Evaluating Kodak's Corporate Strategy

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Background Eastman Kodak Company, headquartered in Rochester New York, was founded in 1889. The corporation, now multinational and focusing on imaging and photographic equipment, posted revenues in excess of $6 billion in 2011. During most of the 20th century Kodak was dominant in the photographic film industry in 1976 it held 90% of the market but began a downward slide once the Internet, digital cameras and computer processing grew. By 2007, Kodak ceased making a profit and in January 2012 filed for bankruptcy protection and ceased making cameras, video cameras and began to focus on the corporate digital imaging market (De La Merced, 2012). In evaluating Kodak's corporate strategy from the mid-1980s onward, we find that there four major management paradigms in place during this transitional period: Grade CEO Period Overview D Whitmore/Chandler 1983-1993 Tremendous rivalry with Fuji film; recognized the threat of digital and tried to diversify, but slow on the strategic and tactical implementation. D Fischer 1993-1997 Filed protests with US Commerce Department about Fair trade; Fisher reaches out to Microsoft and Apple; small implementations in digital strategy and executives could not believe it would seriously impact their business. C Fisher 1998-2000 Competition heats up, sales decline, Sony and others move into digital, Kodak panics and thinks it can slow competitive pressures through aggressive marketing. B Carp 2000-2003 Moves into digital,

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