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INTRODUCTION OF COMPANY
Eastman Kodak Company, commonly known as Kodak, is an American technology company
focused on imaging solutions and services for businesses. The company is headquartered in
Rochester, New York, United States and incorporated in New Jersey. It was founded by George
Eastman in 1888. Kodak provides packaging, functional printing, graphic communications and
professional services for businesses around the world. Its main business segments are Digital
Printing & Enterprise and Graphics, Entertainment & Commercial Films.
SUCCESS YEAR OF KODAK
Kodak is best known for photographic film products. During most of the 20th century Kodak
held a dominant position in photographic film, and in 1976, had a 90% market share of
photographic film sales in the United States. The company's ubiquity was such that its tagline
"Kodak moment" entered the common lexicon to describe a personal event that demanded to be
recorded for posterity.
Kodak began to struggle financially in the late 1990s as a result of the decline in sales of
photographic film and its slowness in transitioning to digital photography, despite having
invented the core technology used in current digital cameras. 2007 was the most recent year in
which the company made a profit. However, Kodak ended its most recent fiscal quarter reporting
a $19M profit. As part of a turnaround strategy, Kodak focused on digital photography and
digital printing and attempted to generate revenues through aggressive patent litigation.
From the company's founding by George Eastman in 1888, Kodak followed the razor and blades
strategy of selling inexpensive cameras and making large margins from consumables film,
chemicals and paper. As late as 1976, Kodak commanded 90% of film sales and 85% of camera
sales in the U.S., according to a 2005 case study for Harvard Business School.
TIME OF DOWNFALL
In January 2012, Kodak filed for Chapter 11 bankruptcy protection in the United States District
Court for the Southern District of New York. In February 2012, Kodak announced that it would
cease making digital cameras, pocket video cameras and digital picture frames and focus on the
corporate digital imaging market. In August 2012, Kodak announced the intention to sell its
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photographic film (excluding motion picture film), commercial scanners and kiosk operations as
a measure to emerge from bankruptcy. In January 2013, the Court approved financing for the
company to emerge from bankruptcy by mid-2013. Kodak sold many of its patents for
approximately $525,000,000 to a group of companies (including Apple, Google, Facebook,
Amazon, Microsoft, Samsung, Adobe Systems and HTC) under the name Intellectual Ventures
and RPX Corporation.
On September 3, 2013, Kodak emerged from bankruptcy having shed its large legacy liabilities
and exited several businesses. Personalized Imaging and Document Imaging are now part of
Kodak Alaris, a separate company owned by the U.K.-based Kodak Pension Plan.
It has also been suggested that Kodak originated from the suggestion of David Houston, a fellow
photographic inventor who held the patents to several roll film camera concepts that he later sold
to Eastman. Houston, who started receiving patents in 1881, was said to have chosen Nodak as a
nickname of his home state, North Dakota (NoDak). This is contested by other historians,
however, who note that Kodak was trademarked before Eastman bought Houston's patents

EVOLUTION OF BRAND LOGO


Early 1900's. Kodak is the first company to integrate its name and look into a symbol.
1930's. Focus moved to the Kodak name and the red and yellow "trade dress" color.
1960's. The corner curl was introduced.
1970's. The mark retained the red and yellow colors and the Kodak name, but a box and graphic
"K" element were added.
1980's. A more contemporary type font streamlined the Kodak name within the existing logo.
Today. The box is gone, simplifying the logo. The rounded type font and distinctive "a" give the
name a more contemporary look. Kodak is continuing to use this logo with its sharpened focus
on imaging for business.

2. PRODUCTS OF COMPANY:
1. Batteries, Chargers, Flashlights
KODAK Batteries are available in wide range of options, so you can find the best battery for
your needs. Our range includes Alkaline, Zinc Chloride and Rechargeable batteries to keep your
favorite and important items toys, MP3 players, smoke detectors, flashlights powered and
ready to go when you need them.

2. Camera Bags and Accessories, Flash Memory Card Readers, Binoculars


KODAK Camera Bags are available in various shapes, sizes and materials to fit a wide range of
cameras. Tripods range from 6" to 72". KODAK Card Readers are available in many
configurations to read most memory cards. KODAK Binoculars range from small pocket size
to waterproof/floatable models. Other accessories include: lens filters, wireless shutter releases
and led lights.

3. Digital Cameras and Pocket Video Cameras


The KODAK PIXPRO Digital Devices are powerful, economical cameras that give
photographers of all levels the confidence they need to make a creative leap forward and find the
story in every moment. The PIXPRO Cameras are available in three varieties: compact and easy
to use, high-powered zoom and waterproof HD video cameras.

4. Eyeglass Lenses
These advanced technological lenses optimize your sight while maximizing your look with all
the latest styles in frames. Head to your local KODAK Lens Vision Centre to have your lenses
prescribed and fitted by an independent expert.

5. Inkjet Paper and Specialty Media


KODAK Print Media products provide exciting ways for consumers to share and display their
photos and information with easy-to-use DIY products and software for the home, school and
workplace. The product line includes photo inkjet papers, document papers, specialty inkjet
media and software to meet the needs of families and professionals.

6. Personalized and Document Imaging


The Personalized Imaging business markets high-quality imaging products and services.
Products include retail photo kiosks and dry lab systems, traditional photographic paper and
workflow solutions, still-camera film products and digital souvenir photography services and
solutions.
The Document Imaging business enables customers to capture, manage and deliver data from
digital and paper sources.
7. Recordable Media
As people accumulate more and more digital files - data, pictures, videos, music the need for
secure, inexpensive and high-quality storage options is rapidly growing. Kodak provides the
perfect solution to your data storing needs offering a large range of optical and digital storage
devices and supplies, including flash drives, portable hard drives, CDs, and DVDs. With these

products, consumers and businesses have the necessary tools to safely store, access, share and
use all forms of content.

3. COMPETITORS ANALYSIS:
Kodak has the challenge of reimagining innovation. They are big, with entrenched systems.
They have a global presence employing people in over 30 countries and have a dedicated
research and development group. However, they dont always capitalize on what they invent,
the great ideas they come up with. Kodak does value its employees and has that as a corporate
value. They do recognize them for their achievements. However, they are a company that has
lost its way. An article in the Wall Street Journal (Mattioli, 2012) says The Company is only
the fourth-largest digital-camera maker in the U.S. In 2008, Kodak had 16.6% of the U.S.
market and shipped 6.7 million digital cameras, according to market research firm IDC.
In 2011, its market share had eroded to 11.6%, and the company shipped 3.6 million
units. It has since put its consumer photography business for sale, opting to leave instead of
innovates.
MAJOR COMPETITORS IN MARKET OF KODAK ARE:
Canon
Sony
Nikon
Olympus
Fuji film
Panasonic
Hewlett-Packard
Konica

Market Share in 2010

Market share in 2006

Market share in 2005


Kodak has been reducing their global workforce for years. In 2003 they moved portions of
Rochester manufacturing to China and Mexico. Kodak has been restructuring for a long time,
and that has an effect in a few social ways and has an affect employee engagement. Chapman
(2011) says that a month before announcing bankruptcy chief executive Antonio Perez was
forced to deny impending bankruptcy at a 'town hall meeting' broadcast to all 19,000 Kodak
employees worldwide. That announcement along with closings and reductions in workforce
must have led to a lack of trust and a workforce that stopped caring. The Werbach text (2009)
shares an interview with Wal-Mart employees and their concerns for sustainability.

Figure shows us that Kodak was struggling with market share before bankruptcy. They owned
small slices of the major consumer markets they were aiming.

Figure From 2007 to 2011 net profits were nearly non-existent. So was this a story of just
missing the technology boat or of a lack of sustainable thought.
4. FINANCIAL ANALYSIS
EASTMAN KODAK COMPANY Revenue and Financial Data
When Kodak made Brownies, folks said, "Cheese!" Now the inventor of the Brownie camera has
abandoned consumer photography altogether to focus on imaging for businesses. Kodak, which
has staked its future on commercial printing, makes presses and imprinting systems, and
technology to print documents, publications, and product packaging for corporate customers. It
also serves the motion picture industry with motion imaging products, services, and technology
for studios, labs, and independent filmmakers. Founded in 1880 by George Eastman, Eastman
Kodak emerged from bankruptcy in 2013 as a smaller company focused on commercial printing
products and services after shrinking and restructuring its operations.
Financial Information for EASTMAN KODAK COMPANY

A gross profit of company decreasing as in 2009 is $1768 and in 2003 is reached to $118. . In
2003 they moved portions of Rochester manufacturing to China and Mexico. Kodak has been
restructuring for a long time, and that has an effect in a few social ways and has an affect
employee engagement. Chapman (2011) says that a month before announcing bankruptcy
chief executive Antonio Perez was forced to deny impending bankruptcy at a 'town hall
meeting' broadcast to all 19,000 Kodak employees worldwide.

5. PESTEL ANALYSIS:
POLITICAL FACTORS:

The US government is a very stable government and US product exists in the whole world
except for specific countries as Iran and North Korea.

US copyright law requires all photo shops to refrain from printing or releasing digital images
taken by professional photographers without a copyright release

Images taken by amateur photographers may encounter difficulty in having their


professional-looking images in print; thus, affecting photo printing sales.

ECONOMIC FACTORS:
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The global economies in the good condition, but the lack of demand for the product
negatively affect.

Digital camera sales in 2002 amounted to $2.96 billion USD, taking a considerable portion of
the total revenue of the industry.

Price declines of digital camera made it highly affordable for more consumers, resulting to
even greater demands.

SOCIAL FACTORS

The lifestyle changes and increased in using mobile phones with cameras and affects
negatively on the demand for regular camera.

Consumers use digital cameras to send them through electronic mail; most digitally-captured
images are stored for onscreen viewing.

Buyers have become more accustomed to buying technology-based products that contain
several features such as digital cameras and photo-capable cell phones.

TECHNOLOGICAL FACTORS

Terrible development in mobile phones, compact cameras, leads to the end of the regular
cameras.

Rapid development in camera products brought about by technology requires considerable


investments for highly-skilled staff, marketing efforts and production equipment.

New digital cameras must have multiple features that are appropriate to current environment
and customer needs

ENVIRONMENTAL FACTORS

Kodak has been widely criticized by environmentalists and researchers as one of the worst
polluters in the US. According to scorecard.org a web site that collects information on
corporate pollution, Kodak is the worst polluter in New York State, having released
4,433,749 pounds of chemical into the environment.
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LEGAL FACTORS

Health and Safety is very important in Kodak and all the products are very safe and company
with laws of most world countries

6. REASON OF FAILURE:
Eastman Kodak is a picture-perfect example. It built one of the first digital cameras in 1975. That
technology, followed by the development of Smartphones that double as cameras, has battered
Kodak's old film- and camera-making business almost to death. Strange to recall, Kodak was the
Google of its day. Founded in 1880, it was known for its pioneering technology and innovative
marketing. You press the button, we do the rest, was its slogan in 1888.
By 1976 Kodak accounted for 90% of film and 85% of camera sales in America. Until the 1990s
it was regularly rated one of the world's five most valuable brands. Then came digital
photography to replace film, and Smartphones to replace cameras. Kodak's revenues peaked at
nearly $16 billion in 1996 and its profits at $2.5 billion in 1999. The consensus forecast by
analysts is that its revenues in 2011 were $6.2 billion. It recently reported a third-quarter loss of
$222m, the ninth quarterly loss in three years. In 1988, Kodak employed over 145,000 workers
worldwide; at the last count, barely one-tenth as many. Its share price has fallen by nearly 90% in
the past year (see chart).

For weeks, rumors have swirled around Rochester, the company town that Kodak still dominates,
that unless the firm quickly sells its portfolio of intellectual property, it will go bust. Two
announcements on January 10ththat it is restructuring into two business units and suing Apple

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and HTC over various alleged patent infringementsgave hope to optimists. But the
restructuring could be in preparation for Chapter 11 bankruptcy.
While Kodak suffers, its long-time rival Fujifilm is doing rather well. The two firms have much
in common. Both enjoyed lucrative near-monopolies of their home markets: Kodak selling film
in America, Fujifilm in Japan. A good deal of the trade friction during the 1990s between
America and Japan sprang from Kodak's desire to keep cheap Japanese film off its patch.
Both firms saw their traditional business rendered obsolete. But whereas Kodak has so far failed
to adapt adequately, Fujifilm has transformed itself into a solidly profitable business, with a
market capitalisation, even after a rough year, of some $12.6 billion to Kodak's $220m.
HERE ARE THE TOP FIVE REASONS FOR KODAKS DEMISE:
1. Caught in Time
Kodaks top management never fully grasped how the world around them was changing. They
hung on to now obsolete assumptions about who took pictures, why and when.
Kodak always thought that people would never part with hard prints and that people valued filmbased photos for their high quality. In other words, they saw digital as a direct substitute for film
based photography. It was interesting to see how little this mindset had shifted even 20 years
later. In the end, digital cameras came to dominate not because they offered higher quality or
because everyone was able to or inclined to get a set of hard prints easily, but because they did
not feel the need to.
2. Every Picture Tells a Story
With digital, a significant shift in mind-set occurred in the meanings associated with cameras.
Rather than being identified as a piece of purely photographic equipment, digital cameras came
to be seen as electronic gadgets. The implications of this shift were enormous.
With digital devices, newcomers such as Sony were able to bypass one of Kodaks massive
strengths: its distribution network. Instead, digital cameras became available in electronic retail
outlets next to other gadgets. Kodak was now playing on Sonys and other entrants turf rather
than its own. Similarly, Kodaks brand came to be associated with traditional photography rather
than digital.
3. Back to the Future
Digital disrupted Kodaks neat equilibrium in yet another important way; women were no
longer the main customers, men were.
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With women giving way to men as primary users of cameras, Kodakwhich excelled at
marketing to womenlost its footing. With digital cameras, images could be viewed on the
camera, phone or a PC without any need for hard prints.
For Kodak, the severing of the link between taking photographs and hardcopy prints was a
serious concern. While men took lots of pictures, their role had never been that of family
archivists (a role reserved for women). Hence they tended to take pictures that industry insiders
called transient.
Kodak was in uncharted territory and rather than accepting it as the new reality, it kept trying to
recreate the photography universe of yesteryear, one based around sentimental images taken by
women at family reunions and vacations.
4. The Camera Never Lies
Even when the writing was very much on the wall, Kodaks attempts were at best half-hearted.
Unwilling to let go of the extremely lucrative (gross margins of nearly 70%) film business, it
tried for many years to prolong the life of film through smaller cameras and digitally coded film
and hybrid technologies such as Photo CD.
Its digital imaging division, locked up in its headquarters in Rochester, always appeared to be
under pressure to create synergies between film and digital. But doing digital from Rochester
was always going to be a challenge. The best example is Kodakgallery.com, Kodaks attempt to
generate revenue from digital images. The site was essentially a digital version of its analogue
offerings. Digitals potential was never fully realized at Kodak.
5. Over-Exposed
Kodak did not realize its own limitations, and consequently its strategy for revival never had
much of a chance.
As articulated by the current chairman and CEO, Antonio Perez, it was: To make Kodak do for
photos what Apple does for music: help people to organize and manage their personal library of
images. In an ideal world, consumers of the future will snap pictures on Kodaks cameras, save
them on its memory cards, put them on paper through its printers, and edit them on in-store
digital kiosks.
Trying to engulf the consumer in the Kodak universe was always unrealistic. Whereas a
company like Apple could probably do it with its design and plug-and-play capabilities, Kodak
could not and it died trying.
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7.MARKETING MIX STRATEGY:


Marketing mix can be defines as: grouping elements in the marketing strategy of a company.
These elements are product, price, promotion and distribution and also known as four P,s and can
be explained further more as follows.
PRODUCT:
Product is the centre of marketing mix and other three P, s revolve around it. Consumers buy
product and services for different uses and company must be of aware of all these when selling a
product. In case of Kodak as with 4 different range each with different prices to capture
maximum market. Kodak royal was a premium product, which was used by professionally.
Kodak spent about 40% of the total budget on the product line to attract more and more
customers.
PRICE:
According to the price aspect of Kodaks marketing mix, the strengths is that customers may
selected the products online with a cheaper price. For instance, when Kodak launched their
camera into the market in Russian, they set their camera at a price of 100 pounds. The deal is that
customers can get 10% discount if they bought it online which was a good tactics for their
business. However, the disadvantage is expensive for people who cannot afford it in the
beginning of launching the product. In order to solve this problem, Kodak made camera
set at a low price and increased the price on the film which this tactics is called Loss Leaders.
Kodak may adsorb some customers from its competitors if this tactics only used in the short-run.
However, it would not make any better for Kodak competition in this market, even worse for its
survival as customers cannot afford keep using this luxurious film in a long term.
PROMOTION:
For Promotion they have Sales representatives, Social Media and Advertisements Channels.
Promotion involves providing information to customers about new product or launch via variety
of mediums like radio, TV, newspapers, magazines, online etc. Promotion is key tool for the
success of company
DISTRIBUTION:
With over 100,000 outlets in world supplying branded and own label unexposed films,
consumers have a wide choice when it comes to choose a supplier. A high proportion of these
outlets also handle, film processing and printing orders, either in-house or by acting as agents for
wholesale processors. Regarding the amateur customer, indirect marketing channels are mainly
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used. The indirect marketing channels contain three intermediaries; the wholesaler who supplies
the distributor and the retailer outlets that are supplied by the distributorDistribution is a channel
that delivers the product or service to customers across all regions. Kodak Stores generally
available at each metro city and online availability is there. Warehouse and other online retailer
all over the world.
8. CURRENT MARKET SITUATION ANALYSIS OF KODAK (NEW PRODUCT
DEVELOPMENT)
More immediately, the hope is that this kind of technology can save a 121-year-old company
emerging from 20 months of bankruptcy this week. The question of whether Kodak can succeed
will take years to answer. But, sink or swim, the company is now officially entering its next era
with a much smaller workforce, dramatically cut costs and a narrower focus on a specific set of
markets and offerings.
Worldwide licensee for KODAK Digital Cameras and Devices, announced today its full 2014
line of digital imaging products. Building on last years initial launch, this years line up
broadens the very successful Astro Zoom Bridge category, introduces all weather, rugged HD
action cameras and makes a technology statement with all new, cutting edge Smart Phone lenses
and an affordable option to the high-end Micro Four Thirds camera category.
The updated KODAK PIXPRO suite of cameras will continue to offer consumers a variety of
feature-rich, long-zoom options at very attractive price points. The 2014 Astro Zoom line is
highlighted with the flagship 65x optical zoom AZ651. This model retails for a MSRP of $349;
features a 24 mm wide-angle lens; 1080p HD Video; 3.0 articulating LCD; OIS and a
rechargeable lithium-ion battery. The AZ651 is scheduled to go in spring 2015.
Additional models in the KODAK Astro Zoom Camera line offer outstanding performance and a
wide range of affordable price points, including the AZ251, AZ362 (25x & 36x optical zoom),
AZ421 (42x optical zoom, Q2 2014 launch) and AZ525 (52x optical zoom plus new Wi-Fi
capability). Models are priced respectively from $139 - $249 (MSRP).

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Kodak Instamatic 2014 is a design concept for next generation mobile camera by Kodak. The
Kodak Instamatic phenomenon is finally entering digital age. This new device combines
powerful Instamatic camera and Android Smartphone into one unique device. The 50 years of
photography innovation continue now. The entire Kodak heritage, simplicity and all the
legendary camera features just on touch of your hands. Tell your stories in authentic Kodak
colors. Use your Kodak phone every day.
The KODAK PIXPRO line also includes two new waterproof, freeze-proof, dust-proof and
shock-proof 1080p HD video devices. The entry-level SPZ1 Action Camera ($139 MSRP) offers
3x optical zoom, 14 MP CMOS sensor and Video Image Stabilization.
The company has signed agreements with Kingsbury Corp. and Uni-Pixel Inc. to churn out miles
worth of thin sheets of touch sensors at Eastman Business Park to be used in screens of consumer
electronic devices. The touch-sensor module market is expected to reach $32 billion by 2018,
according to Kodak. Kingsbury plans to start building and assembling its silver-based sensor
coating equipment this month. Uni-Pixel is in the midst of installing its copper-based
manufacturing site. Both sensors promise to be far cheaper and boast better touch response than
whats on the market today.
MARKETING PLANNING
Positioning
Kodaks marketing decisions imply as by CEO in 2014, the following positioning statement:
Kodak is preferred by adults who are active, busy and care about meaningful relationships and
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want to encapsulate and share important moments in their lives, because Kodaks products
enable them to capture, share, display, and store pictures and create keepsakes, with more ease
than competitors like Canon, Nikon, and Fujifilm.
Product
Kodak fails to offer clear, distinguishing benefits to consumers. The company attempts to
position itself as a provider of user-friendly products, typically offering products whose names
include the word easy. However, some of Kodaks product attributes detract from the credibility
of this position. Kodak develops products quickly due to its competitive environment. A
comprehensive program designed to include all desirable features is nearly impossible due to the
speed at which the industry evolves.
Product types face different risk scenarios depending on their newness to the company and their
newness to the market. Digital cameras are familiar to the market and to Kodak. Thus, a line
extension of Kodaks digital cameras creates a risk of cannibalization and a lack of incremental
sales. Kodaks new approach to printers, with higher upfront costs and lower ink costs, presents
different risks. The product type is new to the market and new to the company, representing a
new to the world concept. Thus, the product introduction is at risk of a lack of company-market
fit.
Using the economic pricing model, a firm strives to deliver products that demand a price
premium over its competitors. Based on this, we compared the pricing of Kodaks core consumer
products (digital cameras and inkjet printers), and its secondary consumer products (digital
picture frames and Kodak Gallery), to the pricing of its direct competitors in each category. In
the compact digital camera segment, Kodaks products are generally priced below the products
of its most direct competitors of Canon, Nikon, and Fujifilm. For example, Kodak cameras sell
in the range of $80 to $160, while cameras offered by the competitors sell in the range of $110 to
$500 .
9. SWOT ANALYSIS:
STRENGTH:
1.Kodak is identified in favors of bringing high quality brands to its clients, which permissible it
to be paid its character.
2. Kodak is capable of influence the standard people in using technological implement like their
cameras
3. It serves an extensive assortment of consumers, via it giving out strategy of cuisine not just to
those paying attention in photography but also attract common places clients
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WEAKNESS:
1. Even though film is grown up brand, it has a comparative enlargement, even if it creates
benefits for Kodak
2. Kodak has been negligent in watching out for micro and macro surroundings brands that are
able to have an effect on company and its incomes.
3. Kodak Company moreover got the wrong idea about the quick technical progress that
possibly will have easily out of date its brands.
OPPORTNITIES:
1. Kodak can still stand in advance of other while it comes to the film industry.
2. It has also been capable of take a new direction to imaging, aside from photography and
its foodstuffs.
3. Kodak grownups steps the motion pictures industry is by now well establish industry
with mass market place the competition between the resident compacts including Kodak
has been described and there be a high quality competition between them.
THREATS:
1. The strongest threat that forerunner survive well thought out for the industry is the
quickly rising market section of the digital replacements.
2. Internet is a first class channel for encouraging the company and its services and products
it is too a cause of threat for Kodak.
3. The quick growth of skill and development of the internet might cause the film
photography to develop into out of date and be point out from the market place.
10. RE- BRANDING & RE- POSITIONING PLAN STRATEGY
Kodak is a company that has seen very prosperous years and very dark years. Being a company
that consumes a lot of resources in its processes Kodak has had environmental challenges and
has shown leadership in sustainable thinking.

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Kodak has to focus on gaining back its market share from 70% back to 76%. If Kodak does not
work on preventing the loss in growth rate, than Fuji and Polaroid will take over the market of
photo films.

For this,

As the brand with largest market share in category dominated by premium brands, Kodak
should exercise the high road strategy that implies high levels of innovation and judicious
pricing.

If Kodak starts to compete on price, they run the risk of transforming the category into a
commodity.

As the Market Leader, Kodak should not react desperately to movements of small companies,
but it should protect its market.

Kodak must align its interest with those of the retailers.

Sell on brand equity and image promise consumers that although they cant see perfection,
it exists

Kodaks existing buyers are predominantly brand-loyal giving them a lower-priced Kodak
branded option could subsume higher-margin lines

Instead of Royal Gold, disambiguate the two Gold lines and rename Ektar as Kodak
Platinum and Kodak Gold Plus as simply Kodak Gold. By having Gold and Platinum, the
company clearly communicates quality differences to the consumer

Widen channels - Distribute Kodak Platinum through all the channels, not only through
camera shops.

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Launch an advertising campaign that emphasizes long-term quality over short-term savings
and educate the consumer.

The company should focus its efforts on innovation in all product lines, thereby justifying
and maintaining its premium market position. Innovation is the only way Kodak can fight
their product becoming a commodity.

Product launches may be supported by promotional activities and materials that further
educate the consumer about the superiority of Kodak products.

11. CONCLUSION
1. To gain market share and profits, Kodak should work on improving its quality and work
towards new technology which will result in better performance of the products offered.
2. Kodak should scan the market and work on the alternatives so as to launch its products
competitive pricing as its competitors
3. It should also adopt effective marketing techniques to capture the market.
4. The company should focus on adopting new technology so as to higher quality performance.
5. Kodak also deals in Imaging and Camera products, Kodak should adopt new designs and
new technology for its products which will add value to its pricing.
6. Designing a marketing strategy is a way so as to convert the sampler customers to loyal
customers of Kodak. This will help increasing 40% of new customers.
7. Special service and offers should be offered to its premium range customers.
8. Scan and expand the market to different countries such as India , China which will help in
gaining profits and market share.

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