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Essay / Research Paper Abstract
This 4 page paper provides an analysis of Kodak using Porter's 5 Forces analysis. The paper is in narrative format. Bibliography lists 7 sources.
Page Count:
4 pages (~225 words per page)
File: MM12_PGkdk9.rtf
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Unformatted sample text from the term paper:
company pioneered cameras and photographs in the last 1880s but the business has changed a number of times since then. Recently, the digital age left Kodak losing money. This
is a fiercely competitive industry and Kodak competes against dozens of companies in the world. In 2005, Kodak held a 22 percent market share in the U.S. digital camera field
(Henry, 2005). That made it the biggest player but expense reports revealed they barely broke even on their digital cameras (Henry, 2005). Compounding that, they were heavily in debt (Henry,
2005). At that time, CEO Antonio Perez announced a plan to restructure the operations and the focus of the company (Henry, 2005). Kodak had experienced what other traditional photographic equipment
and supplies had experienced. Kodak lost 80 of its business over a five-year term (Hickey, 2007). Suppliers have different amounts of power depending on the industry and market. Companies
need to control and manager their supply chain to avoid surprises, to avoid having too much inventory and to more effectively manage the supply chain. They changed supply chain management
as part of their total restructuring plan. Kodak switched from a traditional supply chain strategy to a demand-driven supply chain strategy (Hickey, 2007). The outcome of demand-driven logistics is that
it can generate income for the company (Hickey, 2007). The focus changes from reducing costs to increasing revenue and profit over both the short-term and the long-term (Hickey, 2007).
A major difference with this strategy is that requires the "customer-facing and supply-facing parts of an organization must conduct joint decision-making to match supply with demand" (Hickey, 2007). Since implementing
this strategy, Kodak has reduced their cycle time by 70 percent (Hickey, 2007). That is a significant savings. In any market, customers hold the key power. If they buy, the
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