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The Business Revolution - #HIMC NYC 1/12
- 2. Terrible time to IM with your assistant, great time
to though.
© 2011 co:collective llc
(psst - #HIMC)
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- 9. The definition of “business model”
A business model describes the rationale of how an
organization creates, delivers, and captures value.
© 2011 co:collective llc
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- 15. At it’s peak.
• pioneer in technology in the late 1800’s
• built a digital camera by 1975
• accounted for 90% of film sales in US in 1976
• regularly rated one of the 5 most valuable brands
• revenue of $16B in 1996
• 145,000 employees
© 2011 co:collective llc
15
- 17. Today.
• will be bankrupt unless it sells off 1000 patents
• restructuring into multiple business units
• nine quarterly losses in three years
• revenue of $6.2B
• share price has fallen 90% in one year
• ~1,450 employees
© 2011 co:collective llc
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- 21. Today.
• operating in several successful (new) markets
• consistent YoY gains
• 40% share of photofinishing market
• 78,862 employees
• generally not fucked
© 2011 co:collective llc
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- 23. The similarities
• both companies
• both made film at one point
• both had their business rendered obsolete
(I’d argue it stops there)
© 2011 co:collective llc
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- 24. Kodak
A culture of complacency:
• took too long to make acquisitions
• management held onto film business
• perfectionist mindset in new business channels
© 2011 co:collective llc
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- 26. Fuji
An early three-pronged strategy:
• squeeze as much money out of the film business
as possible
• prepare for the switch to digital
• develop new business lines.
© 2011 co:collective llc
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- 27. Don’t be lazy.
Don’t be irresponsible.
Shigetaka Komori
CEO - Fujifilm
© 2011 co:collective llc
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- 28. Kodak acted like a
stereotypical change-
resistant Japanese firm,
while Fujifilm acted like a
flexible American one.
© 2011 co:collective llc
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- 30. What worked in 1912 won’t
work in 2012. unless your
industry is crochet.
And then it’s probably automated, so there.
© 2011 co:collective llc
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- 32. Because
change is
hard, costs
money and
is risky.
© 2011 co:collective llc
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- 33. But I can assure you of 3 things.
Death, taxes and the CMO will
be gone in 18 months.
© 2011 co:collective llc
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- 34. Innovate early, often and
aggressively.
Know your company CAN
change.
Predict market changes
and act accordingly.
Find a tolerance point
between awesome and
profitable
© 2011 co:collective llc
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- 36. 1934 - 2003 1989 - Present
© 2011 co:collective llc
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- 37. MCA built an empire
based on music as a
commodity.
It worked for years.
© 2011 co:collective llc
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- 39. Matador on the other
hand focused on
curating a culture, and
adding value to a scene
and community.
It’s still working.
© 2011 co:collective llc
39
- 40. Old media will adapt to find new
models of consumption
© 2011 co:collective llc
40
- 41. “The key discovery
is that we’re not
just driving digital
growth, we’re
driving analog
growth.”
- Lisa Hsia, VP New Media Bravo
© 2011 co:collective llc
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- 43. There is no silver
bullet for longevity.
(don’t sleep!)
© 2011 co:collective llc
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- 46. Every giant will fall
and every innovator
will make a mistake.
© 2011 co:collective llc
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- 47. But try to stay positive.
© 2011 co:collective llc
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- 48. The goal is to learn to
change rapidly to
recover and thrive.
© 2011 co:collective llc
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- 49. Thanks!
Get at me, @darrellwhitelaw or darrell@darrellwhitelaw.com if you’re legacy.
© 2011 co:collective llc
© 2011 co: collective llc
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