Canon Business Case

We perhaps erred on the product design providing far too many features in the entry-level camera resulting in an increased cost of manufacturing. We did fairly well in terms of global prices but fared badly in P / Q ratings. The average Price for an entry-level camera in the global market is ranging from 150 - 175

The organisation’s goal is to achieve long-term value for its customers, shareholders and its employees through domestic and growth outside of Australia.

They believe in making consumers feel accountable to the actual success of the company, which can be done by connecting the compensation of the workers to the achievement of the company as a whole.

Their short term objectives would be increasing sales. The vision would centre around employee co-ownership with the happiness of partners as the ultimate purpose. The mission is the satisfaction of employees. Finally, the value would be to represent the best possible choice, as a result of providing the best quality, trust and customer service.

To address the changes in the exchange rate in the different regions this year, we increased our price points on our entry-level cameras in most case by 6%. Our price with the increase is still 15% below the industry average from last year. Our marketing plan will remain aggressive in year 9. We will continue to create more revenue stream by increasing the amount of online retailers, local camera shops, and multi-chain stores. These changes will increase our overall presence in the market place and meet the demands of our

At 70% market share, Kodak enjoys unrivalled brand awareness. Moreover, its research showed that 50% of film buyers were Kodak-loyal and an additional 40% relied heavily on Kodak.

Their main focus is to create effective strategic framework that capitalizes on the strong market consumer direction, cash optimization from their assets, and maximizing their financial strength. By doing so, the company not only becomes effective, but also efficient and furthermore, it strengthens their business position in the global market.

Addressing the needs of its employees. Meeting the needs of the employees and maintaining a profit margin.

As we all known, Sony and Matsushita are two of the largest consumer electronic makers in Japan or even in the world. And in this reading, it points out the different strategies Sony and Matsushita use when they were facing the fierce competition in China ----- Matushita was accelerating its pace on stretching the supply chain in China while Sony unexpectedly decided to shift some of its manufacturing business in China back to Japan. In this article, I will discuss the reasons that lead them to make different decision as well as analysize the advantages and the disadvantages of their decision.

To inspire moments of optimism through our brands and actions. To create value and make a difference everywhere we engage.

The company aims at ensuring that they are recognized as a leading company in its industry and rise above the noise in the market that is caused by competition.

Improved technology and reduction in price made the digital camera industry grow rapidly and inject life into a very stagnant sector. Worldwide sales growth rate for the digital cameras had double digit growth for almost 15 years. However that growth was slowing and was starting to reverse from a strong 25% in 2005 to a weak 5.2% in 2006 and into negative territory 2007 and beyond. This growth masked the problems in Leitax's supply chain.

Through the years, Canon has demonstrated several core competencies that have enabled them to propel themselves to the top of the market. First and foremost, Canon has employed a pool of extremely talented engineers who made up Canon’s Research and Development team. Through their research, Canon was able to uncover new and innovative products. This varied product line, which included cameras, calculators, and photocopiers, demonstrates Canon’s diversified product line. This diverse line of merchandise is integral to the company’s survival and has enabled Canon to take a multifaceted approach to technological competition. The more diverse type of products that are offered, the more chances there are

In line with these changes, Canon U.S.A., Canon Europe, Canon China, and Canon Sales in Japan have carried out the restructuring and consolidation of Group companies in their respective regions to increase the efficiency of sales networks, and to upgrade information systems and distribution networks. In 2005, they are aiming to complete the sales and marketing structure reforms they have pursued till date.

However, even in Japan Polaroid enjoyed a dominant market share. Thus in the consumer market, Polaroid’s strengths for instant photography was unrivaled.