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• Mauricio Rivera

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Phase 3 - Strategic proposal – Case Kodak

Gianni Roman Olivieri: 1.063.562.294 Maison Ivan Acosta: 1.102.837.145 Jhonnys Enrique Mendoza Fragozo Mauricio Rivera Rangel: 1.122.412.149

Presented to: Juan Miguel Olave

Strategic Management Course 212053_13

Universidad Nacional Abierta y a Distancia - UNAD School of Basic Sciences, Technology and Engineering – ECBTI October 2020

TABLE OF CONTENTS Page. INTRODUCTION............................................................................................................................3 OBJECTIVES...................................................................................................................................4 YOUTUBE LINK OF EACH STUDENT.......................................................................................5 STRATEGIC DIAGNOSIS ACTIVITIES ASSIGNMENT AND WORK RESPOSIBILITIES CHART.............................................................................................................................................5 STRATEGIC PROPOSAL...............................................................................................................6 Creative infographic providing a general definition.....................................................................6 5.2 Strategy Proposal for each student........................................................................................10 5.3 Strategy Choice.....................................................................................................................11 5.4 Strategic Plan........................................................................................................................12 5.5 Balanced Scorecad................................................................................................................13 CONCLUSIONS............................................................................................................................17 REFERENCES...............................................................................................................................18

INTRODUCTION

In the following work we will initially investigate and study the case of kodak with the intention of knowing its beginnings, its significance and its end. with the idea of bringing to light all his successes and failures. Through a video, a problem tree will be known where the causes and consequences of this important company in its time will be shown. On the other hand, we will study different strategies that will support us in the development of the unit's theme, as well as increase all our knowledge.

OBJECTIVES General Objective

Design a strategic proposal creating value for the company, establishing its tactics and indicators from the exploration of various theoretical references.

Specific Objectives  

Know the kodak case. Manage and appropriate the different Corporate Strategy.

YOUTUBE LINK OF EACH STUDENT Student name

YouTube link

Gianni Roman Olivieri

https://www.youtube.com/watch?v=mBeHEaO3Pwn

Jhonnys Enrique Mendoza Fragozo

https://drive.google.com/drive/folders/18l7B8N5Fcgwo2OSjTwlr3YA5rojGZwl?usp=sharing

Maison Ivan Acosta

https://www.youtube.com/watch?v=j4PcxlPzq8&feature=youtu.be

Mauricio Rivera Rangel

https://www.youtube.com/watch? v=mYS9_2OyPN8&feature=youtu.be

STRATEGIC DIAGNOSIS ACTIVITIES ASSIGNMENT AND WORK RESPOSIBILITIES CHART Strategic Diagnosis Activities Assignment and Work Responsibilities Group Number: 212053_13 Case title: Kodak Mark with (X) the student chosen to submit the final Student name Selected topic document to the Evaluation Environment Porter’s Generic Strategy X Maison Ivan Acosta Diversification Jhonnys Enrique Mendoza

Porter’s Generic Strategy – Cost Leadership

Gianni Olivieri

Porter’s Generic Strategy – Focus Corporate Strategy – Vertical and horizontal integration

Mauricio Rivera Rangel

Corporate Strategy Conglomerate

-

STRATEGIC PROPOSAL Creative infographic providing a general definition Porter’s Generic Strategy – Diversification: Maison Ivan Acosta

https://prezi.com/view/afVFvwYQPmT0e3s9Czod/

Porter’s Generic Strategy – Cost Leadership: Jhonnys Enrique Mendoza

Porter’s Generic Strategy – Focus: Gianni Olivieri

Corporate Strategy – Conglomerate- Mauricio Rivera Rangel.

5.2 Strategy Proposal for each student Porter’s Generic Strategy – Diversification: Maison Ivan Acosta Strategy Proposal Student Name: Maison Acosta Case Title: Kodak Group number: 212053_13 Date: November 02th, 2020 Type of Strategy: Porter´s Generic Strategy – Diversification Strategy Description: Based on the strategy of my selection, my proposal would be to innovate in the products already established by the brand, that is, soi Kodak sells digital cameras, because it would be to improve them, generate greater storage capacity, greater capture range, improve its pixels, which although they are a little more expensive, the client will want to buy it because it is a new technology. That would be my strategy to improve existing products.

Porter’s Generic Strategy – Cost Leadership: Jhonnys Enrique Mendoza Strategy Proposal Student Name: JHONNYS MENDOZA Case Title: Kodak Group number: 212053_13 Date: October 30th, 2020 Type of Strategy: Porter’s Generic Strategy - Cost Leadership Strategy Description: This strategy allows Eastman Kodak Company to expand the market share by targeting the middle class, which makes the largest proportion of overall consumer market mix in most of the countries. Middle class consumers generally place high importance to the pricing factor and cost leadership is the best strategy to cater the

needs of this consumer segment.

Porter’s Generic Strategy – Focus: Gianni Olivieri Strategy Proposal Student Name: Gianni Olivieri Case Title: Kodak Group number: 212053_13 Date: October 28th, 2020 Type of Strategy: Porter’s Generic Strategy - Focus Strategy Description: For Kodak to overcome its problems we recommend focusing on a specific public that has a high demand such as the design of professional cameras because digital cameras do not have as much output, so taking into account the past of Kodak is necessary that despite changes in management should be kept the objectives set in order to meet the proposed goals

Corporate Strategy – Conglomerate Strategy Proposal Student Name: Mauricio Rivera Rangel Case Title: Kodak Group number: 212053_13 Date: October 31rs, 2020 Type of Strategy: Corporate Strategy – Conglomerate Strategy Description: A globalization and technological era brings out an era of digitization that forces the Kodak company to diversify its main activity and begin to introduce new products, leaving its beginnings a little behind, such as movies and digital photographic cameras begin, this strategy served in the beginning to get out of a crisis that had left them behind their competition. Working on a conglomerate strategy is a very wise action to face crisis, since as groups of companies they can support each other and energize the market.

A union of several companies that share the same vision and economic activity would be a propitious solution, that they can collaborate and approve. 5.3 Strategy Choice Strategy Choice Group Number: 212053_13 Case title: Kodak Student name

Selected Strategy

Maison Ivan Acosta

Porter’s Generic Strategy – Focus

Jhonnys Enrique Mendoza

Porter’s Generic Strategy – Focus

Gianni Olivieri

Porter’s Generic Strategy – Focus

Student 4. Mauricio Rivera Rangel

Porter’s Generic Strategy – Focus

5.4 Strategic Plan Strategic Plan Case Title: Kodak Group Number: 212053_13 Date: November 01th, 2020 Selected Strategy short description: Porter’s Generic Strategy – Focus: For Kodak to overcome its problems we recommend focusing on a specific public that has a high demand such as the design of professional cameras because digital cameras do not have as much output, so taking into account the past of Kodak is necessary that despite changes in management should be kept the objectives set in order to meet the proposed goals Company’s Mission: Kodak's mission is to manufacture and sell goods and services that generate the resources to meet the 3 fundamental objectives of the corporation: shareholder satisfaction, customer satisfaction, customer satisfaction employees. Company’s Vision: Continue to be the undisputed Leader in the market for images in Latin America. Company’s Values:

- Respect for the individual - Integrity - Trust - Credibility - Continuous Improvement and Personal Renewal - Recognition and Celebration Goal 1: Contribute to Strategies/Tactics: Seek to Responsibility: Research research on photographic be the best in your class. and development area. technologies. Goal 2: Appropriate Strategies/Tactics: Improve Responsibility: Finance and continuous improvement, costs. sales area. the company must continue to grow and expand. Goal 3: Adapt an Strategies/Tactics: Make a Responsibility: Innovation innovative, high-tech image point of radical innovation. department, manager and to support products such as related areas. PhotoCD (which will store photographic images in digital form and then reproduce them on a computer) and CopyPrint (which will instantly provide enlarged copies of a print with no negative requirement).

5.5 Balanced Scorecard Strategic Plan Case Title: Kodak Group Number: 212053_13 Date: November 02nd, 2020

Selected Strategy short description: Porter’s Generic Strategy – Focus: For Kodak to overcome its problems we recommend focusing on a specific public that has a high demand such as the design of professional cameras because digital cameras do not have as much output, so taking into account the past of Kodak is necessary that despite changes in management should be kept the objectives set in order to meet the proposed goals Goal 1: Contribute to Strategies/Tactics Seek to Financial Perspective research on photographic be the best in your class. Indicator 1: Improve returns technologies. Indicator 2: Revenue growth

Internal Business Process Indicator segment

1:

Share

of

Indicator 2: Product development cycle

Learning and Growth: Indicator 1: Strategic information availability Indicator 2: Strategic job coverage

Customer: Indicator retention

1:

Customer

Indicator 2: satisfied survey

Customer

Goal 2: Appropriate Strategies/Tactics Improve Financial Perspective continuous improvement, costs. Indicator 1: Net profit the company must continue to grow and expand. Indicator 2: Revenue growth

Internal Business Process Indicator 1: Overall equipment effectiveness Indicator 2: Revenue from new customers

Learning and Growth: Indicator 1: compensation

High

Indicator 2: Flexible union contracts

Customer: Indicator 1: frequent, reliable departures Indicator 2: increase customer confidence in our services Goal 3: Adapt an Strategies/Tactics Make a innovative, high-tech image point of radical innovation. to support products such as PhotoCD (which will store photographic images in digital form and then reproduce them on a computer) and CopyPrint (which will instantly provide enlarged copies of a print with no negative requirement).

Financial Perspective Indicator 1: Optimal product and revenue mix Indicator channels revenue

2: to

Optimize maximize

Internal Business Process Indicator 1: Revenue from new products

Indicator 2: Improved acces

Learning and Growth: Indicator 1: Personal goal alignment Indicator 2: Strategic job coverage

Customer: Indicator 1: Understand and serve customer needs Indicator 2: Customer preference for brand

CONCLUSIONS

Kodak is a company that, although it had a great potential for exploitation, it did not find the ways to emerge and remained stagnant, leading it to bankruptcy; that is why carrying out an

adequate strategic planning, fulfilling it to the full, would have allowed the company to enter the current market. Bearing this in mind, Kodak's strategic planning was designed to focus on a specific niche and to adapt to the current needs of the public, which would allow the company to stay on its feet according to the functioning of the current market.

REFERENCES

Hales, G., & Mclarney, C. (2017). Uber’s Competitive Advantage vis-à-vis Porter’s Generic Strategies. IUP Journal of Management Research, 16(4), 7–22. Retrieved

from: https://bibliotecavirtual.unad.edu.co/login?url=https://search-ebscohostcom.bibliotecavirtual.unad.edu.co/login.aspx? direct=true&db=buh&AN=126823931&lang=es&site=ehost-live Jeyarathmm, M. Strategic Management. (pp. 122-130) Global Media, 2007. ProQuest Ebook Central. Retrieved from: https://ebookcentral-proquestcom.bibliotecavirtual.unad.edu.co/lib/unad-ebooks/reader.action? docID=3011305&ppg=131  Kaplan, R. S., & Norton, D. P. (2007). Using the Balanced Scorecard as a Strategic Management System. Harvard Business Review, 85(7/8), 150–161. Retrieved from:  http://bibliotecavirtual.unad.edu.co/login? url=http://search.ebscohost.com/login.aspx? direct=true&db=buh&AN=25358567&lang=es&site=eds-live Masters, G. M. (2019). Simultaneous Short- Term and Long-Range Planning: Does your organization have the right strategic plan? Healthcare Executive, 34(3), 54–57. Retrieved from: https://bibliotecavirtual.unad.edu.co/login? url=http://search.ebscohost.com/login.aspx? direct=true&db=buh&AN=136396933&lang=es&site=eds-live&scope=site Triana Ortiz, K. (21,04,2020). Porter´s Generic Strategies. [Video]. Retrieved from: https://repository.unad.edu.co/handle/10596/33487