The Pros And Cons Of The Western Union

It was Kodak’s’ strategy to sell the cameras at low prices, and it used to earn revenue from the films; this strategy is called the razor-blade strategy. This model for photography became flop when Sony introduced a camera with floppy disk inside, in which there wasn’t any use of films. As a result of Sony’s introduction of the Mavica in 1981, Kodak took it as a threat and started investing in the digital photography. For this purpose, it has conducted a huge research on the digital photography. As exposed by Fisher in 1997, Kodak’s respond wasn’t appropriate for the digital world: “One of the mistakes we [Kodak] have made is that we [Kodak]’ve tried to do it all. We [Kodak] do not have to pursue all aspects of the digital opportunity and service side.”

The development of the computer and the internet has led to a lot of changes in different industries around the world. This is because of the ease with which large data could be manipulated to give conclusive results. The other benefit of this new technology was the ease with which communication could be carried out over long distances in short periods of time (Leonard, 2016). The speed and reliability of this new service led to problems for the postal service. The U.S postal service had a lot of responsibility in terms of delivering mails for people, government, and companies around the country. The number of mails that are being sent around the country has slowly decreased since 2003 (Leonard, 2016). This is because of the increase in number of people who were getting connected to the internet and using the computer. This meant that people could communicate my sending e-mails that were faster and much more efficient to use over long distances. The slowdown in use of the U.S postal service led to a gradual loss of revenue for the cooperation. This meant that the postal service could not efficiently foot the cost having a lot of employees in its service (Association, 2009). The company had to adapt to the changes in the business environment by in-cooperating technology into their

In the 1990 Kodak dominated the film photography industry with a substantial amount of market shares. Kodak was recognized as one of the world’s most valuable brands. The company was innovative and successful in its marketing campaign with slogan such as “Kodak moment” in order to bring photography to the masses at an affordable price. The

George Fisher Kodak’s new CEO, has been successful in attracting new talent who worked in the technology department, Fuji’s strength. He hired Daniel Carp a sales veteran for Kodak who worked all over the world. Daniel traveled the sales markets and made adjustments to up Kodak’s share and Fisher wanted to tap that information and use it. He was promoted to President and COO and Carp fully realized that the changing and emerging markets were in taking advantage of that face and his contacts around the world. To help foster the change, Kodak admitted that they had to set up shop were the talent was, and to back that up. So they bought a successful software company in Silicon Valley, and marketing that alliance to the world they were on their way to climbing out of their complacency.

Kodak and Polaroid are both extremely different firms. Polaroid has only one specialization and that is the instant photo market. Kodak on the other hand has reaches in all photo related industries. Kodak had high fixed costs due to their in-house production while Polaroid opted to be flexible and loose by subcontracting most of its production facilities. Therefore, Kodak had to reach a certain level of market volume in order to break even and become profitable. Polaroid, on the other hand, had huge R&D cost that was an impediment to break-even point. This difference in strategy was an incentive that gave Kodak its reasoning for aggressive maneuvers in the market to weed out Polaroid. It wanted its economies of scale to be

The free marketplace within our economy provides a tremendous opportunity for small businesses and companies to grow and prosper. This type of economic system provides business owners the independence to design and supply almost anything. But this fluid environment can also limit and even closedown a company if the demand for their products isn’t sustained. The company Apple Inc. is known for their competitive advantages in the current marketplace and worldwide. This company is known for their creation and design of Macintosh personal computers and its signature look is in the shape of an apple, creating instant visible product recognition for customers. Currently, Apple Inc. leads the industry in the digital music revolution with its iPods and iTunes online stores. In addition to their creations they have also reinvented mobile iPhone and iPads which have defined the future of mobile media and computer systems with new advanced technology. These innovations with electronic devices have enhanced the overwhelming worldwide demand for their products which has affected the way other technology companies around the world, market and strategize their current and future products to its customers.

In order for Apple to gain so much success from their products, advertising has been an essential aspect. Apple Inc.’s first successful product on the market was in 1977 when Apple II, a microcomputer, was released. Apple Inc. did not implement portable music devices until 2001 when the first iPod was released. Coincidentally, former Apple CEO Steve Jobs was given the title the year before in 2000. The ‘iPod classic’, Apple’s first portable music device, is considered to have not only transformed Apple as a firm but the entire music industry as well. (Linzmeyer, 2006). Post the release; Apple received success from their products. As time went on, the quality of their products

Kodak Corporation is one of the film organizations that have obtained a bigger piece of the overall industry in the United States. It is prestigious for the generation of

Diagnosis of the reasons for Kodak's market share loss and assessment of likely development of the market if Kodak maintained the status quo.

Kodak’s decision to create and market two million units implies that the project life cycle and the product life cycle are intertwined

Kodak’s top management and its internal research team had anticipated the threat from the digital photography to their film photography business way back in 1980s. In fact, Kodak introduced the world’s first electronic image sensor, which is the most crucial component of the digital photography. They also had developed numerous patented technologies in digital photography by 1989, many of which are built into the digital cameras today. Despite this strong hold on intellectual properties in core digital photography technologies, Kodak succumbed to new entrants in consumer digital photography due to several intrinsic management flaws in its technology innovation and adoption strategies that were certainly avoidable.

On November the 4th of this year, after approximately three years under a Chapter 11 bankruptcy decree; Kodak finally was able to post a profit on their earning, and the company expects to fetch a year ending revenue of $2.1 - $2.3 billion dollars (Armental). After many missed opportunities that occurred under a myopic bureaucratic leadership; the Eastman Kodak Company filed for protections from their credits, and began what will be a slow journey back to financial health. But, the decent into this failure started more than thirty-five years ago, when the company failed to develop the technology that Kodak 's Research and Development had invented.

THE CHANGING CUSTOMER The dynamics within the photo industry have changed dramatically within the past 15 years. Once upon a time, the film industry within the United States was basically stable and predictable, with industry leader Eastman Kodak, a US based company headquartered in Rochester, N.Y., having a commanding share of the industry, hovering between 80 to 90%.4 No competitors even had a double-digit percentage of the amateur photo market and many consumers automatically

The western union company is an American Financial Services and communication company. It is the best known company of the U.S. in the business of exchanging telegram.

Since 1983, Kodak made many attempts that were mainly designed to get into the digital line of business. Nonetheless they wanted to do it in their own way with their organizational traditions(Gavetti, Henderson & Giorgi , 2005). The high margins of the film industry in the past and the worry of the innovations’ compatibility with the company’s tradition made Kodak be hesitant to make the decision of rapid transformation and taking up new ways to do things, which meant that the Kodak indeed had the problem of cognitive inertia. On the premise of this fatal judgment, the strategies employed by the hired CEO to take a lead in the development of the firm’s digital products utilized tactics that led the company to suffer losses. The tactics statement made by George Fisher(tenure:1993-1999), who was the first outsider to run Kodak, showed the first step to Kodak’s failure. With his experience at Motorola, Fisher thought of the photography and imaging business from the electronics sides(Gavetti, Henderson & Giorgi , 2005). He wanted to make use of the languished digital programs developed in the Kodak’s laboratories, while this thought was not been able to realize because Kodak was not enterprising enough to follow the inadequate clamor for change. The executives should have admitted the coming of digital time, while they were not interested in giving up a commodity that it had been developed for such a long time. The company took the razor-blade model that Kodak sold cheap cameras(e.g. disposal cameras), while the films were expensive and hoped its customers would continue to pay for the films，which actually just made the company drift deeper and deeper into its traditional industry.