Development Study Of Kodak Imaging Network's Add-value Business

The future corporate competition is primarily on marketing channels rather than on products. The winner, which obtains market, is the player who can take full advantage of the channels.As one of the most successfully running retail channels, Kodak Imaging Network owned over 8600 chain stores across 760 cities around whole China. Being great business expansion of last ten years, Kodak management are encountering new challenge: how to deal with the tough market trends with lower per-store margin and channel control issues.With over 7 years experience worked in the field of retail channel in Kodak, I joined Add-value Service Development project team of Kodak China from 2002.Base on research of Kodak Imaging Network and add-value service development path of China Tele-com Industry, this article trying to analyze the KIN development environment and path, point out the competitive advantage led by retail add-value service. At the same time, several execution points including business model, network expansion phases and capital issue were covered.Besides China Tele-com, Kodak further develop concept of add-value business both in theory and practice field, In this article, a analysis from the angle of value chain was given to support it. How to develop diversifying add-value business based on current platform to maximize the benefit is the innovation direction for any enterprise.Being sophisticated analysis using related marketing theory, we hope to provide valuable suggestions for developing strategy 6f Kodak retail add-valueservice, and also as reference for Chinese enterprises when they develop their own add-value business.In the 1st chapter, a brief description of Kodak was given, include the development path in China, and famous 98' merging project with heavy impact in China imaging market.The 2nd chapter analyzes the Kodak Imaging Network's characters including store type, position, service lines, opening procedure, and dynamic competition status, point out the development bottleneck and necessity of add-value service development.In the 3 rd chapter, we raise concept of add value business and China Telecom industry current add-value service development status, as well as business model and value chain change.The 4th chapter gives Kodak add-value service developing strategy and directions. From the aspect of execution, much more points including expansion phase, business model, capitalizing solutions, even contingency plan was developed for further consideration.