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Evolution Of Kodak Brand Logo Commerce Essay

The Kodak Company is one of the revolutionary names in the photography industry serving its wide range of products at the global platform from a long period of time. The Kodak Company has been started by George Eastman who was an American man, was fascinated cameras and photography among people. This study has been introduced futuristic vision of the company in the era of changing exiting vision of the Kodak Company. At the same time, the study would highlight the communicating strategies along with the roles and responsibilities of the managers at various levels in the organization (History of Kodak)

The Kodak Company is one of the recognized names in the photographic industry serving its extensive range of products and photographic services to the consumers at the global platform. In this study, new vision has been articulated for the betterment of the company by adopting new required changes and innovations in feasible manner in Kodak. This study explored the change vision of the company and accordingly focused on formulating change management strategies for smoothly implementing changes in the organization.

Background:

History:

In 1888, the George Eastman has placed the first camera in the hands of consumers in the world wide with the slogan “You press the button, we do the rest”. The George Eastman has made an unwieldy and complex process that was easily accessible and easily used by everyone in the world. At that time, the Kodak Company has been led the way with the plenty of new products to make simpler and more enjoyable photographs. These images were also used in the various applications such as commercial, entertainment, leisure and scientific applications. This company has been increasingly adopted the extensive usage of the technological advancement in order to combining images and information in the company. This technological advancement has been implemented for generating the potential for the adoption of changes in the organization and business communications to the employees in the Kodak Company (History of Kodak).

The George Eastman had an objective to make photography as a convenient tool like as a pencil. The company has been expanded the ways of images that could touch the daily lives of the people in the world wide. The company has been ranked as a leader multinational corporation in the photographic industry with the brand recognition in almost every nation in all around the world. This enterprise has made possible to enjoy our images with the inclusive of latest photographic technologies in the real life.

The Kodak Company has been initiated its trade with the statement of film in rolls, with the holder of rolls adaptable to the each plate camera in the market. This company has been named Eastman Kodak Company from 1892, at that time Eastman Kodak Company of New York has been organized. The founder of the company George Eastman has been built his empire on the foundation of four basic principles:

Mass Production at the Low Cost.

International Distribution.

Extensive Advertising.

Emphasized on the Customers (Building the Foundation; History of Kodak).

Evolution of Kodak Brand Logo:

The development of brand logo of the Kodak Company has been involved in the periods of years. This evolution of brand logo has been elaborated as follows:

Early 1900’s: The first name to integrate its look and name into a symbol sign.

1930’s: The red and yellow trade dress color has been introduced in the logo.

1960’s: The corner curls shape.

http://www.kodak.com/ek/uploadedImages/Content/About_Kodak/Our_Company/History_of_Kodak/Kodak_logo_history.jpg

Source: (Evolution of our brand logo)

1970’s: The mark kept the red and yellow colors and also Kodak name although a box with graphic “K” has been added in the logo.

1980’s: A more modern type font has been restructured within the existing logo in the 1970’s.

Today: The rounded type fonts and a different “a” gave more contemporary look to the brand name of the Kodak company (Evolution of our brand logo).

Change Management Strategy:

Vision and linking it to the change:

Current Vision:

The current vision of Kodak Company in compliance with the Global Diversity is to develop a comprehensive business environment in which it can influence diversity to accomplish the overall objectives and maximize the individual and organizational potential (Diversity Vision/Mission).

Created Vision:

The vision of the company which has been created in compliance with change management strategies are as follows:

“To become the global market leader in photographic products by providing augmented and customized services to its customers through creation of organizational culture that leads to create harmony and sustainable development of the company and its stakeholders in every situation”.

Created Vision and Changes:

The vision so created is effective in compliance with the change management; the vision is flexible and can be altering as per the organizational requirement pertaining to the change management. There are various changes which an organization faces in conducting the business operations; these may be categorized as desirable and undesirable changes. The desirable changes are the planned changes which an organization wants to implement for the growth and development of organization whereas undesirable changes are uncertain and create loss to the organization.

Rationale behind the vision:

We have come up with this vision in order to cover all the aspects of business viz. profit maximization, good market image and brand image and equity by providing augmented and customized products and services to its customers. It aims at creating harmonious working environment which motivates the human resource of the company to perform outstandingly for the accomplishment of their individual and organizational objectives.

Articulation of vision for the organization:

The vision has been clearly articulated for the organization in order to create awareness among all the stakeholders of the KODAK for its further accomplishment. Articulation of vision is very essential to make it clear and understandable to all the people.

Simplicity and Straightforwardness of Vision:

The vision which has been created is simple and straightforward as it aims at providing the augmented services to the customers and ensures the sustainable development of the KODAK and all its stakeholders.

Vision is Motivating and Energizing:

The vision is motivating and energizing as it includes the creation of organizational culture that leads to create harmony and sustainable development. It motivates and creates zeal among the employees and all the other stakeholders to perform their roles and responsibilities more vibrantly.

Sharing and Understanding of Vision across the business:

The vision has been duly shared and understands across the business environment of KODAK. The vision has been intimated to all the stakeholders by the means of publication in the annual report, meetings, conferences, seminars etc. To verify its understanding, KODAK use to take feedback from the employees regarding the strategies and restructuring associated with the vision as per the organizational change.

Vision is Actionable and Strategic:

The vision is actionable and strategic as it leads to further formulation of various strategies pertaining to the offering of augmented quality of customized product and services and sustainable development.

Team Alignment in the Vision:

The vision has been created with a view to take the active participation of all the team members, the roles played by the director, caretaker, navigator, coach, nurturer and interpreter in communicating the vision to the whole organization is very prominent.

Group views regarding Vision:

The group found the vision very proactive and vibrant in achieving the sustainable growth and development of individual and the organization. It insists them in formulating and implementing various marketing, operational, and quality control strategies for the growth and development of the organization.

Reason behind choosing this Vision:

The reason behind choosing this vision is to execute the business operations more effectively and to streamline the activities of the organization for the ultimate vision accomplishment of the company. It helps in achieving competitive advantage over the competitors and reaches the global heights in terms of business objectives and profitability and marketability.

Planning associated with Intimating the Vision to the rest of the organization:

Various strategic plans have been formulated from time to time as per organizational requirement in order to communicate and intimate about the vision to the rest of the organization. These strategies have been mentioned in the communication strategies pertaining to the change, change management and vision.

Vision correlation with the mission:

The vision of KODAK can be correlated with the mission by dividing it in to small strategies for the accomplishment of both mission and vision. As the vision includes offering augmented and customized services to its customers, creating a harmonious and development oriented culture; hence the mission of the organization could include the implementation of various quality oriented strategies, seeks participation of all the stakeholders in the vision accomplishment, having competitive advantage over others and enhancing the market and brand image of the organization. Formulating various motivational and HR related strategies for their implementation and development of a good organizational culture. Mission could also include maximizing the profit, wealth and shareholders’ and stakeholders’ value in compliance with the vision of KODAK.

Strategy for Communicating Change and Vision:

After the formulation of valuable vision, it is crucial to communicate change and vision in a proper and effective manner so that the change vision can be adopted and implemented in the Kodak successfully because communication is a key driver in the change management (Heathfield). The company should adopt suitable strategy to make vision positive and successful and should communicate in the following ways:

Communicate change vision consistently and frequently through the use of multiple channels such as video, training, speaking, writing, intranets as well as bulletin boards.

Managers at different level should involve in the implementing and communicating the change and vision.

The individual representing and indicating the change or vision must indicate clearly and in details that radiate integrity, authenticity and legitimacy.

The communicating strategy should be in accordance to the circumstances and needs of both sender and receiver.

Develop written form of strategy in order to trace out the effectiveness and accuracy of the change vision.

Communicating the strategy not only a type of presentation but there should be two ways communication should include real discussion.

Redesign jobs and technology in such a way that link everything with the changed vision. It would help to support the new way of attempting things.

The managers should invest proper time in networking with the employees both inside and outside the organization in order to generate as well as establish trust and consensus for the change vision (Change Management Strategy: Communicate the Vision).

The senior managers should communicate to the vision and enduring the commitment of other key stakeholders.

The environment of urgency should be created which would help in implementing strategy on urgently basis.

The above representing strategies are the ways of communicating strategy to bring efficiency and adequacy in adopting and implementing strategy on all the level of the organization. The communication and implementation is not a part and responsibility of an individual (Change Management Strategy: Communicate the Vision). The strategies should focus at all level and entrepreneur, director, executives as well as managers play different roles and have different responsibility in communicating the strategy which is described as follows:

Roles:

As per managing and implementing, the change management process in organization requires expertise to manage changes. Driving successful changes requires system of actors to communicate and perform all the changes for understanding roles that supports effective change management process in the organization. Five roles related to the communicating change and visions are as follows:

Director:

Director plays key role for communicating changes over the organization. Director would be accountable for

Communicating the strategies needs to ensure and also communicate changes that need to accomplish by the management as per the future perspective.

Apply a structured change management methodology and approach for the organizational changes efforts in vision.

Develop change management strategy focused on future vision of the company and the group being impacted by the changes (Battilana, 2007).

Navigator:

Navigator role is similar to the director accountable for identifying alternatives for proposed changes. Communication techniques are used to win employees over the change. Primary responsibilities are:

Recognizing and developing changes as per the company’s needs.

Effectively communicate to various stakeholders of the reason of changes as well as the detail of the changes how much cost will occur.

Interpreter:

Interpreter is the key responsible actor to lead and manage changes in the organization. The Entrepreneur responsible for r sequence of activities that follow greater details of these actions are as follows:

Interpreter provides staff with sense communication through the media to staff members. The Interpreter communicate all the changes which needs to be adaptive and reactive by the staff members with perspective role to provide sense of making for organizational participants about changes needs to be done.

Coach:

The primary role of Coach is to getting changes through the shred values through the positive emotion interactions with the employees engaged in dialogue about the changes.

Coach would have the responsibilities to ensure employees sharing similar values and creating awareness of what actions are appropriate to theses values.

Coach would also be responsible for taking initiative and adaptive changes to alter organizational practices and routines.

Nurturer:

Small changes may have large impact on organization and managers are not capable to control the outcomes of changes perhaps nurture their organizations, facilitates organizational qualities that enables positive self organizing to occur in the organization (Mindy Man Min Chew, 2006).

Skills:

Changes to the organizations must be justified, quantify and compelling as per the sustainability of strategies which are the key requirements for change in company’s vision. These would be sustainable for organizational members to build up relevant, effective and compelling business to support their company’s transformation to being a sustainable organization. These skills are required to accomplish following tasks:

To deal with complexity and uncertainty in strategic planning.

For systematic and future thinking in the context of vision statement.

Action oriented skills to manage and motivate changes in the organization.

Project management and practical problem solving skills as per the organizational requirements.

Stakeholder’s engagement skills.

In response to implementing changes effectively requires for appropriate skills to provide a framework for sustainability of organization. Skills for sustainability encompasses perception and values that underpin sustainable approaches to the organizational changes. Skills that are required for communicating the change and the vision are as follows:

Demonstrated support of senior administrators and leaders:

Individuals in leadership position needs to understand the importance of sustainability as the key institutional factor and provide support for communicating changes and future vision of the organization. These efforts would be sustainable through the administrative structure and value statements.

Collaborative leadership:

All the leader, shareholders and stakeholders needs to involve across the organization as the initiatives form the beginning to the end in strategic planning and implementation.

Mutual, compelling and clear vision strategic skills:

For successful managing and implementing the mutual and compelling vision all the organizational employees including top level and middle level needs to contribute to across the organization and organizational changes.

Effective change leadership practices:

Mangers need to apply effective change leadership style as per the sustainability changes process and for capitalize on change contradiction in the organization.

Required Technical Skills are More Industry Specific:

With the planning and project management technical skills also needed to effectively managing, monitoring and mitigating the desired strategies formulated (Skills for Sustainability Standard Framwork, 2009).

Sustainability:

In order to sustain changes in the organization, the company should adopt the adequate framework throughout the organization with proper actions that should include structures, measures and details of the system. The change is the requirement of the organization in order to enhance financial and social performance (Marc J. Epstein, 2001).

Actions

The sustainability action includes three types of activities i.e.

Formulating the Sustainability Strategy.

Developing Plans and Programs.

Designing Appropriate Structure and Systems.

In formulating the sustainability strategies, the manager needs to identify the aspects of the business activity which have significant impact on the sustainability issues such as energy consumption, managing diversity etc. After the identification, the managers formulate appropriate strategy that includes the company values, commitment as well as goal and mission of the company. As per the need of the company, the strategy is formulated and implemented either on the local level or global level. The strategy is formulated with focusing the vision, goal and need of the company and the circumstances respectively.

The Developing Plans and Programs is the second and important component of sustainability action under which actual plans and programs are developed in order to achieve the sustainability actions and goals that have been formulated. The develop plans and programs aims to enhance environmental and social programs and promoting sustainability performance to stake holders.

In Designing Appropriate Structure and Systems, the managers emphasizes on translating a sustainability strategy into action and driving it throughout the organization. However, it is substantial challenge and in order to overcome with this the company adopts different framework and implement their strategy. As the alignment of strategy is essential to coordinate activities and motivate employees for implementing a sustainability strategy (Marc J. Epstein, 2001).

Pitfalls/Barriers

Kodak has to face several economical, social, technological, institutional and behavioral barriers to sustain changes in the company. The technological and economical barriers are the most challenging and finds in codes of transportation, energy and water system while the institutional and behavioral barriers are found in the codes of the company such as job description, social norms, regulatory requirements etc (Robinson, 2010).

Thus, the Kodak would face the following pitfalls/ barriers:

Patriarchal thinking

A “Silo” Approach to Environmental and Socio-Economic Issues.

No clear vision of sustainability.

No clear vision of cause and effects.

Lack of transparency and information.

Not sufficient mechanism for learning.

Failure to Institutionalize Sustainability.

Successes:

At the time of sustainability, the company faces several challenges but the growing company like Kodak easily adapts the leading way toward the sustainability by changing their traditional production and organizational paradigms. The Kodak leaders grasp their company vision and goal deep routed to overcome with the challenges of sustainability. The leaders are inherent to the profound changes which are necessary for achieving true sustainability (Doppelt). The following are the interventions which managers adopt to overcome with the seven sustainability challenges.

Change the main mindset

Organizing transition teams.

Crafting an Ideal Vision and Guiding Sustainability Principles.

Restructure the policies of engagement.

Shift Information Flows by Tirelessly Communicating the Need, Vision, and Strategies for Achieving Sustainability.

Correct Feedback Loops by Encouraging and Rewarding Learning and Innovation.

Adjust the Parameters by Aligning Systems and Structures with Sustainability.

Conclusion:

Though as per the analysis of the Kodak Company’s existing vision and strategy it has been explored that company requires changes and innovation in the vision and strategies as per the future perspective. Company needs to formulate innovative strategies for formulating, implementing the changes for the growth of the company. These changes in vision and strategies will sustain the company to accomplish vision in strategies broader spectrum.

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