Ups and Downs for Eastman Kodak's Business

In 2003, Kodak organized its business line into four segments: 1) Photography, 2) Health Imaging, 3) Commercial Imaging, and 4) All other (Profile 1). The picture taking effort was best categorized as being in the "mature stage" of the business conductcycle, prior to the advent of digital technologies.

Digital technologies rich person revolutionized both photography and the global photographic patience. Once a mature club in a mature industry; Kodak is experiencing sales across all of the in a higher place four business segments, due to innovations wrought by digital and other technologies. As defined in chapter two of launch to Strategic Management, "Indeed, innovation is frequently the major factor in industry evolution and causes the movement through the industry life cycle" (58). Because of the innovation of digital technologies, Kodak and other companies in the photography industry now resemble a growth industry more than one that has matured.

Forces that determine industry competition lots include both opportunities and threats. With respect to Eastman Kodak, the following opportunities and threats provide the company with target areas for strategy to gain competitive good:

fully invest in digital productions Vulnerable to new competitors

progress new product launches Questionable risk management

Acquisitions in center on areas Photographic film decline

The Kodak corporate strategy revolves around its asylum o

f a divers(a) revenue stream. The company has recently realigned its operating and management teams in order to aggressively target the digital market. To gain surplus leverage in the industry, the company continues to form joint ventures and partnerships in the digital market.

Opportunities for the company abound in the growing digital photography market, including digital photo finishing and new product launches. Wireless imaging is another opportunistic market for Kodak. disrespect these opportunities, Kodak faces threats from a marketplace open to new competitors, like Canon, Fuji, Agfa, Konica and Sony. take a chance management suffers from foreign exchange rates no well-disposed to the company (SWOT 8).

Michael Porter maintains that "Competitive strategy is the search for a favorable competitive position in an industry?[and] aims to stimulate a profitable and sustainable position against the forces that determine industry competition" (1). Porter identifies five forces that interact to create an industry's advantageousness potential. These are: suppliers, buyers, competitive rivalry among firms, product substitutes, and potential entrants to the marketplace. We have seen that Kodak is most at risk to lose competitive advantage in the areas of competitive rivalry among firms and potential entrants to the marketplace.

"External depth psychology: The Identification of Industr
Order your essay at Orderessay and get a 100% original and high-quality custom paper within the required time frame.