Kodak Has 4Th-Quarter Reported Net Income of 7 Cents Per Share EPS from Continuing Operations, Excluding Non-Operational Items, Totals 70 Cents
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Università Degli Studi Di Pisa La Fotografia Letta In
UNIVERSITÀ DEGLI STUDI DI PISA Facoltà di Scienze Politiche CORSO DI LAUREA MAGISTRALE IN COMUNICAZIONE D’IMPRESA E POLITICA DELLE RISORSE UMANE TESI DI LAUREA LA FOTOGRAFIA LETTA IN CHIAVE ECONOMICA Dal chimico al digitale, innovazioni tecnologiche e implicazioni di mercato. Caso Kodak. Candidata Relatore Maria Nicola Mauriello Prof. Andrea Mangani Anno accademico 2012/2013 “ Innovation requires a mindset that rejects the fear of failure and replaces that with the joy of exploration and experimental learning”. Edward D. Hess Alla mia famiglia 1 Indice Introduzione………………………………………………………………….....p.4 I Capitolo Evoluzione tecnica della fotografia.…………………………………….............. ..p.7 1.1 La preistoria della fotografia. Il principio della camera obscura e le prime scoperte chimiche................................................................................ .p.8 1.2 L’invenzione della fotografia. Da Nièpce alla pellicola..…………….…......p.12 1.2.1 I primi tentativi.……………..……………………………………….….......p.12 1.2.2 La nascita ufficiale della fotografia..…………………………………..........p.16 1.2.3 Il calotipo………………………………………………………………..…..p.21 1.2.4 Il processo al collodio umido…………………………………………..…... p.22 1.2.5 La fotografia su pellicola……..………………………………………....... ...p.24 1.3 L’evoluzione dell’apparecchio fotografico…………………………….. ... ...p.25 1.3.1 Dalle macchine per i dagherrotipi alla Box Kodak………………………. ...p.27 1.3.2 Nuove scoperte tra colore movimento e simultaneità…………………….. ..p.29 1.3.3 Il dominio nipponico…………………………………………………...…. ..p.35 1.3.4 Autofucus e digitale. -
Kodak and the Digital Revolution (A)
9-705-448 REV: NOVEMBER 2, 2005 GIOVANNI GAVETTI REBECCA HENDERSON SIMONA GIORGI Kodak and the Digital Revolution (A) In February 2003, Daniel A. Carp, Kodak’s CEO and chairman, reviewed 2002 sales data with Kodak’s senior executives. Film sales had dropped 5% from 2001 and revenues were down 3%. 2003 did not look any brighter: Carp expected revenues to grow only slightly and net income to remain flat or decrease (see exhibit 1 for information on Kodak’s financial performance and exhibits 2 and 3 for information on sales of cameras and film rolls in the United States). The film industry was “under pressure unlike ever before.” Carp predicted a “fairly long downturn”1 for traditional photography sales as consumers turned to digital cameras, which did not require film. Kodak was moving more of its manufacturing to China, where it could boost film sales, and was planning to slash 2,200 jobs, or 3% of its work force, especially in the photo-finishing business. Carp had received a master’s in business from MIT. He had begun his career at Kodak in 1970 as a statistical analyst. Since then, he had held a variety of positions at Kodak. In 1997, he became president and COO, and was appointed CEO on January 1, 2000. He believed Kodak’s current struggle was one of the toughest it had faced. How could he use digital imaging to revitalize Kodak? Kodak, 1880-1983: A brief history In 1880, George Eastman invented and patented a dry-plate formula and a machine for preparing large numbers of plates. -
What Went Wrong at Eastman Kodak?
the strategy tank A Strategic Analysis What Went Wrong at Eastman Kodak? George Mendes © Copyrig ht Authors and The Strategy Tank Every end eavour has been made to recognise works cited within this document. For further copies or publication permission, or citation please email us at [email protected] A Strategic Analysis A case study of how Kodak is guilty on four counts of serious corporate failure his study undertakes an analysis of five fundamental dichotomies in strategy and Ta pplies them to the case of Eastman Kodak in an effort to understand the reasons for the business’ continual underperformance and misalignment1 with the operating environment. Four of these five case study discussions each reveal four serious counts of corporate failure on the part of Kodak’s strategic decisions and whilst explicit recommendations are not offered, there are clear explanations as to why the incorrect path has contributed to the firms’ current business challenges. The final topic integrates the previous four by providing an insight into how Kodak has managed to survive despite such imprudent corporate decisions and how it can use the time to reconsider a number of the business’ fundamental strategic choices. 1 The misalignment between an organisation and its environment has been recognised as the number one cause of corporate death. www.thestrategytank.org 2 A Strategic Analysis Historical Context & Timeline In 1880, after inventing and patenting a dry-plate formula and a machine for preparing large numbers of plates, George Eastman -
KODAK PROFESSIONAL ENDURA Metallic Paper
KODAK PROFESSIONAL ENDURA Metallic Paper TECHNICAL DATA / COLOR PAPER September 2009 • E-4028 Product Discontinuance FEATURES BENEFITS KODAK PROFESSIONAL ENDURA Metallic Paper will be • State-of-the-art image • Improved light stability - over discontinued by year end 2009 or when stock is depleted. KODAK stability 100 years before noticeable PROFESSIONAL ENDURA Metallic VC Digital Paper is the fading in typical home display alternative replacement. • Significantly improved dark stability - over 200 years before KODAK PROFESSIONAL ENDURA Metallic Paper is a noticeable fading under most common storage conditions color negative paper with a unique metallic appearance. It • Superior performance in is coated on a patented multi-laminate base that provides professional applications durable, tear-resistant prints. creating new standards for image permanence This paper is ideal for a variety of portrait/social • Metallic look combined with • Distinctive, cutting-edge applications—for example, glamour, wedding, prom, and a smooth glossy surface appearance special-events photography and for many commercial • Patented high intensity • Exposure range of 32 stops - applications. It can be exposed both digitally and optically, reciprocity characteristics from 50 nanoseconds to 10 providing consistency and efficiency in the lab. minutes Like other KODAK PROFESSIONAL ENDURA Papers • Can be used for all types of exposing devices, from optical and Materials, ENDURA Metallic Paper features enlargers and automatic state-of-the-art image stability. Other improvements printers to digital exposing include process robustness and a dramatic increase in devices (CRT, LED, Laser) • Broad print engine applicability D-max in digital applications. The new paper is easily for CRT, LED, Laser devices distinquished from KODAK PROFESSIONAL Color • Optimized text and fringing Metallic Paper by its unique watermark on the back. -
Developing; the Negative Technique
A F OWl MANUAt oiPHM-TECHNiaUE CORNELL UNIVERSITY LIBRARY FINE ARTS LIBRARY TR 290.Jl'"l972"""""'"-"'"'^ mmmmmEim^ negative technique 3 1924 015 369 055 The original of tliis book is in tlie Cornell University Library. There are no known copyright restrictions in the United States on the use of the text. http://www.archive.org/details/cu31924015369055 The Manual of Photo-Technique a' THE MANUAL OF PHOTO-TECHNIQUE Camera Techniques H. J. WALLS, B.SC, PH.D. Exposure W. F. BERG, D.SC, F.INST.P., F.R.P.S. Optics ARTHUR COX, M.A., B.SC, F.INST.P. Enlarging C. I. JACOBSON, PH.D. AND L. A. MANNHEIM, M.A. Developing C. I. JACOBSON, PH.D. AND R. E. JACOBSON, M.SC, PH.D., A.R.LC. Retouching O. R. CROY, PH.D. Basic Sensitometry L. LOBEL, I.C.P. AND M. DUBOIS, I.C.P. Stereo Photography K. C. M. SYMONS, D.L.C., A.M.I.I.A. Colour Prints J. H. COOTE, F.R.P.S., F.B.K.S. Colour Films C. LESLIE THOMSON B.SC. Colour Separation Negatives PHILIP JENKINS C. I. JACOBSON,/'^.Z>. and R. E. JACOBSON, M.Sc, PH.D., A.R.I.C. Developing THE NEGATIVE TECHNIQUE EIGHTEENTH EDITION FOCAL PRESS London and New York Distributed in the U.S.A. by AMPHOTO 915 Broadway, New York, N.Y. 10010 © 1972 FOCAL PRESS LIMITED First published in U.S.A. 1972 0-8174-0626-3 Library of Congress Catalogue Card No. 77-107002 All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the Copyright owner. -
Kodak Reports 3Rd-Quarter Net Income Of
Media Contacts: Gerard Meuchner 585-724-4513 [email protected] Anthony Sanzio 585-781-5481 [email protected] Investor Relations Contacts: Don Flick 585-724-4352 [email protected] Patty Yahn-Urlaub 585-724-4683 [email protected] Roberto Trevino 585-724-6791 [email protected] Kodak Reports 3rd-Quarter Net Income of 42 Cents Per Share; Sales Rise 3% to $3.447 Billion EPS from Continuing Operations, Excluding Charges and Other Items, Total 88 Cents ROCHESTER, N.Y., Oct. 22 – Eastman Kodak Company said that third-quarter net income, in accordance with Generally Accepted Accounting Principles (GAAP) in the U.S., totaled 42 cents per share and that sales rose 3% compared with the year-ago period. Excluding the impact of previously announced focused cost reductions and a one-time charitable donation, earnings from continuing operations were 88 cents per share. For the third quarter of 2003: • Sales totaled $3.447 billion, up 3% from $3.352 billion in the third quarter of 2002. Excluding foreign exchange, sales declined 1%. • The company reported net income of $122 million, or 42 cents per share, compared with net income of $334 million, or $1.15 per share, in the third quarter of 2002. • Earnings from continuing operations, excluding the impact of focused cost reductions and a non-operational item, were $252 million, or 88 cents per share. The after-tax non- operational items include a charge of $125 million, or 44 cents per share, related to previously announced cost reductions, and a charge of $5 million, or 2 cents per share, for a charitable contribution to the Infotonics Technology Center. -
Kodak: on Its Way to a Prettier Picture
Kodak: On its way to a prettier picture Lily Chang Derek Oosterman Eric Aispuro Table of Contents Executive Summary 3 Company Profile 4 Financials 5 Internal Rivalry 7 Industry 7 Photography Group 7 Health Imaging Group 12 Commercial Imaging Group 14 Display Group 13 Substitutes & Complements 15 Buyer & Supplier Power 16 Entry 16 Strategy 17 2 Executive Summary Present Situation As one of the 25 largest companies in the United States, Eastman Kodak is the world’s leader in photographic film and has the potential to maintain its leadership in this industry through the digital age. In response to the digital revolution in photography, Kodak has started devoting resources to digital imaging media and other products for both amateur and professional photographers. Kodak still faces fierce competition in the Photography segment with the emergence of the digital market. Eastman Kodak appears to be on the right path with the growth of their digital segment. Even so, Kodak confronts difficulties maintaining its position as the market leader in the photography segment. The company’s revenues and margins have been at risk as consumers shift from conventional to digital photography. Blaisdell Consulting is convinced that Kodak must concentrate on augmenting its position as a leader in the various forms of digital output given that the number of digital camera owners is escalating quickly. Trends suggest that integrated portable devices will be successful and profitable. Blaisdell Consulting advises that Kodak cultivate relationships with the key -
A Familiar Face and a Personality That Might Surprise You
What do you see when you look at Kodak? KODAK 2001 a familiar face and a personality that might surprise you For more than 120 years, Kodak products and services have helped shape our world. From preserving memories, to revealing mysteries. From providing entertainment, to archiving documents. From saving lives, to capturing everyday events. But take a closer look. You’ll see that Kodak is more than this. In fact, the characteristics that drive us to create these products and services are what truly define us as a company. In those defining traits, you may even discover yourself. It’s a great feeling, that moment when you not only grasp the problem, but also see the solution. When you’re confident that you’ll get it right because you know what you’re doing. In business, it means working smarter to deliver better value and greater profitability. It’s why we feel good about the improvements we made in manufacturing operations last year. We reduced inventories by 34%—and increased inventory turns by 17%. We dramatically shrank the number of products—or “stock-keeping units”—we offer by focusing on our best-sellers, and eliminating those that were redundant or no longer in demand. We also revamped our Kodak online photo services and acquired Ofoto so that we could meld the best ideas from two of the most successful online services. Similarly, we customized and co- branded online services with key retailers such as Kmart, CVS, Costco and Rite-Aid. We’re not just developing smarter products, but smarter ways to create, deliver and use those products.