Movie on Social Network Essay Example | Topics and Well Written Essays - 750 words

Movie on Social Network - Essay Example Facebook is one of the most leading social networking websites. According to a survey it has more than 800 million active members. But the Facebook did not come from thin air like that. In fact the idea evolved from Facemash, the predecessor to Facebook. On October 2003, Mark Zuckerberg while attending Harvard as an undergraduate made this site in which pictures of girls from the nine houses, placing two next to each other were compared as hot or not. However, authorities took notice and Mark was charged for violating rules and breaching security. But this incident gave Mark his first recognition. Though initially promising his expert programming skills in making a social network HarvadConnections.com to his seniors, Mark changed his mind. And with the help of his friends especially Eduardo Saverin , who was the co founder and did the initial investment, launched â€Å"The FACEBOOK†. During the course time Mark met the entrepreneur Sean Parker, who advised him on various matters. And in summer 2004, base of operations was shifted to California Investors like Peter Theil from PayPal invested in and THE FACEBOOK became FACEBOOK. By that time it had over 300,000 members, 160 schools including 5 in Europe. Various features like relationship status, nonstop server, tagging pictures and the â€Å"wall† were introduced. At this time shares were allotted, Mark 51%, Eduardo 34.4%, and Sean7 % and so on. Later Eduardo 34.4%, were diluted to0 .03% and was thrown out of the company as more companies were coming in, and Sean became the President of the company (Fincher, 2010). Celebrating their millionth member party Sean was caught by the cops on using drugs. At that point, the seniors from Harvard had filed a case in the federal court against the facebook, and claimed that it was initially their idea. Eventually, they received settlement money and signed a non

Political Science Questions and Answers Assignment

Political Science Questions and Answers - Assignment Example Using the concepts of competition and socialization to anchor your analysis, explain what Waltz means when he writes that a structure â€Å"may designate a compensating device that works to produce a uniformity of outcomes despite the variety of inputs.† The implication by Waltz is that structure within the global system always focuses on maintaining their outcomes within constricted margins no matter the inputs to them. This is possible due to socialization factors and competition. Socialization results from differences in societies that arise from informal and impulsive techniques applied in the definition of conduct norms. Consequently, the resulting norms control the group members and this discharges diversity and heartens homogeneity. Conversely, competition defines organization where the outcomes facilitate the selection of behavior, where the least successful conducts leave the global system and the triumphant institutes set the pace imitated by others. Q.3. what are th e core assumptions of realism, according to Gilpin? How and WHY do Mearshimer’s assumptions differ? Guzzini reveals Gilpin’s five assumptions: the global system is stable provided no nations attempt changing it; states challenge the system where the benefits arising outdo the expenses incurred; nations seek to system change through economic, politica, and territorial growth up to the point of equilibrium or excess on marginal costs of continued change compared to marginal benefits; the attainment of equilibrium between benefits and costs resulting from additional change and growth causes faster increment in econiomic cost to sustain the status compared to the financial ability to support th status; and failure to resolve unequity causes system changes settles for a novel equity reflection .While Gilpin’s assumptions focus on the system systematic, and interaction changes within the global system, Mearshimer’s assumptions focus on factors contributing to the endless competition for security amongst nations. Additionally, Mearsheimer argues that given that power ful states operate anarchic environment, they feat and distrust each other leaving each to worry about the objectives of the other on security. Q4. Compare how Lebow and Waltz explain the nature of order and its relevance to the behavior of states on the world stage

Sri Lankan fashion designers

Sri Lankan fashion designers 2.1 Sri Lankan amateur fashion designers don’t have a proper platform to showcase their talents. Though many Sri Lankan designers have got lot of talent in this industry, only a very few people are recognized by the society as professional fashion designers. This is mainly due to the unavailability of a platform for amateur fashion designers to showcase their talents. Most of the amateur fashion designers are still trying to thrive in this rapidly changing market while facing many problems. 2.2 Sri Lankan amateur fashion designers don’t have a proper platform that gives the authority to sell their designs. So far most of the amateur fashion designers have collections of their own designs that they’re unable to launch. This is mainly due to the unavailability of a proper platform. Furthermore, the other problem that they face is they don’t get a proper value to their designs even if they somehow manage to launch their designs to the public. This problem can be solved if there was a platform where they can exhibit their designs and sell those. 2.3 Amateur fashion designers in Sri Lanka have less awareness about the industry. Most of the amateur fashion designers in Sri Lanka don’t receive a proper education about the industry. Although they have the talent, creativity and innovativeness their designing is not up to standards because the knowledge they have about the industry is poor. A proper platform, which would allow them to read and self-study about the trends and the industry, will help them develop their creativity. It will help them to create their own standards and as a whole it will aid in flourishing Sri Lankan fashion industry, 2.4 Amateur fashion designers may not have enough resources or a capital to manufacture their designs (Financial problems) Even thou these fashion designers got new innovative designs they don’t have a proper way to manufacture these designs due to financial problems or they couldn’t find a manufacturer to manufacture. But if they have a platform where they can contact with entrepreneurs and manufactures, they can manufacture there designs and will have a chance to sell them to the public. 2.5 Amateur fashion designers in Sri Lanka are having lack of knowledge about fashion designing. Most of the amateur fashion designers don’t have good background knowledge about fashion designing techniques. They are good at drowning but it’s not quite enough for a standard fashion design. This is a huge impact to the fashion industry because the designs which these amateurs come up with are not up to the standard. 2.6 Low knowledge transfer between Professional fashion designers and amateur fashion designers. Undoubtedly, there are talented professional designers in Sri Lanka with years of experience. Lack of a proper platform causes them to hold their knowledge to themselves without sharing. Such platform will help in developing the fashion designers knowledge on fashion and designing and will also help to give an idea to the society about fashion. 2.7 There is no proper platform that people who like fashion designing can share their ideas or information with others. ( International opportunities are not communicated properly ) It is seen now that the more and more Sri Lankan fashion is connecting with the international events that happen. The British council and the AOD (Academy of Design) in Sri Lanka are in the mission of taking the Sri Lankan fashion industry to a global scale.(Mendis, 2011) But the opportunity is limited to a certain number of people who will get to know about the news, certainly the students at AOD. The events that are targeted in global scale needs to be communicated to the whole country and there is no common place to share the news about such events. Thus, the international opportunities are missed by lot of talented people. When it comes to sponsors or the people who are interested in fashion, mostly they are not updated about the latest trends. Therefore they have less idea on what type of designs they should invest on. This is mainly due to the lack of knowledge and knowledge transfers. Being the single largest industry in the country, Theapparel industryof Sri Lanka employs about 15% of the countrys workforce, accounting for about half of the countrys total exports, and Sri Lanka is among the topapparel-producing countries in the world relative to its population Sri Lanka Design Festival 2009 – A huge boost for countrys apparel industry.Daily Mirror. 19 November 2009. No value to the designs ‘The fashion design industry in Sri Lanka was almost non-existent about three years ago whereas today the local stores are earning around US Dollar 10 million annually. The local retailers of the local fashion labels have the potential to reach US Dollar 500 million in the next few years’ [1]. Fashion has taken on a new element in the local market with a number of Sri Lankan designers aspiring to become big names in the business of fashion with potential of turnovers topping US$500 million. The local retailers of the local fashion labels have the potential to touch US$500 million in the next two years, Ajai V. Singh, founder of the Colombo Fashion Week, told the Business Times. Drucker (2000) cited in [4] proclaims entrepreneurship as comprising of five parameters: creating new markets, delivering value to customer, providing something new, changing customer value, and process innovation. In the same vein, entrepreneur has been identified as ‘an individual responsible for the process of creating new value’ (an innovation and/or a new organisation) [5]. Designs can be made in one day but giving them a proper value is not as easy as such, getting a proper value to a design is one of the most important thing that needs but yet amateur fashion designers fails at this. Being the newbie to the market amateur fashion designers have to compare their designs with the professional designers, cause of this the value of the design is decreases. Because of this the market value of the product all so decreases. When these designs came into actual products the value of the product get decrease case of having no proper value to the design. Couldn’t manufacturer and sell them http://smallbusiness.chron.com/sell-fashion-idea-13207.html http://www.inc.com/guides/2010/06/break-into-fashion-industry.html Due to the cyclical nature of the industry, typically when assistance is needed, out-sourcing operations (e.g. pattern making or machining) is the preferred option with most designers having dedicated contractors who work for them during particular phases in the production cycle [8]. No market for products http://www.entrepreneur.com/article/219578 Fashion is a blooming market in Sri Lanka, everyone tries to get in to this market with some sort of a product. Most of them are not willing to stay long, they just need to sell whatever they got and quit. Because of this the market is huge. Everyone sells their products at a cheap rate without even considering the actual market price of their products. Because of this the market is scrambled and when it comes to an amateur fashion designer who plans to stay here for a long and to get a proper brand name to their products comes up with an huge problem, cause the market doesn’t needs a proper brand or a proper value to their products cause of these short time market sellers. Hard to find manufacturers cause these people are not the big order manufacturers http://searchingforstyle.com/2012/10/fashion-101-how-to-find-a-manufacturer/ Believe it or not finding a good manufacturer is probably the second biggest challenge whenstartinga fashion company, second only to successfully wholesaling your product. I know of many, many production nightmares, and now I am adamant that a good, reliable manufacturer is essential to start a fashion company. Basically, you can’t really start selling, or even promoting your company without solid manufacturing, unless you plan on making the production runs yourself. There are two main reasons for this. Firstly, thesamplesyou show to buyers must be close to identical to the ones you will be delivering when they place an order. If you are making delicate bias-cut chiffon dresses, you need to make sure that you can find a factory who will be able to make them as nicely as you can make them in your studio. Secondly, you cannot cost a garmentwithoutknowing how much it will cost in production. I have tried to do this before (with another company), it was a disaster. You usually can’t guess how much it will cost in production, and you must have accurate production prices to properly calculate your wholesale or retail prices. Advisers is vital but not here Reference [19] defines creativity as ‘divergent thinking to conceive new ideas’. Creativity is frequently a defining feature of entrepreneurs. Entrepreneurship research has produced increasing evidence that personal and professional networks are crucial in both founding and nurturing new ventures. Hence entrepreneurs who can rely on broad and diverse networks tend to be more successful [4], [6], [21]. networks and relationships as core to the concept of social capital [14]. The dominant assumption of the strategy-oriented literature is that success is primarily dependent upon the entrepreneur’s ability to develop and execute effective strategies [22]. On the one hand, fashion design is typically portrayed as ‘tied to the individual and his or her creativity’. On the other hand, ‘circumstances that allow design to occur within a commercial context are predominantly social’ [8]. With the industry now blooming in the wake of a number of students passing out as designers with capabilities of competing even on a global scale, a new industry has awoken. The fashion design industry in Sri Lanka was almost non-existent about three years ago whereas today these stores are earning around US$10 million annually. Knowledge transfer is one of the vital aspects of perfecting an industry. Even to develop fashion industry they need to share their knowledge between each other. Not everyone has a degree on fashion designing. Few of them have degrees related to fashion designing while many others design their designs for the instints of them or for fun and because of their designing talent. And also there are only few institutes which offer fashion designing degrees and not everyone is wealthy enough to have such a degree. No platform where everything in one place. Share the knowledge they gathered with each other

Whats behind the trend? :: essays research papers

WHAT'S BEHIND THE ESCALATING TREND? AS we head into the new millennium, marrying mitt dating across cultural lines seem to be increasing at record rates. Almost anywhere you go these days, you will encounter mixed-race couples: at the grocery store, the mall, the theater, at a company function, at: a concert, even at church. And while for years the Black man-White woman couple was more prevalent, today many social observers say that the pairing of Black women and White men is just as common. That certainly seems to be the case in cities such as St. Paul-Minneapolis, where interracial couples long have thrived. But the social trend also is quite evident in other large cities such as Chicago and New York, Atlanta and Detroit, where there is a noticeable and striking increase in the number of mixed-race couples, especially Black women with White mates. In movies, on television and even on Broadway, the theme of interracial love has become en vogue. Wesley Snipes has starred in a number of movies in which his love interest was not Black: jungle Fever, One Night Stand and U.S. Marshal. The popular sitcom Ally McBeal has the lead character bemoaning a lost love, a Black doctor. Last year, Whitney Houston's production of Cinderella starred Brandy in the title role but the prince was not Black. And a new Broadway musical, Marie Christine, revolves around a relationship in the 1800s between a Black woman (Audra McDonald) and a White sea captain. "Interracial couples are more noticeable and prominent than ever," says a Midwest-based author who has observed the changes in social trends for some 40 years. "But the recent numbers of Black women being escorted by White men is, well, startling, to say the least." According to the U.S. Census Bureau, in 1997 there were 311,000 interracial (Black-White) married couples, more than six times as many as in 1960. Of those, 201,000 were comprised of a Black husband and White wife, while there were 110,000 couples in which the husband was White and the wife Black. Some estimate that today 10 percent of married Black men have mates of another race. Some social observers say that the increase in cross-cultural relationships is tied directly to the breakdown of school and residential segregation and the 1967 overthrow of the last laws. That year the U.S. Supreme Court unconstitutional laws barring racial intermarriage in states. A mixed couple in Virginia had challenged the state's 1924 antimiscegenation statute in response to their being forced by local law officials to live apart, to jail or leave the state.

Comments on “Cold Cuts” from Truman Capote’s novel ‘In Cold Blood’ Essay

Before commenting on the quotations from the novel I have to clarify that ‘In Cold Blood’ is a fiction based on a true story. This means that the book has several documentary elements and others are fictionals. Capote had to use tools of writing a report, and of traditional fiction as well. As a result, sometimes it is diifficult to separate the realistic parts from the nonrealistic ones, even because of knowing the writer’s long investigation about the murder and its background. Telling the custom of hunters might be a true story but the other half of the quotation is fiction, I guess. By the time of writing the novel Mr. Clutter has been dead, so Capote couldn’t quote from him. But there is a need for the sentence given into his mouth, because by this (â€Å"I’m not as poor as I look†) the readre sees his figure as a very kind, nice, generous person. So, after the murder we feel sorry for him, and it’s easier to understand why the villagers were so shocked because of his death. I’m not sure whether this part is ture or only created by Capote but I think it’s main role is to show Dick’s strangeness and insensitiveness. To kill an innocent dog for no reason (I don’t think that there would every be any reason to kill someone†¦ ) is a metaphor of the also innocent Clutter family. I think that this story might be real because after reading the book the readre feels fear from Dick, he is so evil. But on the other hand the writer forms our opinion about the characters in his novel, as wee see them the way Capote describes them. This quotation is so formal, so distanced, that it sounds a report from the news. I think that this is real and the writer’s aim was to make the novel much realistic. This part is real again because it only gives facts about the murderers. With the help of this we read the novel as a true story. It’s well-known from rhetorics that facts are unquestionable, so they are true. This quotations is a good example of mixing realistic and fictional elements, I think. The garden might have been â€Å"white with sea-fog†, but Mrs. Johnson can only recall what did she really think when she closed the door. I think the writer here used the literary tool of projecting a character’s inner feelings onto the environment, or nature. That might also be ture in the case of the second sentence about the murderers who look like in this picture as two escaping animals. Mentioning Perry’s shorter leg is again used to show that the writer felt sorry for him. In this case the type of the car can be true and even the act of stealing but on the other hand it’s not mentioned in this sentence, only the reader knows the next steps. In my opinion only the writer found out the contex of stealing the Chevrolet (so lighting the cigarette) and mentioning only this but not the act itself. In this description it’s more interesting. Showing Perry’s thoughts before being captured is again a mixture of reality and fiction. As Capote met him on the interviews and in the jail, not during the big travel, he could only collect recalled information which is usually a bit different from reality. I’m not sure whether Perry had really thought that, so I think that the writer here projected on Perry what the villagers or the detectives thought, or wanted to believe in. The perspective is retrospective in this sentence whereas the writer puts them in a present situation. This confession-like sentence from Perry might be true bt on the other hand I think again that the write used this to create Perry’s figure likeable, but on the other hand not saying that he is innocent. I think this uotation might be partly true but I’m not sure that this is what Perry exactly said.

Kodak Essay

Foreword During 2011, Kodak was under intense pressure to survive in the digital imaging business. As professor Burley describes, ‘Kodak was caught in a perfect storm of not only technological, but also social and economic change’ (Neate, 2012). As of Thursday 19 January 2012, Kodak filed for bankruptcy protection (Neate, 2012) and has until 2013 to reshape its business and exit out of the bankruptcy plan (Business Spectator, 2012). Introduction Eastman Kodak (Kodak) was once a leader (Finnerty, 2000) and legendary brand in the photographic film industry (Associated Press, 2011b). It used the catchy slogan â€Å"You press the button, we do the rest† (Kodak, 2011) to successfully market its digital camera products. It employed as many as 145,300 people and sales as high as $16 billion when it monopolized the US photography industry and became number one in the industry in 1988 (Dobbin, 2011). Recently, Kodak lost 90 percent of its market value (Weiss, 2011) and is facing the threat of extinction (Associated Press, 2011b). In this case study, we propose and defend a recommended strategic direction for the company to implement in the next three to five years based on a balanced assessment of the company’s options. We first conduct a detailed analysis of Kodak’s internal and external environments to understand the opportunities and threats facing the company. Analysis Kodak has tried to transform itself from an aged old film technology business into a fast and digital cultured business but has failed as a result of decline in sales in the United States (Deutsch, 2004). It is still trying to play catch-up with rivals (Associated Press, 2011b) such as Canon, Sony and HP for the past 15 years. Its current products and services span across digital cameras, inkjet printers, sensors, retail kiosks, workflow and business process services and software through to consumer, professional photographic film, paper processing chemicals and industrial materials such  as films for printed circuit boards (Kodak, 2010). Through the help of drug and discounts stores, Kodak was able to add self-service kiosks to encourage people to print their own digital photos (Deutsch, 2004). Kodak formed strategic joint ventures with companies like Sanofi, AOL online (Grant, 2005), and most recently in 2007 Cinelabs (Beijing) Ltd (Kodak, 2007). It has tried to acquire several s maller successful companies such as Ofoto and Practice works to fill in the missing pieces of technology and markets that it did not have capabilities in (Deutsch, 2004). Strengths Kodak has several strengths to distinguish itself from rivals. Kodak has superior brand recognition (Aaker, 1992; Deutsch, 2004; Grant, 2005) as compared to rival brands such as Agfa based on US consumer reports (Simonson et al., 1994). Its brand was supported by its massive worldwide distribution presence through retail photography stores, film processors and professional photographers which provided Kodak with the competitive advantage (Grant, 2005). Kodak leads in the higher-end photo quality camera segment (Smith, 1999) where it launched its major innovations in imaging (Grant, 2005). Traditionally, Kodak has strengths in photofinishing services and consumables such as paper, ink and chemical technology (Grant, 2005). This is derived from a rich portfolio of 11,000 patents (Associated Press, 2011b) derived from a strong R&D investment during the early 1980s (Grant, 2005). Kodak was financially secure with cash flows flowing from its existing photography business during the early 1990s (Grant, 2005). Weaknesses On the other hand, Kodak has weaknesses. Kodak avoided taking risks, they were not innovative enough and relied on existing procedures and policies to maintain standards (Gavetti et al., 2005). They were slow to bring new products to market (Grant, 2005). Its retail network of stores was a depreciating asset due to the increase use of home computers, email and print technologies (Grant, 2005). Kodak focused too heavily on the extremely competitive entry-level market and failed to develop innovative products fast enough (Grant, 2005). Its product development and sales departments were fragmented and scattered over many divisions (Gavetti et al., 2005). Subsequently, Kodak’s middle managers were resistant to change and did not understand the digital world (Gavetti et al., 2005; Lucus & Goh, 2009).  Kodak managers ignored analysis work based on information gained from Kodak’s eroding market share (Gavetti et al., 2005). Kodak managers lacked vision and strategy (Gavetti et al., 2005). Opportunities A few opportunities exist for Kodak. It can build consumer trust in digital that Kodak already has in film (Smith, 1999). Kodak could focus on its core business and develop new technologies (Gavetti et al., 2005) and new products (Deutsch, 2004). Threats However, Kodak will suffer long term threats to its core franchise in the film business if it does not extend its brand name to digital (Smith, 1999). IBISWorld forecasts the demand for physical photographs would fall due to improvements in digital technology (IBISWorld, 2011). Kodak has been in battles with other competitors such as Sony over patent infringements (Deutsch, 2004; Associated Press, 2011a). It has been struggling with a price war between strong competitors such as Fuji Photo Film (Smith, 1999) in the photographic film industry. Industry analysis – Porter’s five forces Threat of Entry An analysis of the industry using Porter’s five forces shows that threat of new entry is moderate. Significant investment in capital would be required to enter a new industry (Select Knowledge, 2001) such as the digital imaging and photography industry. Printing equipment such as hardware, software, photographic paper and chemicals is estimated to be 45.7% of purchases versus wages at 26.8% of revenue (IBISWorld, 2011). New entrants would lack experience and knowledge in key areas of digital imaging and photography such as technical and business knowledge (Greenwood, 2008). Buyer power The buying power of consumers is high especially for consumer electronics (Skoloda, 2009). Buyers are given a range of differentiated digital camera products from a number of companies (IBISWorld, 2010). They expect better offerings and customization of goods and services (Fraser, 2007). Supplier power Supplier power is low. A lot of the suppliers are located around the world  both locally and internationally. Kodak has several supplier contracts spanning one to three years (Kodak, 2010). However, there are single or limited sources of finished goods manufactured and purchased by the company’s third party suppliers which may pose a risk for the organization (Kodak, 2010). Unique suppliers can reduce industry profitability (McGuigan et al., 2010). Threat of substitution The threat of substitutes is high. Companies are quick to match specifications, features and pricing (Select Knowledge, 2001). There are minimal switching costs between brands or substitutes as buyers can change to new updated models based on reasonable buyer perception (Select Knowledge, 2001). Competitive rivalry Competitive rivalry is high. Kodak’s faces intense competition from rivals such as start-ups (Grant, 2005; IBISWorld, 2010; Smith, 1999;) and major competitors are Canon, Fuji Photo Film, Hewlett Packard (HP), Nikon and Sony (Gavetti et al., 2005). Similarly, Kodak is competing in similar segments with rivals – Hewlett-Packard (HP) to provide digital printing technology to consumers and commercial businesses (Weiss, 2011). Kodak (2010) states that competitive pricing and rising commodity prices has contributed to the negative results for 2010 across its prepress solutions, digital capture and devices, and entertainment imaging (Kodak, 2010). External Analysis There are several external (political and legal, economical, socio-cultural and technological) factors which impact Kodak’s business model. Political and legal  Laws and government environmental regulations have an impact to the way Kodak operates in several different countries. For example, U.S federal legislations such as the Toxic substances control act, clean air and water act etc. impact the way Kodak manufactures products and process waste for proper disposal (Kodak, 2010). In 2003, it needed to form a committee to reduce odours which descended towards nearby neighborhoods (Kodak, 2006). Economical From an economical view, the decline in prices has made it affordable for  consumers to purchase digital cameras (IBISWorld, 2010). However, forecasts show that standalone digital cameras have reached a state of market saturation with little room for future growth (IBISWorld, 2010). Socio-cultural and Technological Digital cameras became an integrated and standard feature in mobile phones (IBISWorld, 2010). Increasing trends show that consumers are taking and sharing photos on mobile phones daily (Okabe, 2004). The archiving and exchange functions for photos have been facilitated by online communities and social practices (Scifo, 2009), such as Facebook (Upbin, 2011), and mobile social-media applications (Naaman et al., 2005). Intense competition between rivals is expected for new 3D camera technology on mobile phones (AFP, 2010). Strategy, approaches & implications In order for Kodak to sustain a competitive advantage, it needs to strategically transform its entire business model around to capture new and unique growth opportunities. There are several options which Kodak can explore to achieve this strategy. The options below focus on structural changes in the industry and resources (skills and capabilities) in the organisation. Business Process Re-engineering (BPR) Kodak can reconstruct the organisation using business process re-engineering practices. Its current traditional photographic business is vertically integrated (Grant, 2005). The organisation can be redesigned from a vertically to a horizontally integrated organisation through process-oriented organizational restructuring, offering a more low-level flat organisational structure (Wu & Li, 2011). The result gives improved efficiency and business simplification (Wu & Li, 2011) for Kodak to compete effectively in a tough competitive environment where it needs to quickly deliver innovative products out to market. Kodak can focus on its real core competencies in film chemistry, production and processing (Garrett, 2010), so that it can create new markets, products and services. BPR gives obvious benefits such as the reduction in complex bureaucracy in the organisation (Wu & Li, 2011). However, as cited by Greenberg (2002), there are limitations in BPR such as resistance to change, lack of ma nagement support etc. (Schniederjans & Kim, 2003). Rebranding Other opportunities exists for Kodak, it can change its name from Eastman Kodak Company to say Kodak Communication (Deutsch, 2004), or as Hopelain suggests, it will need to establish a separate Kodak Technology brand (Deutsch, 2004). An organisation’s strategy and operations will be potentially impacted by the scope of corporate rebranding (Burke et al., 2011). Stakeholder commitment needs to be achieved for the revised brand to be successful (Burke et al., 2011). It will involve staff in planning for proposed changes and training employees for changes (Burke et al., 2011). Any rebrand will impact the value of the brand (Davis & Baldwin, 2006). Rebranding will involve a lot of communication and stakeholder involvement (Davis & Baldwin, 2006). Poor corporate rebranding can be a high risk (Davis & Baldwin, 2006) for the organisation where core values may not integrate well into the new brand (Burke et al., 2011). Leadership and organisational learning Kodak will need to train staff, especially managers in weak areas on vision and strategy (Gavetti et al., 2005). For example, managers can be taught ‘design methods’, to generate growth, evolve, and react as the marketplace (Rahim & Rahim, 2009) and user needs changes so that the business model can evolve to bypass extinction (Fraser, 2007). Similarly, Apple evolved with the user to new opportunities, it did not live to the constraints of its current business model (Fraser, 2007). Subsequently, Kodak will need to discontinue some of its products, especially in saturated markets such as digital cameras (IBISWorld, 2010) where profit margins are low (Pride & Ferrell, 2007) and competition is fierce. It can better utilise its resources and real core competencies (Garrett, 2010) to make it difficult to imitate its products (Prahalad & Hamel, 1990) and demonstrate leadership. However, leaders would need to be able to influence teams indirectly through climate and culture in t he organisation (Kaiser et al., 2008). Technology enabled transformations will affect the importance of organisational culture (Lucus & Goh, 2009) where hierarchy and standards provides resistance to disruptive technologies (Lucus & Goh, 2009). Joint ventures and outsourcing Kodak can form joint ventures with other companies. It can create new emerging industries or new value propositions, alliances and collaboration – to be form by complementing and adding to its capabilities and resources (Camillus, 2000). It can capitalise heavily on its existing patent portfolio (Deutsch, 2004). Kodak will need to outsource a lot more of its manufacturing (Deutsch, 2004), while part-time and casual staff can lead to the reduction of labour costs (IBISWorld, 2011). Extreme care needs to be taken where processes of high strategic importance should not be outsourced (Sounderpandian & Sinha, 2007). The result will allow Kodak, to develop new competencies for future developments and sustain the importance of long-term success (Utterback, 1995). Recommendation To sustain competitive advantage, Kodak needs to strategically transform its entire business model around to capture new and unique growth opportunities. It is recommended that Kodak, take the BPR and organisational learning approach, to improve efficiency and simplify the organisation; leadership to communicate and influence vision and change (Bolman & Deal, 2008); to capture new business models and better match user needs and economic value (Fraser, 2007). Larsen & Leinsdorff (1998) research suggests that BPR and organisational learning work well together (Larsen & Leinsdorff, 1998). Though, developing a coherent strategy is not going to be easy for a digital imaging business (Grant, 2005) like Kodak. It will be Kodak’s last chance to ‘reinvigorate their human capital to get ahead of the curve’ (Fraser, 2007, p.67).