E- Ink Analysis

There are several emerging technologies that could help the company to gain a competitive advantage.

The first part of the Ink Bridge is about an Afghan boy named Omed. The violence in this book took me by surprise. In only the first chapter of the book, Omed’s friend Zakir died and Omed’s tongue gets cut off by the Taliban. This introduces the audience to the Taliban and their violent influence on Afghanistan.

I will never see the day when there is not yet room for improvement. Through time, HP's focus on innovation had brought the world products such as the handheld calculator and the inkjet printer. In 1992, the company continued to invest heavily in technology, spending $1.6 billion or 10% of revenue on research and development. The high levels of investment have paid off. For three straight years, over half of HP's orders had been for products introduced within the last two years.

Session 1 was an introduction into TO 300 as a course. Walking into this class, based off the syllabus, I expected the goal of the course would be for each student to get an understanding of every relevant technology which we should have relatively decent knowledge of in the business industry. This class provided me a clear insight into the course’s purpose and the important concept of adding value through technology. The lecture goes into depth on the measurable impacts having a digitally fit mindset offers in the fourth industrial revolution era, such as the direct financial improvements to the firm overall. In being digitally fit, a firm must be able to leverage the ideas of the four principles of digital strategy,

As a hot deal in a hot market, competition among venture capital (VC) firms had driven the pre-money valuation from $17 million to $27 million, with a post-money close at $35 million. Although the Series C round had been slated for November/December 2000, Papa had noted the increasingly difficult financing environment and managed to make his funds last for 18 months, rather than the anticipated 12. The company had hit every milestone on its original plan. Its product had been installed at several marquee customers, including Tower Records and one of the world’s largest asset management companies, and it was about to be in trials at Putnam and a major investment bank—Dean Stanley Goldman Credit Partners (DSGCP). A veritable who’s who of potential customers was seriously considering the technology. Papa expected that $7 million would take his company to break-even,

The PC group within HP PPS has been refocused around customer needs. The PC group changed its product line which had a stronger focus on product design. New business models have been the focus of the print group. Business models such as Ink Advantage, is a program designed to target price-sensitive customers in emerging markets. Ink in the Office is an initiative of the print group that targets business customers. The group has expanded differentiated services and solutions by leveraging HP's portfolio of hardware and software, including combining multifunction printers with Autonomy management solutions to develop cloud-based document management services (HP,

A problem with technology is that it is rapidly changing and publishing companies must always look at innovative ways to survive and compete with other companies.

Ecton Inc, as an innovator in the field of medical imaging is caught in a familiar dilemma that many startup companies face once they are in the final stages of a product development cycle- whether to continue with product rollout, forcing a change in the scale of operations requiring substantial capital input, OR, to get acquired by a larger organization which has the expertise and resources to ensure production, sales and distribution for the same product. In this essay, we will discuss Ecton 's proposed business model, why Ecton qualifies as a disruptive innovator, and analyse and recommend alternatives that it can take to chart out its future

Xerox hopes to avoid mistakes of the past by having “a system to prevent technology from leaking out of the company”, according to Robert V. Adams, president of XTV. They have a $30 million dollar fund to support this intrapreneurial activity. It has supported a dozen start-ups thus far, only two having failed. These are extremely promising numbers, with 83% of ventures coming to fruition.

Since 1998, Intel has developed and used an e-business strategy to maintain relationships with its customers, employees and suppliers. The company's goal is to become a 100% ‘e-business enabled' corporation. In terms of the value chain concept, Intel has reaped tangible benefits in the volume of business it does on the Web, as well as created savings of time and money for both itself and its customers.

In 1999, they issued first patents to prevent the copy of its products and began the production to supply

The concept of inkjet printing originated in the 20th century, and the technology was first extensively developed in the early 1950s. Starting in the late 1970s inkjet printers that could reproduce digital images generated by computers were developed, mainly by Epson, Hewlett-Packard (HP), and Canon. Although inkjet printers only appeared on the consumer market in the late 1980s, they had been under development for more than twenty years by that time. In the mid-1970s, printer companies realized the potential of the technology that would make dot matrix printers obsolete. The challenge, however, was to come up with a way to create an affordable inkjet printer that would reliably create high-quality print outs .In the worldwide consumer market, four manufacturers account for the majority of inkjet printer sales: Canon, HP, Epson, and Lexmark, a 1991 spin-off from IBM.[1]( "IBM Archives: 1990s". 03.ibm.com. Retrieved 2012-09-12.)

While Kodak has historically been a well-established brand name in the marketplace, it struggled to find a niche when the industry morphed from a film-based market to a digital-based market. Kodak has struggled to successfully evolve its film-based business structure to the new structure of digital-based technology, which has allowed for competitors to enter the market, decreasing Kodak’s market share. Competitors (such as Canon Inc., Fuji Photo Film Co., Hewlett Packard Co., Nikon, and Sony Corp.) have posed major threats to Kodak’s livelihood. Kodak faces a 5% drop in film sales (2001-2003) and a 3% reduction in overall revenues over the same time period. In addition, revenues and net income are expected to be fairly flat (or decrease) in future estimates. Kodak faces much pressure to revitalize their business through digital imaging, a radical innovation, or risk being eaten alive in an industry they thought they controlled.

These technologies grow and develop within the company over time, and are utilized in successive products. The collective body of the company's technology experience broadens with the emergence of every new product. This broadened experience has turned out to be the base for appraising the "incremental newness" of the technology personified in the subsequent new product.

This report is focusing on the strategies adopted by Canon and the strategies when Canon is facing competitions. This report shows that how Canon survives in the market and keeps its long lasting growth in market and profit.