To enter the world(prenominal) arena, Kodak has shifted its emphasis from film to imaging. By doing so, Kodak has make technology a focus of its new dodge. This is evident with Kodaks recent entry into the field of digital cameras and digital imaging. Also, Kodak cognize that the quality of the pictures from special occasions, such as weddings and birthdays, were most distinguished to customers, along with the ease of making enlargements. This lead Kodak to create one-stop characterisation print centres where customers could make these precious copies and enlargements directly from their pictures.
To compensate for intemperately global competition, mostly in part by Fuji, Kodak release jobs to decrease their costs. They are planning to orient 10,000 more jobs in an effort to save $1 billion in costs. In addition to the reduction in workforce, Kodak is also planning to cut its budget by $100 to $150 million.
Although Kodak has done a lot to cope with their losses in response to their global competition, they are now planning to refute it. In enterprise to confront smaller competition such as ordinance and Hewlett-Packard, Kodak is planning to unveil the core product of its digital strategy: Image Magic. They hope that this global network of digital stamp stations will put them over the top and in front of their competition.
In an October 1997 edition of Business Week, there was a cover story blatantly entitled Can (CEO)George black cat Fix Kodak?. George Fisher is definitely capable of turning Kodak somewhat and making it the powerhouse of the camera industry as it was in the past. It is evident that Fisher is doing things to increase the morale and work value orientation of management and employees. This will, in turn, result in higher productivity. To execute this, Fisher encourages employees to take more...
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