Two companies, Kodak and Fujifilm ruled the coloured photographic films world market. After the demise of colour film business, Kodak went bankrupt while Fujifilm saw the end of photographic business well in advance and went into producing other products, ensuring its survival and growth. So what went wrong?
Kodak and Fujifilm, ruled the world of photosensitive material for half a century. At a time in 2000, the colour photographic film formed nearly 60 per cent of Fujifilm’s sale. It also contributed to two-thirds of its profit. At Kodak, it was 90 per cent of their business and 60 per cent gross margin, a veritable stable cash cow for over 50 years.
But there was an aftershock. Digital photography was about to replace films. A much profitable industry was about to collapse, as sales started dwindling and the decline was sharp between 2000-2010. Did anyone foresee this? A collapse was on the anvil.
As CEO of Fujifilm Komori Shigetaka, who was brought in to stem the company’s slide, writes in his memoirs, “It was clear to me that this was not the time for makeshift measures. Our only choice was to initiate radical reform, including the downsizing of our photography-related businesses.” VUCA had made a sudden strike, blindfolded them in a very short time. There had to be something more than strategic to renew their resources and capabilities. The task was uphill with no clues in hand; it required deep thinking.
Kodak too had reached the fork on the road. It too had to make the same decision. It decided to continue with business as usual and ultimately faced bankruptcy in 2012 and total oblivion later. Meanwhile, Fujifilm, over a period of ten years and an investment of $10 billion, changed its product mix and today, is stronger than ever. What was the differentiator? Did Fujifilm bounce back as a resilient leader?
Denne historien er fra August 2019-utgaven av Indian Management.
Start din 7-dagers gratis prøveperiode på Magzter GOLD for å få tilgang til tusenvis av utvalgte premiumhistorier og 9000+ magasiner og aviser.
Allerede abonnent ? Logg på
Denne historien er fra August 2019-utgaven av Indian Management.
Start din 7-dagers gratis prøveperiode på Magzter GOLD for å få tilgang til tusenvis av utvalgte premiumhistorier og 9000+ magasiner og aviser.
Allerede abonnent? Logg på
Trust is a must
Trust a belief in the abilities, integrity, values, and character of any organisation is one of the most important management principles.
Listen To Your Customers
A good customer experience management strategy will not just help retain existing customers but also attract new ones.
The hand that feeds
Providing free meals to employees is an effective way to increase engagement and boost productivity.
Survival secrets
Thrive at the workplace with these simple adaptations.
Plan backwards
Pioneer in the venture capital and private equity fields and co-founder of four transformational private equity firms, Bryan C Cressey opines that we have been taught backwards in many important ways, people can work an entire career without seeing these roadblocks to their achievements, and if you recognise and bust these five myths, you will become far more successful.
For a sweet deal
Negotiation is a discovery process for both sides; better interactions will lead all parties to what they want.
Humanise. Optimise. Digitise
Engaging employees in critical to the survival of an organisation, since the future of business is (still) people.
Beyond the call of duty
A servant leadership model can serve the purpose best when dealing with a distributed workforce.
Workplace courage
Leaders need to build courage in order to enhance their self-reliance and contribution to the team.
Focused on reality
Are you a sales manager or a true sales leader? The difference, David Mattson, CEO, Sandler® and author, Scaling Sales Success: 16 Key Principles For Sales Leaders, maintains, comes down to whether you can see beyond five classic myths that we often tell ourselves about selling.