STRATEGIC MANAGEMENT

PHASE 3 – STRATEGIC PROPOSAL – KODAK CASE

SEBASTIAN FRANCISCO GOMEZ. COD. 7,713,949

JUAN CARLOS GIRALDO COD. 7.697.490
OLIVERIO SUAREZ FORERO COD. 1.003.809.340
SILVESTRE MEDINA RODRÍGUEZ COD.7.702.369

PRESENTED TO:
EFREN HUMBERTO GARCIA

COURSE 212053_19

UNIVERSIDAD NACIONAL ABIERTA Y A DISTANCIA - UNAD

SCHOOL OF BASIC SCIENCES, TECHNOLOGY AND ENGINEERING – ECBTI
PROGRAM: INDUSTRIAL ENGINEERING
APRIL, 2021
 TABLE OF CONTENTS

Page

1. INTRODUCTION..............................................................................................................3
2. OBJECTIVES.....................................................................................................................4
3. YOUTUBE LINK OF EACH STUDENT..........................................................................5
4. STRATEGIC PROPOSAL ACTIVITIES ASSIGNMENT AND WORK
RESPOSIBILITIES CHART.....................................................................................................5
5. STRATEGIC PROPOSAL – INFOGRAPHIC..................................................................6
6. STRATEGIC PROPOSAL.................................................................................................7
7. STRATEGY CHOICE........................................................................................................8
8. STRATEGIC PLAN AND BALANCE SCORECAD.......................................................9
9. CONCLUSIONS..............................................................................................................12
10. REFERENCES.................................................................................................................13
 1. 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.
 2. 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.

 3. YOUTUBE LINK OF EACH STUDENT

Student name Youtube link

Sebastián Francisco Gómez
Oliverio Suarez Forero
Silvestre Medina Rodríguez
Juan Carlos Giraldo Villamil

4. STRATEGIC PROPOSAL ACTIVITIES ASSIGNMENT AND WORK

RESPOSIBILITIES CHART
Strategic Proposal Activities Assignment and Work
Responsibilities
Group Number: 212053_19
Case title: Airbnb
Selected topic Student name Mark with (X) the student
chosen to submit the final
document to the Evaluation
Environment
Concentration Strategy
– Producto
Development
Concentration Strategy
– Market Development
Corporate Strategy – Sebastian Francisco Gómez
Vertical Intergration
Corporate Strategy –
Horizontal Integration
Diversification
Strategy – Related
Diversifitacion
5. STRATEGIC PROPOSAL – INFOGRAPHIC
 6. STRATEGIC PROPOSAL

Strategy Proposal
Student Name: Denilson Gonzalez
Case Title: Kodak
Group Number: 19
Date: 6/04/2021
Type of strategy selected in Activity 5: Vertical Integration
Strategy Description:
Kodak has adopted a plan to focus its digital products only on developed markets and those
markets show a moderate increase. Also carry out (Profitability, Collaboration, Positioning
and Competitiveness).

 Think of a sentence to get the attention of individuals trying to tell them that they are
relevant to the organization, the sentence is "IT'S TIME TO SMILE."
 Kodak embraced digitization and transformed, yet it cost enormous losses and even
went bankrupt. Now, to regain importance in the photography market as in the past, a
price leadership plan can be proposed.
 7. STRATEGY CHOICE
Strategy Choice
Group Number: 19
Student Name Selected Strategy
Sebastián Gómez

Strategy with the majority of votes

 8. STRATEGIC PLAN AND BALANCE SCORECAD
Strategic Plan
Case Title: Kodak
Group Number: 19
Date:
Selected Strategy short description:
Company’s Mission:
Company’s Vision:
Company’s Values
Goal 1: Strategies/Tactics Responsibility

Goal 2: Strategies/Tactics Responsibility

Goal 3: Strategies/Tactics Responsibility

Strategic Plan
Case Title: Kodak
Group Number: 19
Date:
Selected Strategy short description:
Goal 1: Strategies/Tactics Financial Perspective
Indicator 1:
Indicator 2:

Internal Business Process

Indicator 1:
Indicator 2:

Learning and Growth:

Indicator 1:
Indicator 2:

Customer:
Indicator 1:
Indicator 2:

Goal 2: Strategies/Tactics Financial Perspective

Indicator 1:
Indicator 2:

Internal Business Process

Indicator 1:
Indicator 2:
 Learning and Growth:
Indicator 1:
Indicator 2:

Customer:
Indicator 1:
Indicator 2:
Goal 3: Strategies/Tactics Financial Perspective
Indicator 1:
Indicator 2:

Internal Business Process

Indicator 1:
Indicator 2:

Learning and Growth:

Indicator 1:
Indicator 2:

Customer:
Indicator 1:
Indicator 2:
 9. 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.
 10. 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-ebscohost-
com.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-proquest-
com.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