POTENTIAL ALTERNATIVE STRATEGIES - Canon Inc

STRATEGIC EVALUATION 20749P

TABLE OF CONTENT

POTENTIAL ALTERNATIVE STRATEGIES………………………….……………………2

APPROACH FOR CHANGING……………………………………………………………….3

1.1 SUBSTANTIAL GROWTH………………………………………………………………..3

REAL LIFE EXAMPLE: Mercer Delta……………………………………..………………….3

1.2 LIMITED GROWTH……………………………………………………………..…………5

REAL LIFE EXAMPLE: LEVI-STRAUSS…………………………………………..………..5

RETRENCHMENT……………………………………………………………………………..6

REAL LIFE EXAMPLE: IBM……………………………………………………………..……8

1.4 CONCLUSION…………………………………………………………………..…………9

2.0 SELECTING AN APPROPRIATE FUTURE STRATEGY FOR CANON……………10

3.0 ROLES AND RESPONSIBILITY [CANON v KODAK]……..…………………………12

4.0 STRATEGY BACKGROUND………………………..………………………………….16

5.0 TARGET AND TIMESCALE…………………………………………………………….20

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POTENTIAL ALTERNATIVE STRATEGIES

The flourishing realization of growth strategies requires a cautiously designed

strategy implemented with a careful considerate of the organization's culture.

Changing the way an organization operates is hard-hitting. As an illustration,

technologies may change, but organizations typically the same. The precise

technique to direct changing starts with an uncomplicated sculpture nevertheless

occupy a progression with the intention of multifaceted and fragile of an

organization. It requires precautious planning, detailed design, and systematic

accomplishment.

Organizational change should not be conducted for the sake of change.

Organizational change efforts should be geared to improve the performance of

organizations and the people in those organizations. Therefore, it's useful to have

some understanding of what is meant by "performance" and the various methods

to manage performance in organizations.

There are different overall types of organizational change, including planned

versus unplanned, organization-wide versus change primarily to one part of the

organization, incremental (slow, gradual change) versus transformational

(radical, fundamental), Knowing which types of change organization are doing

helps all participants to retain scope and perspective during the many

complexities and frequent frustrations during change

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APPROACH FOR CHANGING

Noteworthy managerial revolutionize constantly take places, while an

organization changes generally approach for achievement, changing in practice

is a nature of company by which the managerial deal with. It also happens at

what time an organization go forwards all the way through a range of sequence

era. On behalf of organizations to enlarge, they repeatedly are obliged to go

through momentous adjust at different spot during their progress.

1.2 SUBSTANTIAL GROWTH

The substantial growth or strategic interventions behavior focus particularly on

the organization and its communications with exterior surrounding, and often

involve changes to many aspects of the organization, including employees,

groups, technologies, products and services. Although the types of interventions

selected for a project depend on a variety of considerations and the interventions

in a project often are highly integrated, the following strategic interventions might

be particularly helpful in the following kinds of situations: rapid changes in the

external environment, rapid or stagnant sales, significantly increased

competition, rapid expansion of markets, mergers and acquisitions, the need for

quick and comprehensive change throughout the organization, and many more.

REAL LIFE EXAMPLE: Mercer Delta

With extensive expertise in dealing with executives and their teams in turn-

around situations, Mercer Delta established great chemistrya necessary element

for effective personal coaching and lasting change—with the Chair and CEO.

Mercer Delta then designed a comprehensive, integrated, and customized

approach to leadership development and behavior change based on a thorough

understanding of our client’s business agenda, organization, and the current

state of leadership in his company. Their approach to behavior change for this

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CEO and executive team has been so effective that we have been retained to

develop leadership programs for the next level of leaders in the company.

"As data availability increasingly becomes the lifeblood of success for

enterprises, the need for solutions that provide business continuity and scalability

has become essential," said Eero Teerikorpi, CEO of Continuent. "Continuent's

growth in 2005 is a result of its ability to meet the demands of enterprises by

providing highly sophisticated solutions that can operate in any database

environment." (www.mercerdelta.com)

Comprehensive assessment.

“Measuring culture without understanding what shapes it will take you nowhere.”

This is one of the reasons Mercer Delta puts such an emphasis on understanding

the drivers of culture change in a particular company as well as an assessment

of current/future culture. In this case, the CEO found it compelling to follow our

advice and deal with leadership first in order to catalyze the preferred culture

change. To this end, we assessed the current leadership capacity, evaluated the

leadership development activities already in place for the new team, and

analyzed the organization and business context.

New CEO, new team, new culture.

Mercer Delta conducted a thorough diagnosis of the CEO’s leadership style,

executive team, and culture to identify issues and determine direction for a

successful leadership effectiveness plan. Mercer Delta helped the CEO see that

his leadership style was highly respected but seen as intimidating and

inconsistent in his support of his people. Mercer Delta determined that the

executive team, which consisted almost entirely of new people in new roles, was

unclear on how they could collectively add value outside of running individual

pieces of the company. Mercer Delta helped surface questions around what the

company now stood for over and above the CEO’s focus on individual

accountability and making the numbers.

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http://www.mercerdelta.com/


1.2 LIMITED GROWTH

Technostructural interventions, and rather sometimes referred as limited growth

engaged in activities that focus on improving the performance of organizations

primarily by modifying structures, technologies, operations, procedures and roles

or positions in the organization.

The field of Organization Development uses a variety of processes, approaches,

methods, techniques, applications, (these are often termed "interventions") to

address organizational issues and goals in order to increase performance. The

following partial list of interventions is organized generally in the order presented

by Cummings and Worley in their "Organization Development and Change"

(West Publishing, 1993).

Although the types of interventions selected for a project depend on a variety of

considerations and the interventions in a project often are highly integrated with

each other, the following interventions might be particularly helpful in the

following kinds of situations: rapid growth but few internal systems to sustain that

growth, much confusion about roles, a new major technology or process has

been introduced, many complaints from customers and many more. These

interventions might also be useful in new organizations where internal

operational systems must be developed and implemented.

REAL LIFE EXAMPLE: LEVI-STRAUSS

Levi-Strauss is a company that did engage in a purposeful culture change

process. In 1985, a group of minority and women managers requested a meeting

with the CEO, complaining of discrimination. The CEO convened a three-day

facilitated retreat at which white, male managers engaged in intense discussions

with minority and female managers. These discussions revealed that there were,

indeed, hidden attitudes in the organization that were in conflict with its espoused

values.

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In view of the fact that, Levi-Strauss has worked hard to produce cultural change.

The company urbanized an "Aspiration Statement" as well as desired beliefs,

attitudes, and performance. The declaration specifies the company’s commitment

to communication, ethical management practices, employee empowerment, and

recognition for those who contribute to the mission of the company.

Employees at all levels also contribute in training sessions on leadership,

diversity, and ethics. Employee evaluations are based partially on how well they

support the "Aspiration Statement."

To underscore the fact that changing an organization’s culture can take a long

time, Levi-Strauss revolutionize has not been completely positive in the lowest

tiers of the hierarchy. Increased cooperation and examine assessment have

demanded major modification in people’s prospect and behavior, and that has

direct to increased variance at times.

1.3RETRENCHMENT

Changing an organization is messy, complicated business. A study by Kotter and

Heskett (1992) indicated that culture change becomes tougher as organizations

become more established and successful. The very bases for a company’s

earlier success can be hindrances to needed changes under new and different

scenarios from those which existed previously.

Downsizing refers to the planned elimination of positions or jobs with an intent to

cut costs and to improve organisational performance (Kets de Vries & Balazs,

1997; Kozlowski, Chao, Smith, & Hedlund, 1993). Alternatively termed as

rightsizing, reorganisation, restructuring, and rationalization downsizing, which is

a technostructural OD (organisation development) intervention (Cummings &

Worley, 2002), ranges from a mere headcount reduction to a part of a continuous

corporate renewal process through which the organisation is reinvented.

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Companies feel compelled to downsize because being “lean and mean” is

believed to strengthen competitiveness (Leung & Chang, 2002), with global

benchmarking and revolutionary transformations in information and

communication technologies being other reasons (Kets de Vries & Balazs)

Reducing head count causes organisations to lose human capital and

organisation memory, and be left with unhappy and overworked employees who

often have to do tasks for which they are not trained (Kets de Vries & Balazs).

Broader approaches which affect work processes and alter business practices

have more positive long-term impact. This divergence in approach probably

accounts for the mixed evidence about the presumed benefits of downsizing

such as lower overheads, increased productivity, better earnings, and decreased

bureaucracy

The Process of Implementing Downsizing

Some experts believe that how organisations handle downsizing is a key issue in

influencing the experiences of employees. Hopkins and Hopkins (1999), for

example, point out the ethics of downsizing. According to them, while top

management has a moral obligation to act in the best interests of the firm, they

also have a legal obligation not to violate the rights of employees. To achieve the

latter end, the decision to downsize should be communicated in a timely and

appropriate manner with the provision of complete information.

In the second case, downsizing is driven by macroeconomic forces. A company

determines that its workers can no longer profitably produce products at current

market prices. A company will only employ workers when the per-hour value of

their output (marginal productivity of labor) exceeds the cost to employ those

workers.

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REAL LIFE EXAMPLE: IBM

For organizations, particularly the IBM (Industry Business Machine) and Digital

Equipment’s of the world which long resisted layoffs, it is hard to image that the

organizations or their cultures have remained anything close to intact. Getting

back to the questions posed earlier:

It seems clear that organizations exist less today for the well-being of rank-and

file employees than they once did. With the Dow shattering all records, it seems

clear that the shareholders have the upper hand in making critical corporate

decisions. They are partnered with CEO’s who received an average pay raise in

1995 of 23% (Washington Post, 3/5/96). Just look at who is prospering and who

is not.

The basic assumptions about working relationships have changed, in ways that

can not yet be well assessed. It appears, at least, that relationships tend to be

less "familial" and more competitive than in the past. What is the worth of what

have traditionally been termed commitment and loyalty? We just do not know?

What is the impact of the feeling that the organization is a community - even a

family - with relatively stable long-term working relationships? And how will that

play out in terms of cooperation given to others as opposed to "backstabbing" in

the intense competition for scarce resources.

The basic assumptions by employees and organizations about their employment

relationship have changed from long-term and stable, with organizations

expected to make accommodations to avoid laying people off to more short-term

and contingent. Researchers such as Bridges and Noer forecast a more happy

future for those who adapt to the changing times in the new scenario, but that is

a difficult forecast to test.

Organizations usually have some degree of flexibility about how they reduce

personnel expenses. Decisions to inflict pain upon employees as part of the

process may very well reflect an effort to "bust" the existing culture. Decisions to

minimize pain may reflect an effort to reinforce the existing culture. Table 1 sorts

several downsizing practices by whether they tend to reinforce (or leave alone)

existing culture or to intentionally destabilize the culture. For these purposes,

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methods which are less disruptive and/or give members more of a sense of

control are labeled as reinforcing and those practices which are particularly likely

to induce pain among members of the work force (particularly those who are

asked to leave) are labeled as destabilizing:

1.4 CONCLUSION

It is difficult to write with authority about the relationship of downsizing to

organizational culture, in part because these are both subject areas in need of

clarification and empirical research. It is intuitively evident, even definitional, that

a leader’s cultural mind set will have a great deal to do with whether and how

downsizing is implemented in an organization. It also seems, beyond question,

that downsizing acts as an organizational destabilizer and thus as a catalyst for

culture change. Whether resultant cultural change is beneficial to the

organization as a whole is open to speculation. Because downsizing is a

relatively recent phenomenon at the white-collar level, time will have to

differentiate between short-term effects and reactions and the longer-term

consequences. Perhaps less bloated bureaucracies will free people to get more

work done and to interact more positively. Perhaps a whole generation of

management thinkers overstated the value of loyalty and commitment that

accrues over a long and stable employment tenure. That, again, will be for time

to judge.

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2.0 SELECTING AN APPROPRIATE FUTURE STRATEGY FOR CANON

A typical planned, systemic and systematic organizational development process

often follows an overall action research approach.There are many variations of

the action research approach, including by combining its various phases and

splitting some into more phases.

There are no standard activities that always successfully address certain types of

issues in organizations. Many times, the success of a project lies not with having

selected the perfect choice of activities, but rather with how honest and

participative people were during the project, how much they learned and how

open they were to changing their plans for change.

In a noteworthy number of companies, Canon included, the decline in profits may

be the result of an underlying philosophy that stresses sales. Profit in these

companies is not an explicit goal but merely whatever remains after expenses.

Here is some suggestion on how Canon can improve on dealing with their

environment.

Project

Facilitation of third party comments for Canon Sustainability Report 2006

Need

Canon asked Sustainability to consult on and assist with arrangements for third-

party opinions to improve the objectivity of its Sustainability Report.

Work

Sustainability has worked with Canon for several years to help the company

develop its relationships with stakeholders and its approach to assurance in its

report. The process attempts to provide meaningful, credible external feedback,

and aspires to meet international standards of best practice.

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Approach

This year Canon has sought the opinions of two important stakeholder groups

(ASrIA and Wuppertal Institute) on how well they believe Canon's report has met

their expectations - for information, for high-level performance, and for

meaningful engagement. Stakeholders have been asked to assess the extent to

which the Canon report addresses their needs in terms of:

Materiality: Is the company reporting on the issues that really matter to its

stakeholders?

Completeness: Does the report demonstrate that the company has a

complete and accurate view of its performance?

Responsiveness: Has the company listened and responded actively to

stakeholders' concerns and interests?

This approach reflects the core principles outlined in the AA1000 Assurance

Standard.

Results and Impact

The purpose of the statements is to give the reader some information that will

help put expectations of Canon in perspective and to help readers to draw their

own conclusions on how well Canon has met them through their report. Canon's

response - how it has received stakeholders' comments, and how it intends to

respond to them in the future - follows the stakeholder statements. This is

intended to give readers a better sense for what they can expect to see from

Canon in the future.

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3.1 ROLES AND RESPONSIBILITY [CANON v KODAK]

In the pre-digital age of photography, no brand was more synonymous with

imaging than Eastman Kodak, with its trademark yellow boxes of film. It’s in a

heated battle with Japanese-owned Canon for market dominance — and by

many measures, Canon is ahead. the photo industry converges in Orlando for

the annual Photo Marketing Association International (PMAI) trade show. There,

Canon, Kodak and rivals that include Nikon and Sony will woo retailers to buy

and promote more of their new camera lines.

It has the No. 1 market share in digital camera sales, according to researchers

NPD Group, InfoTrends and Current Analysis. On the best-seller charts, Canon

models comprise seven of the top 10 at online retailer Amazon, six out of 10 at

Imaging-Resource.com and four of the top five at Shopping.com.

Kodak, meanwhile, lost $1.4 billion in 2005 and is going through a multiyear

restructuring as it transitions to sales of digital cameras and equipment and away

from a reliance on film, its former cash cow.

Kodak's entry-level digital cameras are wildly popular with consumers, especially

at mass-market stores such as Wal-Mart. IDC says Kodak shipped more

cameras to dealers last year than any other manufacturer — 7 million, compared

with 5 million by Canon. Sony was third with 4.7 million.

Canon this week introduced eight compact cameras for spring delivery that

appeal to its typical midrange buyer and take direct aim at Kodak. Canon's $179

A430 is the company's lowest price for a model with a zoom.

Canon Philosophy

The corporate philosophy of Canon is kyosei. A concise definition of this word

would be “Living and working together for the common good,” but our definition is

broader: “All people, regardless of race, religion or culture, harmoniously living

and working together into the future.” Unfortunately, the presence of imbalances

in our world in such areas as trade, income levels and the environment hinders

the achievement of kyosei. (www.canon.com)

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http://www.canon.com/


Kodak Philosophy

Kodak's philosophy of providing the ultimate digital imaging experience leads to

this new offering. (www.kodak.com)

Value

Many businesses have used the value system to provide the motivation to make

them global market leaders. They have created an obsession about winning that

is communicated at all levels of the business that has enabled them to take

market share from competitors that appeared to be unassailable.

Canon Value

True global companies must foster good relations, not only with their customers

and the communities in which they operate, but also with nations and the

environment. They must also bear the responsibility for the impact of their

activities on society.

Kodak Value

All of us at Kodak work from a set of core values, and we're proud to say that our

resulting personal conduct allows for an environment that is free from

inappropriate pressures and diversions. (http://kodak.com/US/en/corp/career)

We show respect for the dignity of the individual. And in the process, we

value and champion our human differences. This helps us maintain the diversity

of our workforce.

We uphold uncompromising integrity. We demonstrate honest, ethical

behavior in all transactions, placing the success of our business and its people

ahead of any personal gain.

We give and receive unquestionable trust. We work in an environment in

which we can trust one another and share information freely, thereby doing our

jobs to the very best of our abilities.

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http://kodak.com/US/en/corp/career

http://www.kodak.com/


We prove and maintain constant credibility. By consistently delivering on our

commitments (and even admitting to the occasional mistake), we earn the

credibility of those around us.

We support continual improvement and personal renewal. Varied

opportunities for individual learning and growth allow us to achieve the world-

class expectations of our publics.

We recognize and celebrate achievement. We welcome opportunities to

openly celebrate individual and team achievements, and congratulate those

contributing to Kodak's success.

Many companies use a vision statement as a companion proclamation to their

mission statements. A vision statement usually addresses one or more of the

following three questions: where an organization wants to go; what an

organization wants to become; or what an organization wants to accomplish. It

differs from a mission statement in that a mission statement focuses on what an

organization does, what business it is in, and what product or service it offers

Canon Vision

Canon announced the Excellent Global Plan, which sets out vision of continuing

to contribute to society through technological innovation, in accordance with

Canon’s kyosei philosophy, while aiming to be a corporation worthy of admiration

and respect worldwide.

Canon vision has been dividing into three phase. The first and the second phase

have been achieved with flying colors. At the first and second phase, Canon has

focus to strong their financial and for the new three phases, they want to produce

more products that can make their product more popular and can make the

customers and buyers successful with them.

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Kodak Vision

The Global Diversity Vision is an inclusive environment in which we leverage

diversity to achieve company business objectives and maximize the potential of

individuals and the organization.

Mission Statement

A mission statement emphasizes the here and now, whereas a vision statement

points to the future. The primary benefit of a vision statement is that it can focus

an entire organization on a common goal, a worthwhile achievement, and the

means of measuring when the objective has been reached.

Canon Mission

Canon aims to realize sound growth by assisting the development of regional

economies in step with the advance of globalization, and establishing a new

world of digital imaging born from advanced connectivity between rich ranges of

imaging devices. Further, in keeping with our kyosei philosophy, we will continue

to focus on environmental conservation, social contribution activities, corporate

governance, and compliance

Kodak Mission

The Mission of the Global Diversity & Community Affairs Office is to integrate

diversity and inclusion in all aspects of the business in order to:

Fully engage the energies of Kodak's employees and a diverse supplier

base

Meet competitive challenges in the marketplace

Maximize shareholder value

Canon plan to grow more rapidly than their competitors by providing customers

with the solutions they need to capture, store, process, output and communicate

images anywhere, anytime. We will derive our competitive advantage by

delivering differentiated, cost-effective solutions including consumables,

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hardware, software, systems and services quickly and with flawless quality. All

this is thanks to our diverse team of energetic, results-oriented employees with

the world-class talent and skills necessary to sustain Kodak as the world leader

in imaging. (www.kodak.com)

4.0 STRATEGY BACKGROUND

Many customers are now buying their third or fourth digital camera. This is good

news to the camera makers but it is unsettling news for the prospective first-time

customer.

At the top end of the market, where the single lens reflex cameras are found,

model life is reassuringly long. The Nikon D100, for instance, was in production

for four years before it was replaced with the D200. The Canon 30D SLR differs

only slightly from the 20D and the 20D is not very different from the 10D.

Compact cameras have quickly acquired higher resolution sensors and such

useful technology as image stabilizations. Zoom lenses have gone wider and

longer and automatic exposure, focusing and image processing have all

improved so that today’s cameras are superior to those of three years ago. It is

hard to resist the siren call of the latest model.

Canon have made the unilateral decision that the megapixel wars are over.

Canon’s new Ixus 800is is a 6mp camera, which has surprised observers, but the

company reckons that 6 million clean pixels with image stabilised lens and

exemplary in-camera processing is what people really need. Will consumers buy

this reasoning when a 6mp Canon costs $100 more than an 8mp Sony? After all,

bigger is better, right?

Compact camera technology is now mature. With many brands taking their

sensors from the same source company it is hard to get a resolution advantage.

Gimmicks, such as wireless connectivity and touch screens, will only seduce a

few gadget freaks and the big battle now is over price and retail margins. Makers

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http://www.kodak.com/


are skimping on materials and features -- more plastic, less metal and no optical

viewfinder -- and moving manufacturing to China to shave a dollar off the price.

Some of these years’ cameras are inferior in quality to the models they replace

but they have more pixels and cost less.

There have been over the years many video phones and cameras that include

communications technologies. None of them had focused on the integration to

the wireless Internet, allowing sharing media instantly with anyone anywhere.

Such experiments include for example in 1995 a device that was known as the

Apple Videophone/PDA. There were several digital cameras with cellular phone

transmission capability shown by companies such as Kodak, Olympus in the

early 90s.

Camera phones have had a broad social impact over the past decade. In a

recent radio interview, Philippe Kahn discusses the social impact of the camera

phone.

While camera phones have been found useful by tourists and for other common

civilian purposes, as they are cheap, convenient, and portable; they have also

posed controversy, as they enable surreptitious photography. A user may

pretend to be simply talking on the phone or browsing the internet, drawing no

suspicion.

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As a network-connected device, megapixel camera phones are playing

significant roles in crime prevention, journalism and business applications as well

as individual uses. They are also prone to abuse such as voyeurism, invasion of

privacy, and copyright infringement. Because they can be used to share media

almost immediately, they are a potent personal content creation tool. On January

17th, 2007, New York City Mayor Michael Bloomberg announced a plan to

encourage people to use their camera-phones to capture crimes happening in

progress or dangerous situations and send them to emergency responders.

Through the program, people will be able to send their images or video directly to

911.

Enforcing bans on camera phones has proven nearly impossible. They are small

and numerous and their use is easy to hide or disguise, making it hard for law

enforcement and security personnel to detect or stop use..

From time to time, organizations and places have restricted the use of camera

phones because of the privacy, security, and copyright issues they pose. Such

places include the Pentagon, federal and state courts, schools, museums,

theaters, and local fitness clubs. One country, Saudi Arabia, in April 2004,

banned the sale of camera phones nationwide for a time before real lowing their

sale in December 2004 although pilgrims on the Hajj were allowed to bring in

camera phones. In South Korea and Japan, all camera phones sold in the

country must make a clearly audible sound whenever a picture is taken. In

Singapore camera phones are banned at companies or facilities that have an

association with national security. In Europe, some BDSM conventions and play

parties ban cellphones altogether to prevent camera phone abuse. However,

camera phones are everywhere today with projected sales for 2008 of over 1

billion units worldwide.

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STRATEGIES PURPOSES ACTIVITIESSUPPORT[HUMAN

CAPITAL]DURATION

TIME FRAME

CORPORATE OBJECTIVES

Create new product marketEnter a Camera Phone Market with in the strong brand power. Implement almost the same technology as a basic digital camera

Positioning itself in the top seller industryAchieve the buyer demand on Camera Phone in top 5 market leader

Research & DevelopmentFocus and implementation of by now technology on camera phone

Weight on lengthen technologyLeverage and extend the company’s technology platform by enhancing the functionality of the Canon’s new Camera Phone

Structure of new project team to diagram and direct the formation of paperwork proposing the new strategic development.

Prior arrangement of external market investigate team (outsource) to revise the customer buying behavior in Camera Phone products industry.

Formation of paperwork. Findings are generated based on the previous research study that matches the strategies objectives.

Upon endorsement, a strategic expansion tem is formed. This committee is responsible in carrying out the strategies and plans into actions.

Project team on research and development is pursuing in applying the same technology in digital camera at new product line

Identify the technology that never been use in Camera Phone industry

Logistics with venue owner such as, size of space used, utility support needed, setup (table, chairs, air-conditioning system, parking, signage, PA system, multimedia LCD projector, and lightings), coordination, cleanup and security.

Select subcommittees for setup and clear out, food and drink, incitement, precautions. Systematize unpaid assistants for the event.

A press conferences should be before 6 month of the launching

R&D are taken at least 2 years before the launching of the new product

Operation duty must be on time that is same to R&D 2 years, where by Canon should already have all the necessary place to run

Product Launching Jun 2009

PromoJan-Jun 09

R&D2007-2009

LaunchingStart31 June 09

Finish3 July 09

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MARKETING OBJECTIVES

Top 10 in the Camera Phone industry for the first appearanceMarket segmented on any range of buyers.

Customer acquisitionGains customers loyalty

Pull campaignSelect one ambassador for launching first product.

Searching for the best part to launch the first model.Allocate the product based in Japan as the first appearance.

Planned for Action

Estimating Project Planning and timeline.

Management of a team of creative and technical developers.

Search for any smart partnership on implement more stylish gadget. Such as Nike in the sport industry, whereby nowadays peoples are more attractive in sport fashion.

Set a benchmark as a target to be achieving on the first model.

Set the event date.

Create financial plan or financial proposal.

Aim groups that have unique chance in the event.

Find the perfect venue to showcase the

Hire a part time modeling and workers for it. Each person are paid by hour X points (1 point = ¥3000)

Spot who will be present on behalf of Canon.

Appear with resolution on who will officially the launching event.

Hold a postmortem meeting a day by the event. Dispense agenda of occasion to each project member.

Promo tours are taken 2 month before the big event.

Launching ceremony are held on the palce that already decided, 3 dayAre consume for it

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launch of Canon’s first camera Phone.

Prepare slideshows/graphic presentation on the new Canon’s e-commerce website.

Prepare copy for program tentative and printed program booklets.

Formulate publicity plan. Decide when and how media should be contacted. Alert the media with photo and interview opportunities.

At this point, the strategies should have been achieved. (The financial objectives should have been accomplished by the end of year three and later.)

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REFERENCES

1. http://www.nova.edu/ssss/QR/QR11-1/noronha.pdf

2. http://www.pamij.com/hickok.html

3. http://www.mercerdelta.com/organizational_consulting/

change_culture_study.html

4. http://www.sustainability.com/sa-services/casestudy.asp?id=352

5. http://zdnetindia.com/news/personaltech/stories/167040.html

6. http://kodak.com/US/en/corp/careers/why/valuesmission.jhtml

7. http://www.kodak.com/global/en/corp/diversity/cpqvisionMission.jhtml

8. http://www.futureimage.com

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http://www.futureimage.com/

http://www.kodak.com/global/en/corp/diversity/cpqvisionMission.jhtml

http://kodak.com/US/en/corp/careers/why/valuesmission.jhtml

http://zdnetindia.com/news/personaltech/stories/167040.html

http://www.sustainability.com/sa-services/casestudy.asp?id=352

http://www.mercerdelta.com/organizational_consulting/change_culture_study.html

http://www.mercerdelta.com/organizational_consulting/change_culture_study.html

http://www.pamij.com/hickok.html

http://www.nova.edu/ssss/QR/QR11-1/noronha.pdf

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POTENTIAL ALTERNATIVE STRATEGIES - Canon Inc