginning to get out of a crisis
that had left them behind their competition. Working on a conglomerate strategy is a very
wise action to face crisis, since as groups of companies they can support each other and
energize the market.

A union of several companies that share the same vision and economic activity would be
a propitious solution, that they can collaborate and approve.

5.3 Strategy Choice

Strategy Choice

Group Number: 212053_13

Case title: Kodak

Student name Selected Strategy

Maison Ivan Acosta Porter’s Generic Strategy – Focus

Jhonnys Enrique Mendoza Porter’s Generic Strategy – Focus

Gianni Olivieri Porter’s Generic Strategy – Focus
Student 4.
Mauricio Rivera Rangel Porter’s Generic Strategy – Focus

5.4 Strategic Plan

Strategic Plan

Case Title: Kodak

Group Number: 212053_13

Date: November 01th, 2020

Selected Strategy short description: Porter’s Generic Strategy – Focus: For Kodak to
overcome its problems we recommend focusing on a specific public that has a high
demand such as the design of professional cameras because digital cameras do not have as
much output, so taking into account the past of Kodak is necessary that despite changes in
management should be kept the objectives set in order to meet the proposed goals

Company’s Mission: Kodak's mission is to manufacture and sell goods and services that
generate the resources to meet the 3 fundamental objectives of the corporation: shareholder
satisfaction, customer satisfaction, customer satisfaction employees.

Company’s Vision: Continue to be the undisputed Leader in the market for images in
Latin America.

Company’s Values:

- Respect for the individual

- Integrity

- Trust

- Credibility

- Continuous Improvement and Personal Renewal

- Recognition and Celebration

Goal 1: Contribute to Strategies/Tactics: Seek to Responsibility: Research

research on photographic be the best in your class. and development area.
technologies.

Goal 2: Appropriate Strategies/Tactics: Improve Responsibility: Finance and

continuous improvement, costs. sales area.
the company must continue
to grow and expand.

Goal 3: Adapt an Strategies/Tactics: Make a Responsibility: Innovation

innovative, high-tech image point of radical innovation. department, manager and
to support products such as related areas.
PhotoCD (which will store
photographic images in
digital form and then
reproduce them on a
computer) and CopyPrint
(which will instantly provide
enlarged copies of a print
with no negative
requirement).
5.5 Balanced Scorecard
Strategic Plan

Case Title: Kodak

Group Number: 212053_13

Date: November 02nd, 2020

Selected Strategy short description: Porter’s Generic Strategy – Focus: For Kodak to
overcome its problems we recommend focusing on a specific public that has a high
demand such as the design of professional cameras because digital cameras do not have as
much output, so taking into account the past of Kodak is necessary that despite changes in
management should be kept the objectives set in order to meet the proposed goals

Goal 1: Contribute to Strategies/Tactics Seek to Financial Perspective

research on photographic be the best in your class.
technologies. Indicator 1: Improve returns

Indicator 2: Revenue growth

Internal Business Process

Indicator 1: Share of
segment

Indicator 2: Product
development cycle

Learning and Growth:

Indicator 1: Strategic
information availability

Indicator 2: Strategic job

coverage

Customer:

Indicator 1: Customer
retention
 Indicator 2: Customer
satisfied survey

Goal 2: Appropriate Strategies/Tactics Improve Financial Perspective

continuous improvement, costs.
the company must continue Indicator 1: Net profit
to grow and expand. Indicator 2: Revenue growth

Internal Business Process

Indicator 1: Overall
equipment effectiveness

Indicator 2: Revenue from

new customers

Learning and Growth:

Indicator 1: High
compensation

Indicator 2: Flexible union

contracts

Customer:

Indicator 1: frequent,
reliable departures

Indicator 2: increase
customer confidence in our
services

Goal 3: Adapt an Strategies/Tactics Make a Financial Perspective

innovative, high-tech image point of radical innovation.
to support products such as Indicator 1: Optimal product
PhotoCD (which will store and revenue mix
photographic images in Indicator 2: Optimize
digital form and then channels to maximize
reproduce them on a
computer) and CopyPrint revenue
(which will instantly provide
enlarged copies of a print
with no negative Internal Business Process
requirement).
Indicator 1: Revenue from
new products

Indicator 2: Improved acces

Learning and Growth:

Indicator 1: Personal goal

alignment

Indicator 2: Strategic job

coverage

Customer:

Indicator 1: Understand and

serve customer needs

Indicator 2: Customer
preference for brand
 CONCLUSIONS

Kodak is a company that, although it had a great potential for exploitation, it did not find the
ways to emerge and remained stagnant, leading it to bankruptcy; that is why carrying out an
adequate strategic planning, fulfilling it to the full, would have allowed the company to enter the
current market.

Bearing this in mind, Kodak's strategic planning was designed to focus on a specific niche and to
adapt to the current needs of the public, which would allow the company to stay on its feet
according to the functioning of the current market.
 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 

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

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

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

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