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Kodak in China (C-1)

Author: Williamson, Peter INSEAD Area: Asian Business and Comparative ManagementPublisher: Fontainebleau : INSEAD, 2006.Language: EnglishDescription: 6 p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: This case updates the earlier series (A through C written in 2000 by Wilfried Van Honnakker) that described Kodak's strategy for using acquisitions to consolidate a fragmented industry in China and position themselves as the dominant player. Immediate actions post acquisition are discussed. Subsequent strategies to build distribution and the Kodak brand in China are described. The case concludes by describing the sudden switch to digital cameras that took place in 2005 and the consequences for Kodak's strategy. Pedagogical Objectives: Used in conjunction with the earlier cases, the purpose is to analyze the strategic role of acquisitions in strategies for the China market, strategic logic and evaluation, deal making, and post acquisition management. The case can also be used to discuss the risks and potential of an MandA strategy in rapidly changing markets.
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INSEAD Case Asia Campus
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Print Consultation only BC007593
INSEAD Case Europe Campus
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Print Consultation only BC007592
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Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>

Used in conjunction with the earlier cases, the purpose is to analyze the strategic role of acquisitions in strategies for the China market, strategic logic and evaluation, deal making, and post acquisition management. The case can also be used to discuss the risks and potential of an MandA strategy in rapidly changing markets.

This case updates the earlier series (A through C written in 2000 by Wilfried Van Honnakker) that described Kodak's strategy for using acquisitions to consolidate a fragmented industry in China and position themselves as the dominant player. Immediate actions post acquisition are discussed. Subsequent strategies to build distribution and the Kodak brand in China are described. The case concludes by describing the sudden switch to digital cameras that took place in 2005 and the consequences for Kodak's strategy.

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