POTENTIAL ALTERNATIVE STRATEGIES - Canon Inc
Transcript of POTENTIAL ALTERNATIVE STRATEGIES - Canon Inc
STRATEGIC EVALUATION 20749P
TABLE OF CONTENT
POTENTIAL ALTERNATIVE STRATEGIES………………………….……………………2
APPROACH FOR CHANGING……………………………………………………………….3
1.1 SUBSTANTIAL GROWTH………………………………………………………………..3
REAL LIFE EXAMPLE: Mercer Delta……………………………………..………………….3
1.2 LIMITED GROWTH……………………………………………………………..…………5
REAL LIFE EXAMPLE: LEVI-STRAUSS…………………………………………..………..5
RETRENCHMENT……………………………………………………………………………..6
REAL LIFE EXAMPLE: IBM……………………………………………………………..……8
1.4 CONCLUSION…………………………………………………………………..…………9
2.0 SELECTING AN APPROPRIATE FUTURE STRATEGY FOR CANON……………10
3.0 ROLES AND RESPONSIBILITY [CANON v KODAK]……..…………………………12
4.0 STRATEGY BACKGROUND………………………..………………………………….16
5.0 TARGET AND TIMESCALE…………………………………………………………….20
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POTENTIAL ALTERNATIVE STRATEGIES
The flourishing realization of growth strategies requires a cautiously designed
strategy implemented with a careful considerate of the organization's culture.
Changing the way an organization operates is hard-hitting. As an illustration,
technologies may change, but organizations typically the same. The precise
technique to direct changing starts with an uncomplicated sculpture nevertheless
occupy a progression with the intention of multifaceted and fragile of an
organization. It requires precautious planning, detailed design, and systematic
accomplishment.
Organizational change should not be conducted for the sake of change.
Organizational change efforts should be geared to improve the performance of
organizations and the people in those organizations. Therefore, it's useful to have
some understanding of what is meant by "performance" and the various methods
to manage performance in organizations.
There are different overall types of organizational change, including planned
versus unplanned, organization-wide versus change primarily to one part of the
organization, incremental (slow, gradual change) versus transformational
(radical, fundamental), Knowing which types of change organization are doing
helps all participants to retain scope and perspective during the many
complexities and frequent frustrations during change
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APPROACH FOR CHANGING
Noteworthy managerial revolutionize constantly take places, while an
organization changes generally approach for achievement, changing in practice
is a nature of company by which the managerial deal with. It also happens at
what time an organization go forwards all the way through a range of sequence
era. On behalf of organizations to enlarge, they repeatedly are obliged to go
through momentous adjust at different spot during their progress.
1.2 SUBSTANTIAL GROWTH
The substantial growth or strategic interventions behavior focus particularly on
the organization and its communications with exterior surrounding, and often
involve changes to many aspects of the organization, including employees,
groups, technologies, products and services. Although the types of interventions
selected for a project depend on a variety of considerations and the interventions
in a project often are highly integrated, the following strategic interventions might
be particularly helpful in the following kinds of situations: rapid changes in the
external environment, rapid or stagnant sales, significantly increased
competition, rapid expansion of markets, mergers and acquisitions, the need for
quick and comprehensive change throughout the organization, and many more.
REAL LIFE EXAMPLE: Mercer Delta
With extensive expertise in dealing with executives and their teams in turn-
around situations, Mercer Delta established great chemistrya necessary element
for effective personal coaching and lasting change—with the Chair and CEO.
Mercer Delta then designed a comprehensive, integrated, and customized
approach to leadership development and behavior change based on a thorough
understanding of our client’s business agenda, organization, and the current
state of leadership in his company. Their approach to behavior change for this
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CEO and executive team has been so effective that we have been retained to
develop leadership programs for the next level of leaders in the company.
"As data availability increasingly becomes the lifeblood of success for
enterprises, the need for solutions that provide business continuity and scalability
has become essential," said Eero Teerikorpi, CEO of Continuent. "Continuent's
growth in 2005 is a result of its ability to meet the demands of enterprises by
providing highly sophisticated solutions that can operate in any database
environment." (www.mercerdelta.com)
Comprehensive assessment.
“Measuring culture without understanding what shapes it will take you nowhere.”
This is one of the reasons Mercer Delta puts such an emphasis on understanding
the drivers of culture change in a particular company as well as an assessment
of current/future culture. In this case, the CEO found it compelling to follow our
advice and deal with leadership first in order to catalyze the preferred culture
change. To this end, we assessed the current leadership capacity, evaluated the
leadership development activities already in place for the new team, and
analyzed the organization and business context.
New CEO, new team, new culture.
Mercer Delta conducted a thorough diagnosis of the CEO’s leadership style,
executive team, and culture to identify issues and determine direction for a
successful leadership effectiveness plan. Mercer Delta helped the CEO see that
his leadership style was highly respected but seen as intimidating and
inconsistent in his support of his people. Mercer Delta determined that the
executive team, which consisted almost entirely of new people in new roles, was
unclear on how they could collectively add value outside of running individual
pieces of the company. Mercer Delta helped surface questions around what the
company now stood for over and above the CEO’s focus on individual
accountability and making the numbers.
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1.2 LIMITED GROWTH
Technostructural interventions, and rather sometimes referred as limited growth
engaged in activities that focus on improving the performance of organizations
primarily by modifying structures, technologies, operations, procedures and roles
or positions in the organization.
The field of Organization Development uses a variety of processes, approaches,
methods, techniques, applications, (these are often termed "interventions") to
address organizational issues and goals in order to increase performance. The
following partial list of interventions is organized generally in the order presented
by Cummings and Worley in their "Organization Development and Change"
(West Publishing, 1993).
Although the types of interventions selected for a project depend on a variety of
considerations and the interventions in a project often are highly integrated with
each other, the following interventions might be particularly helpful in the
following kinds of situations: rapid growth but few internal systems to sustain that
growth, much confusion about roles, a new major technology or process has
been introduced, many complaints from customers and many more. These
interventions might also be useful in new organizations where internal
operational systems must be developed and implemented.
REAL LIFE EXAMPLE: LEVI-STRAUSS
Levi-Strauss is a company that did engage in a purposeful culture change
process. In 1985, a group of minority and women managers requested a meeting
with the CEO, complaining of discrimination. The CEO convened a three-day
facilitated retreat at which white, male managers engaged in intense discussions
with minority and female managers. These discussions revealed that there were,
indeed, hidden attitudes in the organization that were in conflict with its espoused
values.
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In view of the fact that, Levi-Strauss has worked hard to produce cultural change.
The company urbanized an "Aspiration Statement" as well as desired beliefs,
attitudes, and performance. The declaration specifies the company’s commitment
to communication, ethical management practices, employee empowerment, and
recognition for those who contribute to the mission of the company.
Employees at all levels also contribute in training sessions on leadership,
diversity, and ethics. Employee evaluations are based partially on how well they
support the "Aspiration Statement."
To underscore the fact that changing an organization’s culture can take a long
time, Levi-Strauss revolutionize has not been completely positive in the lowest
tiers of the hierarchy. Increased cooperation and examine assessment have
demanded major modification in people’s prospect and behavior, and that has
direct to increased variance at times.
1.3RETRENCHMENT
Changing an organization is messy, complicated business. A study by Kotter and
Heskett (1992) indicated that culture change becomes tougher as organizations
become more established and successful. The very bases for a company’s
earlier success can be hindrances to needed changes under new and different
scenarios from those which existed previously.
Downsizing refers to the planned elimination of positions or jobs with an intent to
cut costs and to improve organisational performance (Kets de Vries & Balazs,
1997; Kozlowski, Chao, Smith, & Hedlund, 1993). Alternatively termed as
rightsizing, reorganisation, restructuring, and rationalization downsizing, which is
a technostructural OD (organisation development) intervention (Cummings &
Worley, 2002), ranges from a mere headcount reduction to a part of a continuous
corporate renewal process through which the organisation is reinvented.
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Companies feel compelled to downsize because being “lean and mean” is
believed to strengthen competitiveness (Leung & Chang, 2002), with global
benchmarking and revolutionary transformations in information and
communication technologies being other reasons (Kets de Vries & Balazs)
Reducing head count causes organisations to lose human capital and
organisation memory, and be left with unhappy and overworked employees who
often have to do tasks for which they are not trained (Kets de Vries & Balazs).
Broader approaches which affect work processes and alter business practices
have more positive long-term impact. This divergence in approach probably
accounts for the mixed evidence about the presumed benefits of downsizing
such as lower overheads, increased productivity, better earnings, and decreased
bureaucracy
The Process of Implementing Downsizing
Some experts believe that how organisations handle downsizing is a key issue in
influencing the experiences of employees. Hopkins and Hopkins (1999), for
example, point out the ethics of downsizing. According to them, while top
management has a moral obligation to act in the best interests of the firm, they
also have a legal obligation not to violate the rights of employees. To achieve the
latter end, the decision to downsize should be communicated in a timely and
appropriate manner with the provision of complete information.
In the second case, downsizing is driven by macroeconomic forces. A company
determines that its workers can no longer profitably produce products at current
market prices. A company will only employ workers when the per-hour value of
their output (marginal productivity of labor) exceeds the cost to employ those
workers.
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REAL LIFE EXAMPLE: IBM
For organizations, particularly the IBM (Industry Business Machine) and Digital
Equipment’s of the world which long resisted layoffs, it is hard to image that the
organizations or their cultures have remained anything close to intact. Getting
back to the questions posed earlier:
It seems clear that organizations exist less today for the well-being of rank-and
file employees than they once did. With the Dow shattering all records, it seems
clear that the shareholders have the upper hand in making critical corporate
decisions. They are partnered with CEO’s who received an average pay raise in
1995 of 23% (Washington Post, 3/5/96). Just look at who is prospering and who
is not.
The basic assumptions about working relationships have changed, in ways that
can not yet be well assessed. It appears, at least, that relationships tend to be
less "familial" and more competitive than in the past. What is the worth of what
have traditionally been termed commitment and loyalty? We just do not know?
What is the impact of the feeling that the organization is a community - even a
family - with relatively stable long-term working relationships? And how will that
play out in terms of cooperation given to others as opposed to "backstabbing" in
the intense competition for scarce resources.
The basic assumptions by employees and organizations about their employment
relationship have changed from long-term and stable, with organizations
expected to make accommodations to avoid laying people off to more short-term
and contingent. Researchers such as Bridges and Noer forecast a more happy
future for those who adapt to the changing times in the new scenario, but that is
a difficult forecast to test.
Organizations usually have some degree of flexibility about how they reduce
personnel expenses. Decisions to inflict pain upon employees as part of the
process may very well reflect an effort to "bust" the existing culture. Decisions to
minimize pain may reflect an effort to reinforce the existing culture. Table 1 sorts
several downsizing practices by whether they tend to reinforce (or leave alone)
existing culture or to intentionally destabilize the culture. For these purposes,
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methods which are less disruptive and/or give members more of a sense of
control are labeled as reinforcing and those practices which are particularly likely
to induce pain among members of the work force (particularly those who are
asked to leave) are labeled as destabilizing:
1.4 CONCLUSION
It is difficult to write with authority about the relationship of downsizing to
organizational culture, in part because these are both subject areas in need of
clarification and empirical research. It is intuitively evident, even definitional, that
a leader’s cultural mind set will have a great deal to do with whether and how
downsizing is implemented in an organization. It also seems, beyond question,
that downsizing acts as an organizational destabilizer and thus as a catalyst for
culture change. Whether resultant cultural change is beneficial to the
organization as a whole is open to speculation. Because downsizing is a
relatively recent phenomenon at the white-collar level, time will have to
differentiate between short-term effects and reactions and the longer-term
consequences. Perhaps less bloated bureaucracies will free people to get more
work done and to interact more positively. Perhaps a whole generation of
management thinkers overstated the value of loyalty and commitment that
accrues over a long and stable employment tenure. That, again, will be for time
to judge.
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2.0 SELECTING AN APPROPRIATE FUTURE STRATEGY FOR CANON
A typical planned, systemic and systematic organizational development process
often follows an overall action research approach.There are many variations of
the action research approach, including by combining its various phases and
splitting some into more phases.
There are no standard activities that always successfully address certain types of
issues in organizations. Many times, the success of a project lies not with having
selected the perfect choice of activities, but rather with how honest and
participative people were during the project, how much they learned and how
open they were to changing their plans for change.
In a noteworthy number of companies, Canon included, the decline in profits may
be the result of an underlying philosophy that stresses sales. Profit in these
companies is not an explicit goal but merely whatever remains after expenses.
Here is some suggestion on how Canon can improve on dealing with their
environment.
Project
Facilitation of third party comments for Canon Sustainability Report 2006
Need
Canon asked Sustainability to consult on and assist with arrangements for third-
party opinions to improve the objectivity of its Sustainability Report.
Work
Sustainability has worked with Canon for several years to help the company
develop its relationships with stakeholders and its approach to assurance in its
report. The process attempts to provide meaningful, credible external feedback,
and aspires to meet international standards of best practice.
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Approach
This year Canon has sought the opinions of two important stakeholder groups
(ASrIA and Wuppertal Institute) on how well they believe Canon's report has met
their expectations - for information, for high-level performance, and for
meaningful engagement. Stakeholders have been asked to assess the extent to
which the Canon report addresses their needs in terms of:
Materiality: Is the company reporting on the issues that really matter to its
stakeholders?
Completeness: Does the report demonstrate that the company has a
complete and accurate view of its performance?
Responsiveness: Has the company listened and responded actively to
stakeholders' concerns and interests?
This approach reflects the core principles outlined in the AA1000 Assurance
Standard.
Results and Impact
The purpose of the statements is to give the reader some information that will
help put expectations of Canon in perspective and to help readers to draw their
own conclusions on how well Canon has met them through their report. Canon's
response - how it has received stakeholders' comments, and how it intends to
respond to them in the future - follows the stakeholder statements. This is
intended to give readers a better sense for what they can expect to see from
Canon in the future.
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3.1 ROLES AND RESPONSIBILITY [CANON v KODAK]
In the pre-digital age of photography, no brand was more synonymous with
imaging than Eastman Kodak, with its trademark yellow boxes of film. It’s in a
heated battle with Japanese-owned Canon for market dominance — and by
many measures, Canon is ahead. the photo industry converges in Orlando for
the annual Photo Marketing Association International (PMAI) trade show. There,
Canon, Kodak and rivals that include Nikon and Sony will woo retailers to buy
and promote more of their new camera lines.
It has the No. 1 market share in digital camera sales, according to researchers
NPD Group, InfoTrends and Current Analysis. On the best-seller charts, Canon
models comprise seven of the top 10 at online retailer Amazon, six out of 10 at
Imaging-Resource.com and four of the top five at Shopping.com.
Kodak, meanwhile, lost $1.4 billion in 2005 and is going through a multiyear
restructuring as it transitions to sales of digital cameras and equipment and away
from a reliance on film, its former cash cow.
Kodak's entry-level digital cameras are wildly popular with consumers, especially
at mass-market stores such as Wal-Mart. IDC says Kodak shipped more
cameras to dealers last year than any other manufacturer — 7 million, compared
with 5 million by Canon. Sony was third with 4.7 million.
Canon this week introduced eight compact cameras for spring delivery that
appeal to its typical midrange buyer and take direct aim at Kodak. Canon's $179
A430 is the company's lowest price for a model with a zoom.
Canon Philosophy
The corporate philosophy of Canon is kyosei. A concise definition of this word
would be “Living and working together for the common good,” but our definition is
broader: “All people, regardless of race, religion or culture, harmoniously living
and working together into the future.” Unfortunately, the presence of imbalances
in our world in such areas as trade, income levels and the environment hinders
the achievement of kyosei. (www.canon.com)
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Kodak Philosophy
Kodak's philosophy of providing the ultimate digital imaging experience leads to
this new offering. (www.kodak.com)
Value
Many businesses have used the value system to provide the motivation to make
them global market leaders. They have created an obsession about winning that
is communicated at all levels of the business that has enabled them to take
market share from competitors that appeared to be unassailable.
Canon Value
True global companies must foster good relations, not only with their customers
and the communities in which they operate, but also with nations and the
environment. They must also bear the responsibility for the impact of their
activities on society.
Kodak Value
All of us at Kodak work from a set of core values, and we're proud to say that our
resulting personal conduct allows for an environment that is free from
inappropriate pressures and diversions. (http://kodak.com/US/en/corp/career)
We show respect for the dignity of the individual. And in the process, we
value and champion our human differences. This helps us maintain the diversity
of our workforce.
We uphold uncompromising integrity. We demonstrate honest, ethical
behavior in all transactions, placing the success of our business and its people
ahead of any personal gain.
We give and receive unquestionable trust. We work in an environment in
which we can trust one another and share information freely, thereby doing our
jobs to the very best of our abilities.
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We prove and maintain constant credibility. By consistently delivering on our
commitments (and even admitting to the occasional mistake), we earn the
credibility of those around us.
We support continual improvement and personal renewal. Varied
opportunities for individual learning and growth allow us to achieve the world-
class expectations of our publics.
We recognize and celebrate achievement. We welcome opportunities to
openly celebrate individual and team achievements, and congratulate those
contributing to Kodak's success.
Many companies use a vision statement as a companion proclamation to their
mission statements. A vision statement usually addresses one or more of the
following three questions: where an organization wants to go; what an
organization wants to become; or what an organization wants to accomplish. It
differs from a mission statement in that a mission statement focuses on what an
organization does, what business it is in, and what product or service it offers
Canon Vision
Canon announced the Excellent Global Plan, which sets out vision of continuing
to contribute to society through technological innovation, in accordance with
Canon’s kyosei philosophy, while aiming to be a corporation worthy of admiration
and respect worldwide.
Canon vision has been dividing into three phase. The first and the second phase
have been achieved with flying colors. At the first and second phase, Canon has
focus to strong their financial and for the new three phases, they want to produce
more products that can make their product more popular and can make the
customers and buyers successful with them.
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Kodak Vision
The Global Diversity Vision is an inclusive environment in which we leverage
diversity to achieve company business objectives and maximize the potential of
individuals and the organization.
Mission Statement
A mission statement emphasizes the here and now, whereas a vision statement
points to the future. The primary benefit of a vision statement is that it can focus
an entire organization on a common goal, a worthwhile achievement, and the
means of measuring when the objective has been reached.
Canon Mission
Canon aims to realize sound growth by assisting the development of regional
economies in step with the advance of globalization, and establishing a new
world of digital imaging born from advanced connectivity between rich ranges of
imaging devices. Further, in keeping with our kyosei philosophy, we will continue
to focus on environmental conservation, social contribution activities, corporate
governance, and compliance
Kodak Mission
The Mission of the Global Diversity & Community Affairs Office is to integrate
diversity and inclusion in all aspects of the business in order to:
Fully engage the energies of Kodak's employees and a diverse supplier
base
Meet competitive challenges in the marketplace
Maximize shareholder value
Canon plan to grow more rapidly than their competitors by providing customers
with the solutions they need to capture, store, process, output and communicate
images anywhere, anytime. We will derive our competitive advantage by
delivering differentiated, cost-effective solutions including consumables,
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hardware, software, systems and services quickly and with flawless quality. All
this is thanks to our diverse team of energetic, results-oriented employees with
the world-class talent and skills necessary to sustain Kodak as the world leader
in imaging. (www.kodak.com)
4.0 STRATEGY BACKGROUND
Many customers are now buying their third or fourth digital camera. This is good
news to the camera makers but it is unsettling news for the prospective first-time
customer.
At the top end of the market, where the single lens reflex cameras are found,
model life is reassuringly long. The Nikon D100, for instance, was in production
for four years before it was replaced with the D200. The Canon 30D SLR differs
only slightly from the 20D and the 20D is not very different from the 10D.
Compact cameras have quickly acquired higher resolution sensors and such
useful technology as image stabilizations. Zoom lenses have gone wider and
longer and automatic exposure, focusing and image processing have all
improved so that today’s cameras are superior to those of three years ago. It is
hard to resist the siren call of the latest model.
Canon have made the unilateral decision that the megapixel wars are over.
Canon’s new Ixus 800is is a 6mp camera, which has surprised observers, but the
company reckons that 6 million clean pixels with image stabilised lens and
exemplary in-camera processing is what people really need. Will consumers buy
this reasoning when a 6mp Canon costs $100 more than an 8mp Sony? After all,
bigger is better, right?
Compact camera technology is now mature. With many brands taking their
sensors from the same source company it is hard to get a resolution advantage.
Gimmicks, such as wireless connectivity and touch screens, will only seduce a
few gadget freaks and the big battle now is over price and retail margins. Makers
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are skimping on materials and features -- more plastic, less metal and no optical
viewfinder -- and moving manufacturing to China to shave a dollar off the price.
Some of these years’ cameras are inferior in quality to the models they replace
but they have more pixels and cost less.
There have been over the years many video phones and cameras that include
communications technologies. None of them had focused on the integration to
the wireless Internet, allowing sharing media instantly with anyone anywhere.
Such experiments include for example in 1995 a device that was known as the
Apple Videophone/PDA. There were several digital cameras with cellular phone
transmission capability shown by companies such as Kodak, Olympus in the
early 90s.
Camera phones have had a broad social impact over the past decade. In a
recent radio interview, Philippe Kahn discusses the social impact of the camera
phone.
While camera phones have been found useful by tourists and for other common
civilian purposes, as they are cheap, convenient, and portable; they have also
posed controversy, as they enable surreptitious photography. A user may
pretend to be simply talking on the phone or browsing the internet, drawing no
suspicion.
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As a network-connected device, megapixel camera phones are playing
significant roles in crime prevention, journalism and business applications as well
as individual uses. They are also prone to abuse such as voyeurism, invasion of
privacy, and copyright infringement. Because they can be used to share media
almost immediately, they are a potent personal content creation tool. On January
17th, 2007, New York City Mayor Michael Bloomberg announced a plan to
encourage people to use their camera-phones to capture crimes happening in
progress or dangerous situations and send them to emergency responders.
Through the program, people will be able to send their images or video directly to
911.
Enforcing bans on camera phones has proven nearly impossible. They are small
and numerous and their use is easy to hide or disguise, making it hard for law
enforcement and security personnel to detect or stop use..
From time to time, organizations and places have restricted the use of camera
phones because of the privacy, security, and copyright issues they pose. Such
places include the Pentagon, federal and state courts, schools, museums,
theaters, and local fitness clubs. One country, Saudi Arabia, in April 2004,
banned the sale of camera phones nationwide for a time before real lowing their
sale in December 2004 although pilgrims on the Hajj were allowed to bring in
camera phones. In South Korea and Japan, all camera phones sold in the
country must make a clearly audible sound whenever a picture is taken. In
Singapore camera phones are banned at companies or facilities that have an
association with national security. In Europe, some BDSM conventions and play
parties ban cellphones altogether to prevent camera phone abuse. However,
camera phones are everywhere today with projected sales for 2008 of over 1
billion units worldwide.
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STRATEGIES PURPOSES ACTIVITIESSUPPORT[HUMAN
CAPITAL]DURATION
TIME FRAME
CORPORATE OBJECTIVES
Create new product marketEnter a Camera Phone Market with in the strong brand power. Implement almost the same technology as a basic digital camera
Positioning itself in the top seller industryAchieve the buyer demand on Camera Phone in top 5 market leader
Research & DevelopmentFocus and implementation of by now technology on camera phone
Weight on lengthen technologyLeverage and extend the company’s technology platform by enhancing the functionality of the Canon’s new Camera Phone
Structure of new project team to diagram and direct the formation of paperwork proposing the new strategic development.
Prior arrangement of external market investigate team (outsource) to revise the customer buying behavior in Camera Phone products industry.
Formation of paperwork. Findings are generated based on the previous research study that matches the strategies objectives.
Upon endorsement, a strategic expansion tem is formed. This committee is responsible in carrying out the strategies and plans into actions.
Project team on research and development is pursuing in applying the same technology in digital camera at new product line
Identify the technology that never been use in Camera Phone industry
Logistics with venue owner such as, size of space used, utility support needed, setup (table, chairs, air-conditioning system, parking, signage, PA system, multimedia LCD projector, and lightings), coordination, cleanup and security.
Select subcommittees for setup and clear out, food and drink, incitement, precautions. Systematize unpaid assistants for the event.
A press conferences should be before 6 month of the launching
R&D are taken at least 2 years before the launching of the new product
Operation duty must be on time that is same to R&D 2 years, where by Canon should already have all the necessary place to run
Product Launching Jun 2009
PromoJan-Jun 09
R&D2007-2009
LaunchingStart31 June 09
Finish3 July 09
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MARKETING OBJECTIVES
Top 10 in the Camera Phone industry for the first appearanceMarket segmented on any range of buyers.
Customer acquisitionGains customers loyalty
Pull campaignSelect one ambassador for launching first product.
Searching for the best part to launch the first model.Allocate the product based in Japan as the first appearance.
Planned for Action
Estimating Project Planning and timeline.
Management of a team of creative and technical developers.
Search for any smart partnership on implement more stylish gadget. Such as Nike in the sport industry, whereby nowadays peoples are more attractive in sport fashion.
Set a benchmark as a target to be achieving on the first model.
Set the event date.
Create financial plan or financial proposal.
Aim groups that have unique chance in the event.
Find the perfect venue to showcase the
Hire a part time modeling and workers for it. Each person are paid by hour X points (1 point = ¥3000)
Spot who will be present on behalf of Canon.
Appear with resolution on who will officially the launching event.
Hold a postmortem meeting a day by the event. Dispense agenda of occasion to each project member.
Promo tours are taken 2 month before the big event.
Launching ceremony are held on the palce that already decided, 3 dayAre consume for it
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launch of Canon’s first camera Phone.
Prepare slideshows/graphic presentation on the new Canon’s e-commerce website.
Prepare copy for program tentative and printed program booklets.
Formulate publicity plan. Decide when and how media should be contacted. Alert the media with photo and interview opportunities.
At this point, the strategies should have been achieved. (The financial objectives should have been accomplished by the end of year three and later.)
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REFERENCES
1. http://www.nova.edu/ssss/QR/QR11-1/noronha.pdf
2. http://www.pamij.com/hickok.html
3. http://www.mercerdelta.com/organizational_consulting/
change_culture_study.html
4. http://www.sustainability.com/sa-services/casestudy.asp?id=352
5. http://zdnetindia.com/news/personaltech/stories/167040.html
6. http://kodak.com/US/en/corp/careers/why/valuesmission.jhtml
7. http://www.kodak.com/global/en/corp/diversity/cpqvisionMission.jhtml
8. http://www.futureimage.com
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