A dry platform and machine for processing a large number of plates were created and patented in 1880 by George Eastman. In Rochester, New York, he also created the Eastman Kodak Company. He substituted a roll of film for photographic glass plates in 1884, because he believed in the potential of the film industry. Although Kodak had serious difficulties at first, it rapidly became a family name. This work was written with the aim of studying the history of the development of the Kodak brand.
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The success of Eastman was thought to come out of a user-friendly product as convenient as the pencil. For his success, Kodak considered marketing important. In 1885, the picture was originally announced. In 1888, when Eastman debuted his first camera, he devised the tagline “You press the button, we do the rest.” He defined the guiding principles for Kodak: low-cost mass manufacturing, international distribution, comprehensive publicity, customer attention, and continual research progress. The fighting argument has to be made of quality. According to Gavetti et al. (2005), “Kodak had worked to develop color film since 1921 and spent over $120 million to do so by 1963” (p. 2).
Kodak’s marketing leadership and ties with retailers began during the monochrome movie era. Some rivals had superior goods, but customers with no need to buy an improved product appreciated Kodak’s offers.
Colby Chandler established 1983 a section to look at emerging technologies, including digital imagery. Kodak engaged John White to drive Kodak ahead, who was in the software sector. In 1986, Kodak created the world’s first 1.4 million pixels electronic image sensor and set up an EPS in 1987. By 1989, more than 50 devices, including a scanner, a continual electronic tone printer, a professional picture enricher, and an HDTV projection system were launched which included electronic capturing or conversion of the image. In the field of data capture, storage technologies, software, and print goods, it developed four centers of excellence.
Whitmore came down in late 1993; to replace him, Kodak hired George M.C. Fisher, former CEO of Motorola. AT&T’s Bell Labs had apprenticed Fisher to do photographic work, after having obtained his Ph.D. in mathematics. With the exception of the Health Sciences section, which contained X-ray film, other imaging gear, and consumables, the Kodak health segments were divided by Fisher. Fisher saw predictions of the future of silver-halide photographs as overly bleak and ignored potential prospects for growing countries such as China. It was the third in film shares and the fourth in paper shares in China when he joined Kodak. Since his tenure at Motorola, he has been very credible with authorities in Peking.
Eastman’s accomplishment was considered as convenient as the pencil from a user-friendly product. Kodak thought marketing was crucial for his success. Originally, the image was announced in 1885. He created Kodak’s guiding principles of low-cost mass production, multinational distribution, thorough promotion, customer care and ongoing development in research. In 1983, Colby Chandler created a section on new technologies, including digital imaging. Kodak invited John White to lead Kodak, who was in the field of software. It was interesting for me to learn about the areas of Kodak related to health. Fisher split the Kodak health sectors except for the Health Sciences part containing X-ray films, other imagers, and consumers. Fisher regarded the future prospects for silver-halide pictures as too dull and excessively unknown for emerging countries such as China.
Gavetti, G., Henderson, R., & Giorgi, S. (2005). Kodak and the digital revolution (A). Harvard Business School Publishing.
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