Final Paper-

Case Analysis
(Fujifilm)

Professor: Guianne Marielle Maralit by: Don John Vico

Alysa Marie Vilela
Blazy Balmes
May 2021

Executive Summary
Technology is one very important thing especially in running a business. I can see
that the reason for Fujifilm Company's problem is the lack of technology, but even in the
situation is not good they have found a way to keep up with their rival company the Kodak
Company. Some of the strategies of the Fujifilm they not only focused on imaging industry
they turn their companies in the fields like cosmetics production and pharmaceuticals. This
change process has been named “second foundation”. To manage the second foundation,
they set up their management plan and they called "Vision 75”. This plan is the spearhead
of Fujifilm in their future development. Our recommendation for Fujifilm is they need to
re-establish their imaging development and they need to add a modern technological asset
so they can make shine again which known first their company in developing images. We
all know that technology can give us better production and give a vast help in making our
product. The Fujifilm company would not have had a big problem if the company had not
been run and managed well. Even the company is at risk they can find a new solution to
resolve the problem of the company.
Statement of the Problem
The main problem in this study is the competitor of the Fujifilm Company. The
Kodak company has a strong technology and can fulfil the needs of their customers while
the Fujifilm company is trying to find an innovation for their existing product it means that
the competition is between a technology advancement to make the product user friendly
and make their customers satisfied to the product between the two company.
Because of the invention of Mr. Steve Jasson a Kodak company Engineer he invented the
digital cameras which brought down the various rival companies of the Kodak company
that went to bankruptcy of their competitors in the field of imaging. One of their longest
rivals is the Fujifilm is affected by the said invention of the Kodak company. To keep up
with the Kodak company. Fujifilm decide not only to focus on imaging. They try the other
field like the cosmetic production, pharmaceuticals, and other fields. They called it "second
foundation" in 2004 they set up a midterm management plan called Vision 75 targeting the
next 5 years until Fujifilm’s 75th anniversary. The said plan is to build a technological
competency against Kodak. They make a sensitive film and photo paper. Fujifilm had to
build-up word class material technologies, namely “functional compound molecular
design, chemical reaction control and organic synthesis technologies".

Causes of The Problem

The cause of this study problem is the competitor of the Fujifilm company. Fujifilm
was founded in 1934 and later became the number two imaging company behind kodak
with a strong market leadership in its own market in Japan. While Fujifilm and kodak have
a decade long rivalry in its imaging market their response to digitalization is quite different.
On the one hand kodak has focused on the digital imaging market by developing a leading
online photo service (kodak Gallery). Installing digital print kiosks that became one of the
leading makers of digital cameras (kodak easy share). moving into the ink jet printer market
(kodak colour) and selling other businesses such as healthcare business to finance the
move. The venture into the healthcare sector is not without problems. three major
challenges exist to get the necessary market knowledge to balance investment and to master
the associated human resource challenges although Fujifilm has substantial knowledge
long -term involvement in the medical imaging business it is various businesses to develop
and sell cosmetics and nutritional products. other well -known imaging firms like Agfa
photo went bankrupt or like Konica und Minolta stopped their imaging activities and
focused on other fields. While established imaging companies struggled with disruptive
invention of Digital Cameras Other companies like Nokia are the biggest makers of digital
cameras because most mobile phones have benefited from its development.

Decision criteria and Alternative Solutions

Kodak will mend a consumer brand with a strong technology base with an average
R and D expenditure in the industry that is also sold in consumer markets .because of this
difference it seems logical that kodak tried to accomplish the user needs of their customers
based on the additional possibilities of new digital imaging technology and Fujifilm on the
contrary tried to find new applications for their existing technologies .this process of
change was named “second foundation 'to carry out the second foundation of Fujifilm’s
top management in 2004 set -up another long -term management plan called Vision 75
targeting the next 5 years until Fujifilm’s 75th anniversary. To produce photo -sensitive
film and paper - fuji photo film products - does Fujifilm need to develop material
technologies such as functional molecular compound design, chemical reaction control and
organic synthesis technologies. based on an in -depth analysis of existing technological
capability ideas for future growth fields and corresponding products and services are
identified and analysed area of wide viewing of films used to increase the viewing angle
flat paper -display. This product was introduced in 1996 and helped to solve the problem
of lcd displays that they can only be seen at a narrow angle, in the past year Fujifilm
managed to become a major supplier in the lcd market. Similar With this change Fujifilm
decided to look at other growth markets in the future and decide g research its possibilities
in ‘Life Science’ Fujifilm can use synthesis, targeting and delivery technology along with
a library of more than 200,000 chemical compounds as well as synthesis and analysis
technologies to identify products in skin care and nutritional supplements. Fujifilm
discovered a product which is popular in the market anti-aging makeup moreover Fujifilm
launched two additional dietary supplements. Fujifilm has knowledge of the health sector
based on its long -term involvement in the medical imaging business.

Recommendations, Solution, Implementation and Justification

There are no shortcuts to the successful implementation of digital imaging Careful,
planning patience and experience are needed to bring a film-based radiology service into
the world of digital x-ray and PACS. The relationship between vendor @customer also of
utmost importance. Users who receive good training and technical support typically the
transition of a digital environment to be both personally satisfying a major born to
department efficiency.
It is important to understand the similarities and differences. Digital x-ray allows the
technologies to maximize their current technical experience and challenges to learn new
computer skills.
The challenge for many is to understand exactly what is happening with the images and
how can continue to attain a good image with low dose. Part of now Bishop, this is to teach
analogous methods for acquiring image data that previously was express by an H@D curve
w film screen system. It is at this point explains that a value that is too low is one where
they have used too Such dose, one that’s too high is when they’re not using enough. Things
this way, they begin to understand what they need to know to optimize image.
As a level I Trauma Center, Wesley frequently treats patients of unknown identity. An
area of concern for Bowren was finding a way to properly track images from these patients,
given the of accession numbers in radiology information systems.” When a trauma patient
comes in you do not usually have a name, so you can’t put in an actual requisition and
assign them an accession number in the RIS. We had to find a way a uniquely identify
these patients. Bowren explained. With help from Burres, the Wesley team developed a
data input protocol using the trauma room number and the date and time of treatment that
allows the patient’s image to be found on the PACS and later reconciled with the requisition
from the RIS. Fujifilm is a case of just how things can go wrong in company, when a
company thinks they are touchable, only to find out how vulnerable they really are, is not
case that is uncommon. However, Fujifilm is a real case of what did go wrong and how it
could have been prevented. In this Paper, I will restate some of the case but mainly
demonstrate recommendation as to what could have been done to prevent an attack like
this with respect to future attacks on companies that one read, ways of implementation,
with respect to what is involved and how long it should take to implement strategy; and the
justification meaning the reason for why steps like this need to be taken.
External Sourcing
At Fujifilm we are committed to building mutually beneficial partnership relationships
with suppliers. Through our procurement policies and procedures, we strive for social and
environmental responsibility, while encouraging fair trade and free business in
international markets. The Fujifilm Group began as a manufacturer of photographic and
motion picture film and has grown into a large corporation that encompasses 15 different
businesses, including our healthcare business. Because of this change, the range of
production related materials has increased, and our supply chain now covers a wide range
of fields. We understand the significance of corporate social responsibility and corporate
ethics and are implementing CSR activities to contribute to the sustainable development of
society. However, it is impossible to achieve this through our own efforts alone, and it is
important to tackle the issue across the entire supply chain. We ask our suppliers and
partners related to the Group manufacturing processes to understand the importance of
CSR management. With their understanding and cooperation, we will build a firm and
strong CSR foundation by working together to resolve social issues. Fujifilm Group
believes it is important that the business partners and suppliers, especially production
materials suppliers, understand the importance of CSR management and work together
with us in resolving issues. Therefore, we clearly stated the group-wide procurement
approach, the Fujifilm Group Procurement Policy, and Requests to Suppliers. In particular,
Fuji Xerox, which has a high rate of overseas production (around 90%) and where the
customer demand has been high at an earlier age, has started focusing on CSR procurement
in 2007 and introduced a scheme for mutual consensus assessment for CSR operations
concerning the environment, human rights & labour, and corporate ethics with its suppliers.
Under our mutual consensus assessment scheme, the results of a self-assessment by a
supplier are cross-checked by Fuji Xerox, followed by discussions on discrepancies to
finally reach agreement. The scheme is designed to give assessments in a manner that is
more acceptable to our suppliers.