柯达公司在中国的战略转型探讨
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摘要
在今天这样一个网络化的世界里,任何可以用数字化方式来实现的活动都被计算机所代替:社交有网络、媒体变成电子。作为依靠传统方式实现影像功能的柯达公司彻底转向数码化业务已是其在中国发展的必由之路。
柯达在中国走过了30年,成立的合资与独资公司有十几家,投资金额数十亿美元,建立了庞大的胶片影像帝国。在数码化浪潮的冲击下,柯达的发展战略几经周折,最终从原来的胶片影像帝国逐渐朝向数字化公司转变,所经历的过程丰富而曲折。
柯达在中国的发展阶段早期,面对竞争采用了稳扎稳打的办法,通过多种手段逐渐成为了中国影像市场的领军者;在市场发生变化、新的技术潮流喷薄而出时,未能坚持以变应变的策略,试图维护旧的模式,导致了自己在数码化大潮中的落后。柯达在转型过程中发生在公司内部的变革与发展方向的几次修正,以及公司在转型以来的财务状况,反映出这个世界著名企业面对变化时的彷徨、犹豫、衰落与自救,过程惊心动魄,发人深省。
在本文中,第一章分析了柯达公司在中国的市场环境;第二章分析了其实施转型的动因;第三章描述了转型的实践过程;第四章探讨了伴随其间的配套措施。
全文通过对柯达公司在中国市场30年发展历程的回顾,尤其对近五年来柯达公司转型之路的分析,探讨了柯达公司在企业发展中的战略决策问题,以及公司对外部环境变迁时的应对手段,利用许多第一手资料翔实记录了柯达公司在中国的战略转型历程,希望能够为国内相似传统型企业提供一份有参考价值的资料。
Today, in such a digital world, almost every thing can be done by network: communication through network, publishing by electricity. Kodak, as one of the earliest foreign investor in China, also needs to change its business to digital world.
Kodak invested in China for 30 years. With creating 10s of joint or individual owned company, its total investment in China was over one billion US dollar. Its film-based photo empire was impacted by the digital image tide, so it finally make the decision to completely transform to digital company. The transformation is very fast, and the process is abundant and devious .
At early stage of Kodak , it plays a careful and stable role in photo market and finally dominate this business in China. But with the impact of digital image and network , Kodak hesitated to change itself. It attempted to preserve the traditional business and finally, was out of the digital trend. In Kodak's digital transformation process , there are many times of internal modification for enterprise culture, also accompanied by the strategy direction discussion and changing . This famous international enterprise presented its mooch, hesitation, decline and self-saving during this period, which bring us heart quake and an attractive story.
There are four parts in my document: Part 1, the market analysis. Part 2, the reason for Kodak's strategy transformation. Part 3, the transformation process. Part 4, the transformation measures..
In this document, by reviewing the past 30 year's Kodak in China, especially focusing on the recent 5 year's strategy restructure, I analyzed the issue of company strategy direction, and the influence of the market changing to the company. I hope this analysis could be worth to domestic traditional company who is also thinking about the strategy transformation.
柯达在中国走过了30年,成立的合资与独资公司有十几家,投资金额数十亿美元,建立了庞大的胶片影像帝国。在数码化浪潮的冲击下,柯达的发展战略几经周折,最终从原来的胶片影像帝国逐渐朝向数字化公司转变,所经历的过程丰富而曲折。
柯达在中国的发展阶段早期,面对竞争采用了稳扎稳打的办法,通过多种手段逐渐成为了中国影像市场的领军者;在市场发生变化、新的技术潮流喷薄而出时,未能坚持以变应变的策略,试图维护旧的模式,导致了自己在数码化大潮中的落后。柯达在转型过程中发生在公司内部的变革与发展方向的几次修正,以及公司在转型以来的财务状况,反映出这个世界著名企业面对变化时的彷徨、犹豫、衰落与自救,过程惊心动魄,发人深省。
在本文中,第一章分析了柯达公司在中国的市场环境;第二章分析了其实施转型的动因;第三章描述了转型的实践过程;第四章探讨了伴随其间的配套措施。
全文通过对柯达公司在中国市场30年发展历程的回顾,尤其对近五年来柯达公司转型之路的分析,探讨了柯达公司在企业发展中的战略决策问题,以及公司对外部环境变迁时的应对手段,利用许多第一手资料翔实记录了柯达公司在中国的战略转型历程,希望能够为国内相似传统型企业提供一份有参考价值的资料。
Today, in such a digital world, almost every thing can be done by network: communication through network, publishing by electricity. Kodak, as one of the earliest foreign investor in China, also needs to change its business to digital world.
Kodak invested in China for 30 years. With creating 10s of joint or individual owned company, its total investment in China was over one billion US dollar. Its film-based photo empire was impacted by the digital image tide, so it finally make the decision to completely transform to digital company. The transformation is very fast, and the process is abundant and devious .
At early stage of Kodak , it plays a careful and stable role in photo market and finally dominate this business in China. But with the impact of digital image and network , Kodak hesitated to change itself. It attempted to preserve the traditional business and finally, was out of the digital trend. In Kodak's digital transformation process , there are many times of internal modification for enterprise culture, also accompanied by the strategy direction discussion and changing . This famous international enterprise presented its mooch, hesitation, decline and self-saving during this period, which bring us heart quake and an attractive story.
There are four parts in my document: Part 1, the market analysis. Part 2, the reason for Kodak's strategy transformation. Part 3, the transformation process. Part 4, the transformation measures..
In this document, by reviewing the past 30 year's Kodak in China, especially focusing on the recent 5 year's strategy restructure, I analyzed the issue of company strategy direction, and the influence of the market changing to the company. I hope this analysis could be worth to domestic traditional company who is also thinking about the strategy transformation.
引文
[1]柯达官方中文网站,2008-1-30
[2]尼葛洛庞帝.数字化生存[M].海口:海南出版社,1997:2
[3]柯达官方中文网站,2008-4-20
[4]柯达官方中文网站,1998-4-20
[5]林靖,张浩.富士改革总设计师古森重隆详解富士转型全过程[J].财经,2007,1
[6]陈亮.富士多元化战略超出想象.互联网周刊网站,2007-5-9
[7]柯达官方中文网站,2003-1-30
[8]戴远程.传统影像全行业告急柯达乐凯纷纷转型[EB/OL].:新华网,2005-2-2
[9]丁冰茜.从上海放眼亚太区[J].印刷经理人,2008,65(2):19
[10]柯达官方中文网站,2008-4-20
[11]韩杨,李关云.柯达憾别奥运家族[N].21世纪经济报道,2007,10(30):4
[12]丁冰茜.从上海放眼亚太区[J].印刷经理人,2008,65(2):20
[13]马忆原.柯达急行军[J].浦东印刷,2007,96(6):9
[1]Thomas L.Friedman著,何帆,肖盈盈,郝正非译.世界是平的[M].长沙:湖南科学技术出版社,2006
[2]胡君辰,杨永康.组织行为学[M].上海:复旦大学出版社,2005
[3]Bill Gates著,辜正坤译.未来之路[M].北京:北京大学出版社,1996
[4]郁义鸿,高汝熹.管理经济学[M].上海:上海三联书店,2005
[5]Patrick A.Gaughan著,朱宝宪 吴亚君译.兼并、收购与公司重组[M]。北京:机械工业出版社,2007
[6]项保华.战略管理-艺术与实务[M].北京:华夏出版社,2006
[7]Arvind V.Phatak,Rabi S.Bhagat,Roger J.Kashlak著,石永恒译.国际管理[M].北京:机械工业出版社,2006
[81 苏勇,罗殿军.管理沟通.[M].上海:复旦大学出版社,2006
[10]欧阳光中,陈颖杰.公司财务[M].上海:复旦大学出版社,2006
[11]Richard A.Brealey,Stewart C.Myers著,方曙红,范龙振,陆宝群等译.公司财务原理[M].北京:机械工业出版社,2006
[12]Stephen P.Robbins著,孙健敏,李原译.组织行为学[M].北京:中国人民大学出版社,2005
[13]Arthur A.Thompson,A.J.Strickland Ⅲ.战略管理学概念与案例[M].北京:机械工业出版社,2005
[14]Olivier Blanchard著,钟笑寒,王志鹏,戴洁,胡杨梅译.宏观经济学[M].北京:清华大学出版社,2006
[15]胡君辰,郑绍濂.人力资源开发与管理[M].上海:复旦大学出版社,2005
[2]尼葛洛庞帝.数字化生存[M].海口:海南出版社,1997:2
[3]柯达官方中文网站,2008-4-20
[4]柯达官方中文网站,1998-4-20
[5]林靖,张浩.富士改革总设计师古森重隆详解富士转型全过程[J].财经,2007,1
[6]陈亮.富士多元化战略超出想象.互联网周刊网站,2007-5-9
[7]柯达官方中文网站,2003-1-30
[8]戴远程.传统影像全行业告急柯达乐凯纷纷转型[EB/OL].:新华网,2005-2-2
[9]丁冰茜.从上海放眼亚太区[J].印刷经理人,2008,65(2):19
[10]柯达官方中文网站,2008-4-20
[11]韩杨,李关云.柯达憾别奥运家族[N].21世纪经济报道,2007,10(30):4
[12]丁冰茜.从上海放眼亚太区[J].印刷经理人,2008,65(2):20
[13]马忆原.柯达急行军[J].浦东印刷,2007,96(6):9
[1]Thomas L.Friedman著,何帆,肖盈盈,郝正非译.世界是平的[M].长沙:湖南科学技术出版社,2006
[2]胡君辰,杨永康.组织行为学[M].上海:复旦大学出版社,2005
[3]Bill Gates著,辜正坤译.未来之路[M].北京:北京大学出版社,1996
[4]郁义鸿,高汝熹.管理经济学[M].上海:上海三联书店,2005
[5]Patrick A.Gaughan著,朱宝宪 吴亚君译.兼并、收购与公司重组[M]。北京:机械工业出版社,2007
[6]项保华.战略管理-艺术与实务[M].北京:华夏出版社,2006
[7]Arvind V.Phatak,Rabi S.Bhagat,Roger J.Kashlak著,石永恒译.国际管理[M].北京:机械工业出版社,2006
[81 苏勇,罗殿军.管理沟通.[M].上海:复旦大学出版社,2006
[10]欧阳光中,陈颖杰.公司财务[M].上海:复旦大学出版社,2006
[11]Richard A.Brealey,Stewart C.Myers著,方曙红,范龙振,陆宝群等译.公司财务原理[M].北京:机械工业出版社,2006
[12]Stephen P.Robbins著,孙健敏,李原译.组织行为学[M].北京:中国人民大学出版社,2005
[13]Arthur A.Thompson,A.J.Strickland Ⅲ.战略管理学概念与案例[M].北京:机械工业出版社,2005
[14]Olivier Blanchard著,钟笑寒,王志鹏,戴洁,胡杨梅译.宏观经济学[M].北京:清华大学出版社,2006
[15]胡君辰,郑绍濂.人力资源开发与管理[M].上海:复旦大学出版社,2005