Strategie Management

Unit 2 - Phase 3 Strategic proposal

Karla Nathalia Triana Ortiz

Tutor

Grup: 212053_27

Made by:
William Andres Acosta Garcia
Marlio Gutierrez Quintero

UNIVERSIDAD NACIONAL ABIERTA Y A DISTANCIA – UNAD

INDUSTRIAL ENGINEERING

2022
Table of contents

Introductios..................................................................................................................................................3
Objectives.....................................................................................................................................................4
General Objective.....................................................................................................................................4
Design a strategic proposal creating value for the company, establishing its tactics and indicators from
the exploration of various theoretical references........................................................................................4
Specific Objectives....................................................................................................................................4
Individual.....................................................................................................................................................5
1. Read the following case, attached as Annex 3 – Kodak Case....................................................................5
2. According to the previous reading...........................................................................................................5
3. Record and post in YouTube a 2 - 3 minutes............................................................................................5
Collaborative............................................................................................................................................6
5. To carry out the strategy proposal for the company in the case..............................................................6
6. Post the topic selection in the Discussion forum – Unit 2.......................................................................6
7.1. Read again the reference Morris, J (s.f.). Strategic Management. Corporate-level Strategy, in the
pages related to the selected topic..............................................................................................................7
7.2. All students in the group read the proposals from all members and decide which one is the most
suitable for the situation..............................................................................................................................7
7.3. Each student reads and reviews the following reference for Unit 2 at the Learning Environment:......8
Conclusions................................................................................................................................................10
References.................................................................................................................................................11
 INTRODUCTIOS

Strategic management is defined as the way to implement and evaluate cross-functional decisions

that enable an organisation to achieve its objectives. (David, 2008)

This focuses on generating added value to the organisation, seeking to position products and

services in relation to a constantly changing market that varies between supply and demand, as is

well known. Defining a strategy in an organisation leads to recognition in the industries as clearly

seen in the competitive market. It is important to highlight the horizontal strategic movement

that in a few words is defined as the expansion of an organisation of a company with another

company, usually a small company with join with a larger one, this benefit reduces costs and

achieves greater economies, this model along with the model of Porter's five forces.

By identifying each of the factors in the organisational strategy the result is domains that manage

to expand to take position in the market, diversification enters industries to create new products

being related to existing activities, logically we must be smart about the strategy at the corporate

level that leads us to have to reduce the company a little or make the restructuring, accompanied

by a useful planning for variety and ends with a balance of indicators that improves the

organisation oriented in the case study kodak raised in the guide of phase 3.
 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

 Develop a problem, causes, consequences of the Kodak case with a video.

 Study the bibliographic references to develop the definitions of the types of strategies

with theoretical specifications that are worked on in the course.

 Apply a strategic plan and a balance developed with the chosen topic.

 Create an objective according to the theme for the strategy complemented with the

indicators.
Individual The student develops the following activities:

1. Read the following case, attached as Annex 3 – Kodak Case:

Ho, J. C., & Hongyi, C. (2018). Managing the Disruptive and Sustaining the Disrupted: The Case

of Kodak and Fujifilm in the Face of Digital Disruption. Review of Policy Research, 352–371.

2. According to the previous reading, your own understanding of the company in the case and

your search on internet:

Marlio Gutierrez Quintero

3. Record and post in YouTube a 2 - 3 minutes video where the student appears himself with the

hand draw billboard presenting in English the problem of the company in the case, mentioning

specifically:

video link:__ https://youtu.be/rvyFyXickNk ___

Collaborative
The group develops the following activities:

4. Each student reads and reviews the following references for Unit 2 at the Learning

Environment:
• Hales, G., & Mclarney, C. (2017). Uber’s Competitive Advantage vis-à-vis Porter’s Generic

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

Triana Ortiz, K. (21,04,2020). Porter´s Generic Strategies. [Video].

5. To carry out the strategy proposal for the company in the case, each student of the group

chooses one of the following topics:

1. Related Diversification: William Andres Acosta Garcia

2. Getting smaller – restructuring: Marlio Gutierrez Quintero

6. Post the topic selection in the Discussion forum – Unit 2, according to the following chart,

also, identify who will be in charge of delivering the final document at the Evaluation

Environment:

Strategic Proposal Activities Assignment andd work

Responsibilities

Group Number 212053_27

Casa title: Kodak Case
Mark with (x)
the student
chosen to
submit the
final 7. According to the topic selected
document to
the
Evaluation previously, the review of Unit 2
Student name Selected topic Environment
William Acosta references and his own search on
Garcia Related Diversification  x
Unrelated Diversification internet, each student develops a
Getting Smaller-
Retrenchment
strategy proposal following the
 Marlio Gutierrez Getting Smaller-
Quintero Restructuring  x
instructions below:
Portfolio Planing
 7.1. Read again the reference Morris, J (s.f.). Strategic Management. Corporate-level Strategy, in

the pages related to the selected topic, once there is a clear understanding use Prezi online tool to

create a presentation.

Presentation Link: https://prezi.com/i/edit/6hdw7oflyp2o

7.2. All students in the group read the proposals from all members and decide which one is the

most suitable for the situation faced by the company in the case and post the selection in the

following chart at the Discussion forum – Unit 2:

Strategy choice
group Numbre: 212053_27
Student name: Selected strategy

Student 1. WILLIAM
ANDRES ACOSTA GARCIA x
Student 2. MARLIO
GUTIERREZ QUINTERO X
Student 3. Name
Student 4. Name
Student 5. Name

7.3. Each student reads and reviews the following reference for Unit 2 at the Learning
Environment:
Strategic plan
Case Title: kodak case
Group number: 21053_27
Date: 12/04/2022
Type of strategy selected in
activiy 7.3: Related Diversification
Selected Strategy short Diversification requires moving to new value chains, involving the objective of
description: developing and exploiting a core competency to be more successful.
Kodak's mission was and is "to provide its consumers with the solutions they need to
capture, store, process, generate and communicate images anywhere, anytime."
Surprisingly, such a mission should have prompted Kodak to join, if not lead, in the
Company's Missión development of digital photography.
Company's Visión Continue to be the undisputed leader in the image market.

respect for the individual

Integrity
Confidence
Credibility
Continuous Improvement and Personal Renewal
Company's Values Recognition and Celebration
Student 1. Objetive 1: Strategies/ Tacties: Roles:

Identify the interrelationships
between old and new activities
to generate new competitive
advantages or transfer sales at a
William Andres Acosta Garcia lower cost, for opportunities.
Adoption of this strategy
requires Kodak to lower the
 Student 2 prices and use different
marketing and promotional
strategies to push the sales in
Marlio Gutierrez Quintero the existing customer market.
 Student 3
 Student 4
 Student 5
generation and
exploitation of synergies. -
Use of resources, skills and
knowledge - Competitive
advantages - Additional Manager and
Profitability Coordinator
 Objetives should focus on
he broader organizational
strategy.
This will facilitate the
organization in keeping in  Maneger and
view the broader director

7.4. Once the Strategic Plan is done, each student reads and reviews the following reference for

Unit 2 at the Learning Environment:

 Balanced Scorecard (BSC)
Case Title KODAK case
Group number 212053_27
Date 12/04/2022
Type of strategy
selected in
Activity 7.2: Related Diversification
Selected Strategy Diversification requires moving to new value chains, involving the objective of developing and exploiting a
short description core competency to be more successful.
Strategies/
student 1 Objetive Tactics Indicators
short-term liabilities / AT
Short-term x 100% PORCENTAJE
borrowing: (%)
Financial long-term long-term liabilities/AT x
Perspective debt: 100%
Internal
Identify the
interrelationships generation and
Business Market Company sales/total
between old and exploitation of Process Participation market sales X 100
new activities to synergies. - Use of Learning Results Achieved / Desired
generate new resources, skills and Efficiency Results X 100=
competitive and knowledge - Growth indicators EFICIENCIA
advantages or Competitive Number of clients of the
transfer sales at a advantages - period/ Number of clients
William Andres lower cost, for Additional Customer of the previous period
Acosta Garcia opportunities. Profitability Customer increase X100
 Financial
  Adoption of this Objetives should perspective: generate cost savings and efficiency.
strategy requires focus on he improve profitability margin.
Kodak to lower broader
Internal Competitivnes indicators.
the prices and organizational
business Productivity indicators.
use different strategy. process:
marketing and This will facilitate
Student 2 promotional the organization Customer: Costomer service and satisfaction.
strategies to in keeping in view Brand recognition
push the sales in the broader
the existing
Marlio Gutierrez customer market
Quintero
Student 3
Student 4
Student 5
 CONCLUSIONS

WilliamAndres Acosta Garcia:

Many unknown concepts are identified that can be carried out in an organization with good

strategic planning followed by a balance, important factors when studying the company when it

begins to have failures or when it loses a lot of stability, it starts looking for a problem often of

some causes and strategies, as occurred in the investigated case, it is important to recognize

strategic efforts at the corporate level since it gives us insight into important things that are

developed in organizations.

Marlio Gutierrez Quintero:

With the realization of this work, it allowed us to understand in a practical, specific way and from

a real case how strategies influence so that a company remains current and competitive in the

market, taking into account the plan to execute it and the indicators that would evaluate said

strategy. run, take fixes, make improvements to do it efficiently.

REFERENCES
Bajnai, P., & Popovics, P. (2020). Practical Application of the Balanced Scorecard Model, a
Balanced Strategic Indicator System. SEA: Practical Application of Science, 8(3), 271–
277. https://bibliotecavirtual.unad.edu.co/login?url=https://search.ebscohost.com/login.aspx?
direct=true&db=asn&AN=147288418&lang=es&site=eds-live&scope=site 
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.  https://bibliotecavirtual.unad.edu.co/login?url=https://search.ebscohost.com/login.aspx?
direct=true&db=edb&AN=126823931&lang=es&site=eds-live&scope=site 

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

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

MacVicar, D. (1996). Why your company needs a strategic plan. Laser Focus World, 32(10),
105. https://bibliotecavirtual.unad.edu.co/login?url=https://search.ebscohost.com/login.aspx?
direct=true&db=f6h&AN=4009498&lang=es&site=eds-live&scope=site