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Kodak and Fujifilm

1.Describe the history and core business of each company.

2.Compare and contrast the approach to management that each company has pursued in order to embrace innovation.

3.Determine what other management differences have impacted the relative success of Kodak and Fujifilm. Provide specific examples to support your response.

4.Evaluate each company's approach to ethics and social responsibility and the impact those approaches have had on each company's profitability.

5.Discuss the extent to which management of both companies adapted to changing market conditions.

6.Recommend three (3) ways any company should build in flexibility to back up its decision-making process in order to adapt to changing market conditions.

7.Use at least three (3) quality references. Note: Wikipedia and other Websites do not qualify as academic resources.

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Kodak is a multinational US multi-imaging and photographic company that was started in 1888. George Eastman was the founder of this organization, and was an innovative entrepreneur who developed this company into the most dominant photographic company in the world for nearly a century. This company has its headquarters in Rochester New York. This organization went to a period of decline due to the fact that it was slow to transition to the production and sales of more modern digital photographic products, which caused the organization to have to reorganize in the early and mid-2000's in order to regain profitability in this market. This organization eventually had to file for bankruptcy, which resulted in it selling many of its assets to other technology organizations in order to emerge from this bankruptcy. Fujifilm's is a multinational company that develops and sales a number of different multi-imaging devices, as well as a variety of different photographic devices including digital cameras and photocopiers. This organization was initially started in 1934, and is headquartered in Tokyo Japan. This organization has had tremendous control of the photographic industry within Japan, which have made its products the most purchased and consumed within Japan, and this organization has a significant portion of the US and world consumer market within this industry as well.

The approach to management that Kodak has pursued in order to embrace innovation has been to focus upon producing a smaller group of high quality products that continued to appeal to its customer base, and to keep them satisfied with the performance of these products. In planning for innovation, this organization had placed less emphasis upon developing a diversified number of products than their competitors, which led to this organization seeking to maintain the traditional high quality cameras etc. instead of placing a great deal of emphasis on upgrading its digital photographic products to a very high level. Management planning at this organization focused upon innovation in a way by which the products that were selling well were altered in order to improve their quality as well as the capabilities, and these products were planned to be marketed continuously to the loyal customer base that this organization had developed within the US and abroad. This organization also embraced a plan by which to outsource a great deal of its manufacturing in order to take advantage of cheap labor, which would help to save this organization millions of dollars in labor costs which could be utilized as a means by which to finance the innovation and upgrade of its products. This was an innovative and successful plan to some degree, due to the fact that this type of planning helps this organization to maintain its leadership in the sales of photographic products to the early 1990s. This organization was organized with a strong centralized command structure, but there was room for innovation and input from all of the staff within the organization, due to the fact that this organization utilizes any ideas that would help it to compete successfully with Fujifilm's by designing and producing products that were in demand by their customer base. This included organizing overseas facilities and a much similar manner to domestic facilities, which resulted in much easier command and control of these overseas facilities by the organization's headquarters. This organization also approach management in order to embrace innovation by selecting ...