Scenario 3-6
As the head of Eastman Kodak Company, George M.C. Fisher devised a plan to save Kodak from being trapped in the slow-growth photography industry, hobbled by huge debts, a dysfunctional management culture, and a dispirited workforce. At the time of his takeover of Kodak, the product development and sales functions for the company were scattered among divisions, and the business mission was ill focused. Fisher envisioned a long-term strategy in which Kodak focused on its core competencies. By evaluating the pros and cons associated with its various businesses, Fisher decided imaging was the key to the future. He then sold Kodak's health- and household-products arms. He also assembled most of the corporate talent into one division and hired an experienced computer-marketing executive to head it. Further, by stressing accountability, quality, and cycle time, Fisher began to transform Kodak's slow-moving culture. Fisher believed Kodak could double its growth rate in photography, a tough challenge in a slow-growing market, by becoming more global and by challenging Fuji film in China.
-Refer to the scenario. Pruning product lines and assembling the corporate talent into one division, often results in a cost competitive advantage. Which of the following terms best describes this process?

Question

Quizplus · Accepted Answer

The process described in the scenario is known as re-engineering, which involves changing the processes and organization of a company to improve efficiency and create a competitive advantage. By pruning product lines and consolidating corporate talent, Kodak was able to streamline its operations and reduce costs, giving it a competitive advantage in the photography industry. Reverse engineering involves taking apart and analyzing a product to understand how it works, while strategic implosion and strategic production are not recognized business terms.

Scenario 3-6 As the Head of Eastman Kodak Company, George M.C. Fisher