View
1
Download
0
Category
Preview:
Citation preview
1
Digital & Film Imaging SystemsEastman Kodak Company
Adapted from Kodak Investor’s Meeting PresentationNew York City, September 22, 2004
Strategy Summary
2
Digital & Film Imaging Systems
RETAIL & WHOLESALE PRINTING
FILM PRODUCTS
DIGITAL CAMERAS & MEMORY
ONLINE PRINTING & SERVICES
HOME PRINTERS & MEDIA
PROFESSIONAL PRINTING & SERVICES
ENTERTAINMENT IMAGING
YE 2003 Revenue
$9.2 B
3
Agenda
Ø The Digital Photography Opportunity
Ø Kodak Strategies
Ø Traditional Business
Ø Digital Business
4
Ø The Digital Photography Opportunity
Ø Kodak Strategies
Ø Traditional Business
Ø Digital Business
Agenda
5
Digital Creates Opportunity
Digital technology drives growth through quality, personalization and control.
“My _____ , Anytime, Anywhere”.
US MarketSourceKodakInternal0
10
20
30
40
50
60
70
97 98 99 00 01 02 03 04 05 06 07 08 09
INDUSTRY EXPOSURE VOLUMEB
illio
ns o
f Exp
osur
esTOTAL
EXPOSURES
DSCEXPOSURES
PHONE-CAMEXPOSURES US Market
SourceKodakInternal0
10
20
30
40
50
60
70
97 98 99 00 01 02 03 04 05 06 07 08 09
INDUSTRY EXPOSURE VOLUMEB
illio
ns o
f Exp
osur
esTOTAL
EXPOSURES
DSCEXPOSURES
PHONE-CAMEXPOSURES
6
“Anytime, Anywhere” Delivers
My Office.Anytime, Anywhere.
My Pictures.Anytime, Anywhere.
and…
iPod and the Apple logo are trademarks of Apple Computer Inc.Blackberry and the RIM logo are trademarks of Research in Motion Limited.
My Music.Anytime, Anywhere.
iPod
7
“I press the button” and my personal collection…
“My Pictures Anytime, Anywhere”
…is available anywhere
I am… …includingat retail
…reminds me of homeduring a long flight
…keeps my mom’sRefrigerator ‘fresh’
…comes tomy daughter onher viewing device
…is printer formy best friend
8
Agenda
Ø The Digital Photography Opportunity
Ø Kodak Strategies
Ø Traditional Business
Ø Digital Business
9
Actions:
• Capture Incremental Volume and Share
• Reduce Manufacturing Cost Structure
• Optimize Price, Mix, SKU Structure
Result:
2003 2004e
+32%
CASH CONTRIBUTION
2003 2004e
WW INDUSTRY DECLINE
Traditional Consumer BusinessØ Manage Consumer Film Business For Cash
RO
LL
S
$Down
10-12%
10
-32%
Traditional Consumer BusinessØ Rationalize Worldwide Wholesale Photofinishing
Operation
• Market:
$
Revenue2004e/2003
Operating LabsJune ‘03 Sept. ‘04
-54%80 37
• Results:
Cost & Expense2004e/2003
-35%
$
11
• Reduce overall expense• Capture synergies from consolidation
Traditional Consumer BusinessØ Restructure Go-To-Market Structure for Digital Model
DFIS SG&A
1H 03 1H 04
• Results:
-20%$
12
Entertainment Imaging Business
• Industry condition is healthy• Normal growth in screens and releases, plus• Trend to larger, simultaneous global releases
• Kodak’s position remains strong• Innovation: Vision 2• Customer Satisfaction & Loyalty: 93%
• Effect of digital substitution is beyond planning period.
13
Ø The Digital Photography Opportunity
Ø Kodak Strategies
Ø Traditional Business
Ø Digital Business
Agenda
14
Kodak’s Digital Strategy
Ø System linkages drive customer satisfaction
Ø Ease of Use, Quality, Trust drive market growth
Consumer
Professional
15
Professional
DEVICESDEVICES
SERVICESSERVICES
CONTENTCONTENT
Consumer
Kodak’s Digital Strategy
Ø Devices-Content linked with Printing-Services drives Kodak’s profitability model.
PRINTINGPRINTING
16
Kodak’s Digital Portfolio
CAPTURE DEVICES
SERVICES
DIGITAL PRINTING
PROFITABLE
2004
2006
LONG TERMGROSS PROFIT
vs. CORPORATETARGET MODEL
Below Model
Above Model
Above Model2006
AcceleratorCONTENT for service andprinting profitability
17
• Strategic Focus• Focus on digital cameras
• Easy linkage to printing and services
• Improve profitability
• ResultsRevenue growth: +94%(1H’04 vs. 1H ’03)
Worldwide share: #4, growing.
U.S. share: #2, growing.
CAPTURE DEVICE STRATEGY
TOUCH
SHOOT
SHARE
TOUCH
SHOOT
SHARE(sources: NPD, Gfk)
18
Ø September 22:
J. D. Power and Associates names Kodak #1 in Customer Satisfactionin 2 of 4 Digital Camera categories
Digital Camera Price Category
Category Leadership
0%
10%
20%
30%
40%
50%
< $200 $200 - $399 $400 - $599 > $600
Indu
stry
Rev
enue
Sha
re (
YT
D ’0
4)
Core of Market60% of Industry Value
SourceNPD
J.D. Power and Associates 2004 Digital Camera Satisfaction Study SM
19
THE DIGITAL PRINTING MARKET
MINILABPRINTS60-70%CAGR
KIOSKPRINTS>100%CAGR
HOMEPRINTS30-40%CAGR
‘03-’07 INDUSTRY GROWTH RATES
Digital printing growthwill be healthy.
Kodak iswell positioned
in all segments…
…focused on growthwherever consumers
choose to print.
SourceKodakInternal
0
10
20
30
40
50
60
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
WORLDWIDE DIGITAL PRINT INDUSTRY
’03-’07 CAGR = 50%
Bill
ions
ONLINEPRINTS>100%CAGR
20
• Strategic Focus• Leadership in retail locations
» Lead in Kiosks» Competitive in Minilabs
• Drive digital print demand• Innovate in quality & connectivity• Total category retail partnership
RETAIL PRINTING
Kiosks & Minilabs
• ResultsKiosk revenue growth: +77%(1H’04 vs. 1H ’03)
Kiosk print demand: 4X(’04 vs. ’03)
Minilabs: New 32 seriesDIMA award
21
• Strategic Focus§ Lead snapshot printer category§ Innovate in quality & connectivity
• All DSCs & phone cams
§ Lead photo paper category
• ResultsRevenue growth: +51%(1H’04 vs. 1H ’03)
Snapshot printer share:(1 year after market entry)
U.S.: 57%U.K.: 55%
Australia: 65%
HOME PRINTING
(source: NPD, Gfk)
22
SERVICES• Strategic Focus
• Customer Acquisition & Margin Growth• Global Expansion• Lead On-line Imaging Services• Lead Mobile Imaging Services
– Superior Ease of Use
• Results(1H’04 vs. 1H ’03)
• Revenue growth: +60%• Membership: +43%• New purchasing customers: +64%• Repeat customers: +87%
• Expanded industry partnerships • New innovative products
23
$3,000
$6,000
$9,000
$12,000
$15,000
2001 2002 2003 2004 2005 2006 2007
Traditional ≈ -19%
Digital
≈ +33%
Estimated
($ in Millions)
’03 – ’07 Revenue CAGR*: Essentially Flat
Value Transition: From Film to Digital
* compound annual growth rate
Rev
enue
24
Value Transition: From Film to Digital
2003 - 2007 CAGR
Revenue: -1% to +1%
EFO: -1% to +1%
Kodak’s digital growth strategy
fully compensates
for decline in traditional business.
Kodak’s digital growth strategy
fully compensates
for decline in traditional business.
Recommended