STRATEGIC MANAGEMENT - (212053A_953)

Phase 3 - Strategic Proposal

Tutor:

Karla Nathalia Triana

Student:

Mario Andrés Álvarez

Códe: 1066173421
Sandra Milena Castellar
Códe:
Vianny Katherine Guzmán
Códe:
Ranol Rafael Bonivento:
Códe:

Program:

Industrial Engineering

Group:

212053_16

National Open and Distance University (UNAD)

July, 2021
Introduction

Objectives
General Objective

Specific objectives

Table of contents
 Concept map of each student
Mario Andrés Álvarez Romero
Sandra Milena Castellar
Vianny Katherine Guzmán
Ranol Rafael Bonivento:
 YouTube link of each student
Mario Álvarez Romero: https://youtu.be/iucrCuHcXQ4
Sandra Milena Castellar:
Vianny Katherine Guzmán: https://www.youtube.com/watch?v=9qEI5tT2kOQ
Ranol Rafael Bonivento:
Strategic Proposal Activities Assignment and Work Responsibilities Chart
 
Strategic Proposal Activities Assignment and Work Responsibilities
Group Number: 212053_16
Case title: Kodak Case
Student name Selected topic Mark with (X) the

student chosen to submit the

final document to

Sandra Castellar
Vianny Guzman
Mario Álvarez
Ranol Rafael Bonivento
Student 5. Name
theEvaluation Environment
Blue Ocean Strategy  
Generic Strategy –  
Differentiation
Generic Strategy - Focus  
 Generic Strategy - Cost  
Leadership
   

Prezi presentation link

Mario Álvarez Romero:  https://prezi.com/view/A4AcNXogt4Pi4eDgJmep/

Sandra Milena Castellar:  https://prezi.com/view/BaCw294cWLInjE3r8Bw3/

Vianny Katherine Guzmán:
Ranol Rafael Bonivento:

 
Strategy Proposal
Student name:  Sandra Milena Castellar Yepez
Case title:  KODAK Case
Group number: 212053_16
Date:  07/07/2021
Type of strategy selected in Activity 5: Blue Ocean Strategy
Strategy description:

It is necessary to remember that the problem is perceived from poor management and
business direction, by not correctly understanding the signs of the environment, the
changes and the technological trends of the new millennium and what it posed on the
horizon. However, based on the situation of financial crisis and loss of position, it is
possible to choose to implement a blue ocean strategy where we determine a new
market space.

Taking into account the previous premise, the social trends and the appearance of a new
group of people destined to influence the behavior of the majority of individuals in the
cybernaut society (influencers), through their practical experiences on both common
and complex issues and registered Through mobile electronic devices with the capacity
to connect to the internet from almost any corner of the world, the possibility arises of
producing products with the highest quality standards in images for both photography
and self-produced films or under an agreement with one of the largest brands of
technology of the moment but, which also offers the possibility of editing multimedia
files through specialized applications made by KODAK that has its hallmark and the
experience of more than 100 years in the field of photography, wearing special lenses
to smartphone cameras and Similar.

Offering a range of opportunities such as cloud storage, accessories such as portable

printers for mobile devices, among others, that will allow influencers to have the
necessary tools to carry out their daily work on a single device with the highest image
quality standards.
 

 
Strategy Proposal
Student name: Mario Andrés Álvarez Romero
Case title: Kodak Case
Group number: 212053_16
Date: Julio de 2021
Type of strategy selected in Activity 5: Generic Strategy - Focus
Strategy description:

The focus strategy is required at Kodak to lower prices and use different marketing and
promotional strategies to drive sales to existing customers in the market. The
organization offers various discounts and price offers, promotional campaigns are run
frequently, and the product is offered in attractive new packaging to achieve the sales
growth goal while staying in the same market. For aggressive marketing tactics are
required when using this strategy on a consumer in the competitive market.

Kodak's strategic objective with this cost focus strategy is to increase sales by lowering
prices through cost leadership. In this case, a correlation between low cost and low
price leadership is assumed. Another way to achieve this growth goal is to integrate
innovation to differentiate between the basics, it helps kodak to expand the customer
base despite saturation in the market. However, it is also important to note that stability
in the market becomes increasingly costly when a market reaches its saturation point.
In this case, investing in different marketing and promotional activities brings a poor
return, which encourages the company to consider other attempts at growth strategy.
 

Strategy Proposal
Student name: Vianny Katherine Guzman Hernandez
Case title: Kodak
Group number: 16
Date: 13/07/2021
Type of strategy selected in Activity 5: Generic Strategy – Differentiation

A differentiation strategy consists of making a company that offers a product in the

market and that has rivals competing in the sector, be able to stand out in a significant
way. This thanks to qualities, characteristics, technologies and other factors that make it
positively different from other brands that offer similar products or services.

 
Strategy description:

the best strategy that the Kodak company can implement is to create a unique and
innovative camera, brand, image and technology design that attracts the attention of
customers and meets their needs. Let this design give you the opportunity to become
different from what your competitors provide. in this way the Kodak company will be
able to position itself in the market

Strategic Proposal

Strategic Choice
Group Number: 212053_16
Case title: KODAK
Student name Selected Stategy
Sandra Milena Castellar Blue Ocean Strategy
Yepez
Mario Andres Alvarez Blue Ocean Strategy
Romero
 Vianny Katherine  Blue Ocean Strategy
GuzmanHernandez
 Ranol Rafael Bonivento  
Strategy with the majority of  
votes

Strategic Plan
Case title: KODAK
Group number: 212053_16
Date: Julio de 2021
Type of strategy selected in Activity 7.3: Blue Ocean Strategy
Selected Strategy short description: It is necessary to remember that the problem is
perceived from poor management and business direction, by not correctly
understanding the signs of the environment, the changes and the technological trends of
the new millennium and what it posed on the horizon. However, based on the situation
of financial crisis and loss of position, it is possible to choose to implement a blue
ocean strategy where we determine a new market space.

Taking into account the previous premise, the social trends and the appearance of a new
group of people destined to influence the behavior of the majority of individuals in the
cybernaut society (influencers), through their practical experiences on both common
and complex issues and registered Through mobile electronic devices with the capacity
to connect to the internet from almost any corner of the world, the possibility arises of
producing products with the highest quality standards in images for both photography
and self-produced films or under an agreement with one of the largest brands of
technology of the moment but, which also offers the possibility of editing multimedia
files through specialized applications made by KODAK that has its hallmark and the
experience of more than 100 years in the field of photography, wearing special lenses
to smartphone cameras and Similar.

Offering a range of opportunities such as cloud storage, accessories such as portable

printers for mobile devices, among others, that will allow influencers to have the
necessary tools to carry out their daily work on a single device with the highest image
Company´s Mission:
Company´s Vision:
Company´s Values:
Student 1. Goal 1: Strategies/Tactics: Role:

Mario Andrés Within 5 years to Compete in the world The senior managers
Álvarez position itself as the market with a product of the the company
leading photography that makes a will take care of
brand in the difference, creating a achieve this goal
technology market. unique line  
technological
  products, difficult to
imitate, let them be
ahead of the needs of
the person with the
best built-in quality
and backed by your
brand, which will
become Synonym of
innovation and high
quality.
Student 2. Sandra Goal 2 Strategies/Tactics: Role:
Milena Castellar
Yépez Develop a special Inter-company Development and
mobile device for collaboration: innovation (I+D)
influencers Creation of a strategic department,
alliance with one of production
the technological department and the
giants worldwide, for senior managers of
the development of a the company
mobile device that
meets the
requirements of the
targeted market
niche..
Student 3. Name Goal 3: Strategies/Tactics: Role:
Student 4. Name Goal 4: Strategies/Tactics: Role:
Student 5. Name Goal 5: Strategies/Tactics: Role:
 

Balanced Scorecard
Case title: KODAK
Group number: 212053_16
Date: Julio de 2021
Type of strategy selected in Activity 7.3: Blue Ocean Strategy
Selected Strategy short description: It is necessary to remember that the problem is
perceived from poor management and business direction, by not correctly
understanding the signs of the environment, the changes and the technological trends
of the new millennium and what it posed on the horizon. However, based on the
situation of financial crisis and loss of position, it is possible to choose to implement a
blue ocean strategy where we determine a new market space.

Taking into account the previous premise, the social trends and the appearance of a
new group of people destined to influence the behavior of the majority of individuals
in the cybernaut society (influencers), through their practical experiences on both
common and complex issues and registered Through mobile electronic devices with
the capacity to connect to the internet from almost any corner of the world, the
possibility arises of producing products with the highest quality standards in images
for both photography and self-produced films or under an agreement with one of the
largest brands of technology of the moment but, which also offers the possibility of
editing multimedia files through specialized applications made by KODAK that has its
hallmark and the experience of more than 100 years in the field of photography,
wearing special lenses to smartphone cameras and Similar.

Offering a range of opportunities such as cloud storage, accessories such as portable

printers for mobile devices, among others, that will allow influencers to have the
necessary tools to carry out their daily work on a single device with the highest image
Student 1. Goal 1: Strategies/Tactics: Financial
Perspective: Indicator
Mario Andrés Within 5 years to Compete in the 1:
Álvarez position itself as world market with a
the leading product that makes a Market share percentage
photography difference, creating with
brand in the a KODAK Products.
technology unique line  
market. technological
products, difficult to Internal Business
  imitate, let them be Process
ahead of the needs
of the person with Indicator 2:
the best built-in
quality and backed Number of different new
by your brand, products
which will become launched on the market
Synonym of  
innovation and high
quality. Learning and
Growth: Indicator 3:

Level of technology and

advancement of the
KODAK brand,
compared to the
competition

Customer:

Indicator 4:

Customer Satisfaction
Percentage with the
KODAK Brand

 
Student 2. Sandra Goal 2 Strategies/Tactics: Financial
Milena Castellar Perspective: Indicator
Yépez Develop a special Inter-company 1:
mobile device for collaboration:
influencers Creation of a 1. Value of costs
strategic alliance incurred in research and
with one of the development.
technological giants
 worldwide, for the 2. Additional revenue
development of a from patents developed,
mobile device that licensed and authorized
meets the for use by other
requirements of the companies under
targeted market intellectual property
niche.. rights

Internal Business
Process

Indicator 2:

Number of processes
carried out in the
production plant for
product development

Learning and
Growth: Indicator 3:

Amount of registration
for intellectual property
at the scientific and
technological level by
the KODAK company

Customer:

Indicator 4:

Number of new clients

in the company

 
Student 3. Name Goal 3: Strategies/Tactics: Role:
Student 4. Name Goal 4: Strategies/Tactics: Role:
Student 5. Name Goal 5: Strategies/Tactics: Role:
Conclusions

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

Morris, J (s.f.). Strategic Management. Corporate-level Strategy (pp. 147 - 165).

Retrieved from:   https://open.oregonstate.education/strategicmanagement/part/unit-7/ 

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

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