목차
1. Evaluate Fuji’s transition from analog photography to digital imaging. How did the firm’s identify as an “imaging company” versus “film company” influence its behaviors?
2. Has Komori done a good job of creating a more entrepreneurial mindset at Fuji? What kind of leader is he? What should he do to galvanize the organization?
3. Fuji has already entered a board set of new businesses ranging from flat-panel display materials to pharmaceuticals to cosmetics in its search for a “second foundation.” What criteria should Komori use to screen and prioritize opportunities? In moving to a “second foundation,” should Fuji exit any of its legacy businesses?
4. If Fuji’s identity is no longer “imaging and information” what should it be?
본문내용
Q1. Evaluate Fuji’s transition from analog photography to digital imaging. How did the firm’s identify as an “imaging company” versus “film company” influence its behaviors?
Fuji’s broader identity as an “imaging company” allowed it to strategically navigate the transition from analog to digital photography. The company’s adaptability, investment in new technologies, and commitment to innovation enabled it to remain a major player in the evolving imaging industry. By positioning itself as an imaging company, Fuji anticipated and embraced the digital shift early on. This identity allowed the company to recognize that its core value was not tied to film specifically but to the broader process of capturing, processing, and producing images, expanding its product offerings to include digital cameras, printers, and other digital imaging equipment. Fuji’s focus on being an imaging company drove its commitment to innovation. The company invested in research and development, enabling it to introduce new products with advanced features and technology that catered to a wide range of consumers, from amateurs to professionals.
출처 : 해피캠퍼스
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