answer the questions in the last page based on the case study in the first and second page

Kodak in China " be a moder as the song you are a be made the - George Fake Fier Chairman and CEO astman Kodak Company mycaret me to become Kongest manier for photographic in and oupent, we continue rebecause of health throughout AS - Daniel Core President and Chat Exte, Eastman Kotak Company For Kodi nann he products, guage paddin ar arset $, uthe proposing and Kodal Viesnegoba welcome and greed With a global operating experience for over a century, US-based Eastman Kodak Company. Kodak) is the world's biggest film manufacturer which operates four business segments namely, photography health maging, commercia maging and other imaging [Exhibit 11 Kodak had is presence in Ching since the early twentieth century. But it was not unti the mid-1980s that Kodak could gain a foothold in the world's moscous country. China, Kodak's investments in China and extensive promotion strategies need the company to establishes presence in the courtry. Since the mid-1990s 2004 Kodak's revenue in China has grown by 40% With any 20% of Chinese households possessing cameras in 2004 Kodak forecasts a tremendous growth potential in future Kodak's Entry into China Kodak set up its first subsidiary in Shanghai, China in 1927. However, Kodak's business in China flourished from 1980s. In 1984 Kodak signed a deal with Xiamen Fude Photographic Materials Company Ltd, a domestic photographic company in Fuji province to build colour fim production ine. By 1993, Kodak had offices in Beijing, Guangzhou and Shanghai occupying the third position in the Chinese photographic fin market George Fisher, who then joined as President and Chief Executive of Kodak recognized the growth potential of the Chinese market initiated the expansion phase in the Chinese market, Fisher established the Greater China Region covering China Hong Kong and Taiwan Due to rapid growth in the Chinese photo-fim market. China became Kodak's 17" largest market by 1994. In 1995, Kodak s 50% sales were from outside its domestic market of US. Kodak planned to grow in China with expansions to beat its global rival Fuji Photo Film Co. Ltd., Japanese filmmaker, and a potential competitor of Kodak in China. George Fisher, the then Chairman and CEO Kodak said that the company has set aside a lot of money in 1995 and beyond for China By mid-1997 Kodak had 41% market share in the 5250 milion Chinese photographic fim market. During the same year Kodik employed aggressive marketing plans to increase its sales. Kodak induced Chinese retailers to display its ews WOOOOO WTO This case study was written by: Umashankar Roop TESCO med to be used as the basis for cle discussion rather the elective or in the handling of mattis. The case was compiled from published SOLICE C3005 BSCDC Non of this publication may be copied, stored tremited produced or distributed in any form medium whatsoever without the mission of the cont products by offenng them incentives to the tune of S2000. With this. Kodak was aiming to grab the 50% market share of Fuji in China, Patrick T. Siewert, Chairman of Kodak China. said. "China is one of the key growth markets for us." In 1998, Kodak shifted its headquarters of Greater Asia Region from Hong Kong to Shanghai owing to its well- established manufacturing base as well as low cost of production in the region. Henn Pett, Chairman and President Kotak Great Asla said, "Here in Shanghai , Kodak has found both marketing a big size as well as talented people a big amount for example, software engineers. We have found that Shanghai was an excellent base to have strong skilled people. Further, in 1998, the photography giant, Kodak, renewed its commitment to the Chinese market by investing an astounding $1.2 billion in three non-profitable Chinese manufacturing companies of photographic fims located in Fux, Shantou and Xiamen. This represented Kodak's biggest overseas investment Commenting on this George Fisher said, we'l take a loss-making industry off your hands and turn it around. The three companies were integrated into two enterprises namely Kodak (China) Co Lid and Kodak (Wux). With this deal Kodak acquired the rights to manufacture, distribute photographicfilm and chemicals in the Chinese market Commenting on increased presence of Kodak in China by the late 1990s. Daniel Carp, President and CEO, Kodak said, Today, Kodak is more than an international brand we are also a domestic company in China with world-class products, operations and employees. We have successfully demonstrated how Sino-US cooperation can enable China to implement industry reform, improving productivity and efficiency to drive progress and economic growth. 113 Growth Strategies in China Daniel Carp said, "Between 1997 and 1999, the Chinese digital imaging market grew by over 80 per cent. We believe that China has enormous growth potential not only in traditional photography but also in digital imaging applications." Kodak's strategies like introducing superior technology to the Chinese market with the help of Chinese government, recruiting the right people and its adherence to Chinese culture, nelped the photography giant to tap the huge potential of Chinese market. In late 1999. Kodak developed a strategy for its next stage of development in China focusing on its retail stores Kodak Express and opportunities in the health imaging markets with its traditional as well as digital products. This Strategy was an attempt to make cameras and fim processing more accessble to its consumers. As part of its development initiative, Kodak in 1999 introduced RM 99.000 plant in Shanghai. With this initiative, Kodak planned to tap the Chinese photography market, which had a growth rate of 10% a year. The same year Kodak started improving its existing manutacturing facilities in China as well as building new ones, through which the company expected to produce over 100 milion film rolls per year David Swift, Chairman and President Greater Asia Region Kodak said. "Our factories in China are essentially indistinguishable from the best of our plants anywhere. By 1999 Kodak had around 5500 Kodak Express retail shops in China. Meanwhile, China's possible entry into the World Trade Organisation (WTO) also signaled Kodak's further prosperity in China, Kodak expected to benefit from lower duties and elmination of tarifs on certain Kodak's products (Annexure 1). In 1999, Kodak's revenues from China had increased by 36% while profits escalated by 58% In early 2000, Kodak (China) Co Lid and Multi-Asia Manufacturing Company Limited entered into an agreement to encourage the Chinese photography market. With a start-up investment of HK$10 milion, Multi-Asia planned to commence 20 Kodak Express outlets in major cities of China e Shanghai, Hartin Shenzhen, Lianyungang and Guangzhou These outlets planned to focus on processing digital pictures in addition to the traditional flm products and its processing Ch-Sing Chairman of Multi-Asie said, "in tandem with China's economic growth, there has been significant increase in fim leve Questions: 1. Why Kodak is considered as a multinational corporation? stew 2. Identify the transnationality index of Kodak in 1995. -> 3. What is the type of investment made by Kodak in China? Justify your answer. 4. Which reasons explain the investment of Kodak in the Chinese market?? 5. Which company is the main competitor of Kodak in the global market? Are they leading the global market? -> justify your answer from Kodak in China " be a moder as the song you are a be made the - George Fake Fier Chairman and CEO astman Kodak Company mycaret me to become Kongest manier for photographic in and oupent, we continue rebecause of health throughout AS - Daniel Core President and Chat Exte, Eastman Kotak Company For Kodi nann he products, guage paddin ar arset $, uthe proposing and Kodal Viesnegoba welcome and greed With a global operating experience for over a century, US-based Eastman Kodak Company. Kodak) is the world's biggest film manufacturer which operates four business segments namely, photography health maging, commercia maging and other imaging [Exhibit 11 Kodak had is presence in Ching since the early twentieth century. But it was not unti the mid-1980s that Kodak could gain a foothold in the world's moscous country. China, Kodak's investments in China and extensive promotion strategies need the company to establishes presence in the courtry. Since the mid-1990s 2004 Kodak's revenue in China has grown by 40% With any 20% of Chinese households possessing cameras in 2004 Kodak forecasts a tremendous growth potential in future Kodak's Entry into China Kodak set up its first subsidiary in Shanghai, China in 1927. However, Kodak's business in China flourished from 1980s. In 1984 Kodak signed a deal with Xiamen Fude Photographic Materials Company Ltd, a domestic photographic company in Fuji province to build colour fim production ine. By 1993, Kodak had offices in Beijing, Guangzhou and Shanghai occupying the third position in the Chinese photographic fin market George Fisher, who then joined as President and Chief Executive of Kodak recognized the growth potential of the Chinese market initiated the expansion phase in the Chinese market, Fisher established the Greater China Region covering China Hong Kong and Taiwan Due to rapid growth in the Chinese photo-fim market. China became Kodak's 17" largest market by 1994. In 1995, Kodak s 50% sales were from outside its domestic market of US. Kodak planned to grow in China with expansions to beat its global rival Fuji Photo Film Co. Ltd., Japanese filmmaker, and a potential competitor of Kodak in China. George Fisher, the then Chairman and CEO Kodak said that the company has set aside a lot of money in 1995 and beyond for China By mid-1997 Kodak had 41% market share in the 5250 milion Chinese photographic fim market. During the same year Kodik employed aggressive marketing plans to increase its sales. Kodak induced Chinese retailers to display its ews WOOOOO WTO This case study was written by: Umashankar Roop TESCO med to be used as the basis for cle discussion rather the elective or in the handling of mattis. The case was compiled from published SOLICE C3005 BSCDC Non of this publication may be copied, stored tremited produced or distributed in any form medium whatsoever without the mission of the cont products by offenng them incentives to the tune of S2000. With this. Kodak was aiming to grab the 50% market share of Fuji in China, Patrick T. Siewert, Chairman of Kodak China. said. "China is one of the key growth markets for us." In 1998, Kodak shifted its headquarters of Greater Asia Region from Hong Kong to Shanghai owing to its well- established manufacturing base as well as low cost of production in the region. Henn Pett, Chairman and President Kotak Great Asla said, "Here in Shanghai , Kodak has found both marketing a big size as well as talented people a big amount for example, software engineers. We have found that Shanghai was an excellent base to have strong skilled people. Further, in 1998, the photography giant, Kodak, renewed its commitment to the Chinese market by investing an astounding $1.2 billion in three non-profitable Chinese manufacturing companies of photographic fims located in Fux, Shantou and Xiamen. This represented Kodak's biggest overseas investment Commenting on this George Fisher said, we'l take a loss-making industry off your hands and turn it around. The three companies were integrated into two enterprises namely Kodak (China) Co Lid and Kodak (Wux). With this deal Kodak acquired the rights to manufacture, distribute photographicfilm and chemicals in the Chinese market Commenting on increased presence of Kodak in China by the late 1990s. Daniel Carp, President and CEO, Kodak said, Today, Kodak is more than an international brand we are also a domestic company in China with world-class products, operations and employees. We have successfully demonstrated how Sino-US cooperation can enable China to implement industry reform, improving productivity and efficiency to drive progress and economic growth. 113 Growth Strategies in China Daniel Carp said, "Between 1997 and 1999, the Chinese digital imaging market grew by over 80 per cent. We believe that China has enormous growth potential not only in traditional photography but also in digital imaging applications." Kodak's strategies like introducing superior technology to the Chinese market with the help of Chinese government, recruiting the right people and its adherence to Chinese culture, nelped the photography giant to tap the huge potential of Chinese market. In late 1999. Kodak developed a strategy for its next stage of development in China focusing on its retail stores Kodak Express and opportunities in the health imaging markets with its traditional as well as digital products. This Strategy was an attempt to make cameras and fim processing more accessble to its consumers. As part of its development initiative, Kodak in 1999 introduced RM 99.000 plant in Shanghai. With this initiative, Kodak planned to tap the Chinese photography market, which had a growth rate of 10% a year. The same year Kodak started improving its existing manutacturing facilities in China as well as building new ones, through which the company expected to produce over 100 milion film rolls per year David Swift, Chairman and President Greater Asia Region Kodak said. "Our factories in China are essentially indistinguishable from the best of our plants anywhere. By 1999 Kodak had around 5500 Kodak Express retail shops in China. Meanwhile, China's possible entry into the World Trade Organisation (WTO) also signaled Kodak's further prosperity in China, Kodak expected to benefit from lower duties and elmination of tarifs on certain Kodak's products (Annexure 1). In 1999, Kodak's revenues from China had increased by 36% while profits escalated by 58% In early 2000, Kodak (China) Co Lid and Multi-Asia Manufacturing Company Limited entered into an agreement to encourage the Chinese photography market. With a start-up investment of HK$10 milion, Multi-Asia planned to commence 20 Kodak Express outlets in major cities of China e Shanghai, Hartin Shenzhen, Lianyungang and Guangzhou These outlets planned to focus on processing digital pictures in addition to the traditional flm products and its processing Ch-Sing Chairman of Multi-Asie said, "in tandem with China's economic growth, there has been significant increase in fim leve Questions: 1. Why Kodak is considered as a multinational corporation? stew 2. Identify the transnationality index of Kodak in 1995. -> 3. What is the type of investment made by Kodak in China? Justify your answer. 4. Which reasons explain the investment of Kodak in the Chinese market?? 5. Which company is the main competitor of Kodak in the global market? Are they leading the global market? -> justify your answer from