eastman kodak company case study solution

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

Kodak’s Downfall Wasn’t About Technology

• Scott D. Anthony

What it missed was the business model.

A generation ago, a “Kodak moment” meant something that was worth saving and savoring. Today, the term increasingly serves as a corporate bogeyman that warns executives of the need to stand up and respond when disruptive developments encroach on their market. Unfortunately, as time marches on the subtleties of what actually happened to Eastman Kodak are being forgotten, leading executives to draw the wrong conclusions from its struggles.

• Scott D. Anthony is a clinical professor at Dartmouth College’s Tuck School of Business, a senior partner at Innosight , and the lead author of Eat, Sleep, Innovate (2020) and Dual Transformation (2017). ScottDAnthony

Partner Center

Why Did Kodak Fail? | Kodak Bankruptcy Case Study

Yash Taneja

Kodak, as we know it today, was founded in the year 1888 by George Eastman as ‘The Eastman Kodak Company’ . It was the most famous name in the world of photography and videography in the 20th century. Kodak brought about a revolution in the photography and videography industries. At the time when only huge companies could access the cameras used for recording movies, Kodak enabled the availability of cameras to every household by producing equipment that was portable and affordable.

Kodak was the most dominant company in its field for almost the entire 20th century, but a series of wrong decisions killed its success. The company declared itself bankrupt in 2012. Why did Kodak, the king of photography and videography, go bankrupt? What was the reason behind Kodak's failure? Why did Kodak fail despite being the biggest name of its time? This case study answers the same.

Why Did Kodak Fail? Biggest Reason Of Kodak's Failure - Fights against Fuji Films Kodak's Bankruptcy Protection Ressurection of Kodak: Kodak in the mobile industry?

Why Did Kodak Fail?

Kodak, for many years, enjoyed unmatched success all over the world. By 1968, it had captured about 80% of the global market share in the field of photography.

Kodak adopted the 'razor and blades' business plan . The idea behind the razor-blade business plan is to first sell the razors with a small margin of profit. After buying the razor, the customers will have to purchase the consumables (the razor blades in this case) again and again; hence, sell the blades at a high-profit margin. Kodak's plan was to sell cameras at affordable prices with only a small margin for profit and then sell the consumables such as films, printing sheets, and other accessories at a high-profit margin .

Using this business model, Kodak was able to generate massive revenues and turned into a money-making machine.

As technology progressed, the use of films and printing sheets gradually came to a halt. This was due to the invention of digital cameras in 1975. However, Kodak dismissed the capabilities of the digital camera and refused to do something about it. Did you know that the inventor of the digital camera, Steven Sasson, was an electrical engineer at Kodak when he developed the technology? When Steven told the bosses at Kodak about his invention, their response was, “That’s cute, but don’t tell anyone about it. That's how you shoot yourself in the foot!"

Kodak ignored digital cameras because the business of films and paper was very profitable at that time and if these items were no longer required for photography, Kodak would be subjected to huge losses and end up closing down the factories which manufactured these items.

The idea was then implemented on a large scale by a Japanese company by the name of ‘Fuji Films’. And soon enough, many other companies started the production and sales of digital cameras, leaving Kodak way behind in the race.

This was Kodak's first mistake. The ignorance of new technology and not adapting to the changing market dynamics initiated Kodak's downfall.

List of Courses Curated By Top Marketing Professionals in the Industry

These are the courses curated by Top Marketing Professionals in the Industry who have spent 100+ Hours reviewing the Courses available in the market. These courses will help you to get a job or upgrade your skills.

Biggest Cause Of Kodak's Failure

After the digital camera became popular, Kodak spent almost 10 years arguing with Fuji Films , its biggest competitor, that the process of viewing an image captured by the digital camera was a typical process and people loved the touch and feel of a printed image. Kodak believed that the citizens of the United States of America would always choose it over Fuji Films, a foreign company.

Fuji Films and many other companies focused on gaining a foothold in the photography & videography segment rather than engaging in a verbal spat with Kodak. And once again, Kodak wasted time promoting the use of film cameras instead of emulating its competitors. It completely ignored the feedback from the media and the market . Kodak tried to convince people that film cameras were better than digital cameras and lost 10 valuable years in the process.

Kodak also lost the external funding it had during that time. People also realized that digital photography was way ahead of traditional film photography. It was cheaper than film photography and the image quality was better.

Around that time, a magazine stated that Kodak was being left behind because it was turning a blind spot to new technology. The marketing team at Kodak tried to convince the managers about the change needed in the company's core principles to achieve success. But Kodak's management committee continued to stick with its outdated idea of relying on film cameras and claimed the reporter who said the statement in the magazine did not have the knowledge to back his proposition.

Kodak failed to realize that its strategy which was effective at one point was now depriving it of success. Rapidly changing technology and market needs negated the strategy. Kodak invested its funds in acquiring many small companies, depleting the money it could have used to promote the sales of digital cameras.

When Kodak finally understood and started the sales and the production of digital cameras, it was too late. Many big companies had already established themselves in the market by then and Kodak couldn't keep pace with the big shots.

In the year 2004, Kodak finally announced it would stop the sales of traditional film cameras. This decision made around 15,000 employees (about one-fifth of the company’s workforce at that time) redundant. Before the start of the year 2011, Kodak lost its place on the S&P 500 index which lists the 500 largest companies in the United States on the basis of stock performance. In September 2011, the stock prices of Kodak hit an all-time low of $0.54 per share. The shares lost more than 50% of their value throughout that year.

Kodak's Bankruptcy Protection

By January 2012, Kodak had used up all of its resources and cash reserves. On the 19th of January in 2012, Kodak filed for Chapter 11 bankruptcy protection which resulted in the reorganization of the company. Kodak was provided with $950 million on an 18-month credit facility by the CITI group.

The credit enabled Kodak to continue functioning. To generate more revenue, some sections of Kodak were sold to other companies. Along with this, Kodak decided to stop the production and sales of digital cameras and stepped out of the world of digital photography. It shifted to the sale of camera accessories and the printing of photos.

Kodak had to sell many of its patents, including its digital imaging patents, which amounted to more than $500 million in bankruptcy protection. In September 2013, Kodak announced it had emerged from Chapter 11 bankruptcy protection.

Ressurection of Kodak: Kodak in the mobile industry?

Celebrated camera accessory manufacturers of yesteryear, Kodak, is looking to join Chinese smartphone manufacturing giant Oppo for an upcoming flagship smartphone. This new smartphone is rumored to have 50MP dual cameras, where the cameras of the device will be modeled upon the old classic camera designs of the Kodak models.

The all-new flagship model of Oppo is designed to be a tribute to the classic Kodak camera design. The camera of this Oppo model will allegedly use the Sony IMX766 50MP sensor. Furthermore, the phone will also embed a large sensor in its ultrawide camera as well along with a 13MP telephoto lens and a 3MP microscope camera.

No other information on this matter is currently available as of September 13, 2021.

The collaborations between Android OEMs and camera makers are not something new. Yes, numerous other companies have already come together with other camera manufacturing companies like Nokia, which joined hands with German optics company Carl Zeiss earlier in 2007 to bring in the camera phone Nokia N95. This can be concluded as the first of such collaborations that the smartphone industry has seen. Numerous other collaborations happened eventually, which resulted in outstanding results. OnePlus' partnership with Hasselblad, Huawei pairing up with Leica and the recent news of Samsung's associating with Olympus are some of the significant collaborations to be mentioned.

Kodak had earlier made a leap into the smart TV industry and is ushering in success through this new move. Kodak TV India has already commissioned a plant in Hapur, Uttar Pradesh in August 2020, designed to manufacture affordable Android smart TVs for India. Furthermore, the renowned photography company is looking to invest more than Rs 500 crores during the next 3 years for making a fully automated TV manufacturing plant possible in Hapur. The company committed to this plan as part of its ‘Make in India’ initiative and will leverage its Android certification. Kodak's announcement, as it seemed, was further recharged with the Aatmanirbhar Bharat campaign launched by PM Narendra Modi in the wake of the coronavirus pandemic in 2020.

The TV industry of India imports most of its raw materials and exhibits a value addition of only about 10-12%. However, with the investment that Kodak has promised the company has aimed to increase the value-added to around 50-60%. The Hapur R&D facility will foster the manufacturing of technology-driven products and introduce numerous other lines of manufacturing aligned with the "Make in India" belief.

Super Plastronics Pvt Ltd, a Noida-based company has obtained the license from Kodak Smart TVs to produce and sell their products in India in partnership with the New-York based company and has already launched a range of smart TVs already, as of September 2021 including:

• Kodak 40FHDX7XPRO 40-inch Full HD Smart LED TV
• Kodak 43FHDX7XPRO 43-inch Full HD Smart LED TV
• Kodak 42FHDX7XPRO 42-inch Full HD Smart LED TV
• Kodak 32HDXSMART 32-inch HD ready Smart LED TV

and more. Besides, Kodak HD LED TVs were also up for sale at the lowest prices for 2020, in partnership with Flipkart and Amazon for The Big Billion Days Sale and the Great Indian Sale respectively. This sale, which took place between 16th and 21st October 2020, also included the all-new Android 7XPRO series, which starts at Rs 10999 only and is currently dubbed as the most affordable android tv in India.

Want to Work in Top Gobal & Indian Startups or Looking For Remote/Web3 Jobs - Join angel.co

Angel.co is the best Job Searching Platform to find a Job in Your Preferred domain like tech, marketing, HR etc.

What happened to Kodak?

Kodak was ousted from the market of camera and photography due to numerous missteps. Here are some insights into the same:

• The ignorance of new technology and not adapting to changing market needs initiated Kodak's downfall
• Kodak invested its funds in acquiring many small companies, depleting the money it could have used to promote the sales of digital cameras.
• Kodak wasted time promoting the use of film cameras instead of emulating its competitors. It completely ignored the feedback from the media and the market
• When Kodak finally understood and started the sales and the production of digital cameras, it was too late. Many big companies had already established themselves in the market by then and Kodak couldn't keep pace with the big shots
• In September 2011, the stock prices of Kodak hit an all-time low of $0.54 per share
• Kodak declared bankruptcy in 2012

Why did Kodak fail and what can you learn from its demise?

Kodak failed to understand that its strategy of banking on traditional film cameras (which was effective at one point) was now depriving the company of success. Rapidly changing technology and evolving market needs made the strategy obsolete.

Is Kodak still in Business?

Kodak declared itself bankrupt in 2012. Kodak's bankruptcy resulted in the formation of the Kodak Alaris company, a British organization that part-owns the Kodak brand along with the American Eastman Kodak Company.

When did Kodak go out of business?

Kodak faced its demise in 2012.

Is Kodak a good camera?

Kodak's cameras and accessories were of premium quality and the first of the choices professional photographers and others. The company was a winner in the analogue era of photography. However, the company dived down to hit the rock-bottom level.  

What does Kodak do now?

Currently, Kodak provides packaging, functional printing, graphic communications, and professional services for businesses around the world. Better known for making cameras, Kodak moved into drug making and has secured a $765m (£592m) loan from the US government in 2020.

Why was Kodak so successful?

Kodak adopted the 'razor and blades' business plan. The idea here was to first sell the razors with a small margin of profit. After buying the razor, the customers will have to purchase the consumables (the razor blades in this case) again and again; hence, sell the blades at a high-profit margin. Kodak's plan was to sell cameras at affordable prices with only a small margin for profit and then sell the consumables such as films, printing sheets, and other accessories at a high-profit margin.

Must have tools for startups - Recommended by StartupTalky

• Convert Visitors into Leads- SeizeLead
• Manage your business smoothly- Google Workspace
• International Money transfer- XE Money Transfer

Kaynes Purchases Land in Gujarat to Construct a Semiconductor Unit

Kaynes Technology, an Electronics manufacturing services provider, has bought some property in Sanand, Gujarat, to establish an OSAT (outsourced semiconductor assembly and test) unit. In order to fund its chip project, the corporation intends to spend around INR 5,000 crore. This is a major milestone since Kaynes, via its

Anushita S. P. Karunakaram, Co-Founder and CEO of Lawyer Desk, on How Technology is Enhancing Legal Services and Shaping the Future of Law

For World Entrepreneurs' Day, Ms. Anushita S. P. Karunakaram, Co-founder and CEO of Lawyer Desk, shares her journey from IT professional to tech entrepreneur. She saw a gap in accessible legal resources and used her IT expertise to create Lawyer Desk, a platform that combines technology with legal services.

The Implementation of a 30% UPI Cap Is Highly Doubtful

With just over four months to go until the deadline, industry insiders have expressed doubts about the proposed 30% market share cap in the Unified Payments Interface (UPI) category, according to multiple media sources. Multiple newcomers to UPI have been informed, informally, that the limit is not going to be

NCLT Gives Clearance to Merger Between Slice and North East Small Finance Bank

Slice, a unicorn in the financial technology industry, has been granted permission by the National Company Law Tribunal (NCLT) to merge with North East Small Finance Bank (NESFB). Both businesses made the announcement that they would be merging in October of 2023. In March of the previous year, Slice paid

• Silver Bee Group
• [email protected]

• NEW SOLUTION
• Top Visitors
• Popular Topics
• Newest Members
• Newest Papers
• Top Donators

Eastman Kodak Company

• University Login

Recent Topics

New entries.

• Quality Parts Company
• Lincoln Electric
• Vêtements Ltée
• Google Case Analysis

Most Recent Request

• oilwell cable comp
• research methods
• human resource sho
• toyota adopts a st

Ease your MBA workload and get more time for yourself

MBA Knowledge Base

Business • Management • Technology

Home » Management Case Studies » Case Study of Eastman Kodak: Secret of Success in Business

Case Study of Eastman Kodak: Secret of Success in Business

Kodak is one of the oldest companies on the photography market, established more than 100 years ago. This was the iconic, American organization, always on the position of the leader. Its cameras and films have become know all over the world for its innovations. Kodak’s strength was it brand — one of the most recognizable and resources, that enabled creating new technologies.

Kodak is not just selling their still image films, Kodak have quite number of product lines and service to offer (Product diversification), such as digital images, printer cartridges, paper kits and innovative big sign boards, which Kodak sells globally. Further, Kodak’s quality goal and overall objective is to achieve Total Customer Satisfaction. This is accomplished by utilizing appropriate process improvement techniques (e.g. Zero Defects, Supplier Certification, Lean, Six Sigma, etc.) in a manner that delivers improved productivity and the optimal deployment of resources.

• Defect trends will decrease and overall performance improve
• Number of supplier “corrective action” requests will decrease
• Productivity/Cost of Quality (COQ) savings will result
• Number of certified suppliers will increase

As more people are worry about environmental conditions vis-à-vis, Kodak also show concerns over environment, Kodak begins its mass advertisement in 2005 and manifests their philosophy as environment friendly relating with ISO’s certification on their products, which Kodak also sees their CSR (Corporate social responsibility) as environment friendly. Kodak projected their societal marketing strategies, plays an important role towards their products as safe to use.

Related posts:

• Case Study on Business Strategies: Kodak’s Transition to Digital
• Case Study of Dell: Business Innovation and Success
• Case Study of Starbucks: An Amazing Business Success Story
• Case Study of Air Asia: Information Technology Implementation for Business Success
• Case Study: Success Story of Pfizer Inc
• Case Study: Critical Success Factors of Dell
• Case Study: Success Story of Exxon Mobil
• Case Study: FedEx Success Story
• Case Study: Success of Amazon’s Kindle Fire
• Case Study: Success Story of Google Search Engine

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

Product details

Teaching and learning

Eastman Kodak Co

• Harvard Case Studies

Eastman Kodak Co Case Study Solution & Analysis

In most courses studied at Harvard Business schools, students are provided with a case study. Major HBR cases concerns on a whole industry, a whole organization or some part of organization; profitable or non-profitable organizations. Student’s role is to analyze the case and diagnose the situation, identify the problem and then give appropriate recommendations and steps to be taken.

To make a detailed case analysis, student should follow these steps:

STEP 1: Reading Up Harvard Case Study Method Guide:

Case study method guide is provided to students which determine the aspects of problem needed to be considered while analyzing a case study. It is very important to have a thorough reading and understanding of guidelines provided. However, poor guide reading will lead to misunderstanding of case and failure of analyses. It is recommended to read guidelines before and after reading the case to understand what is asked and how the questions are to be answered. Therefore, in-depth understanding f case guidelines is very important.

Harvard Case Study Solutions

STEP 2: Reading The Eastman Kodak Co Harvard Case Study:

To have a complete understanding of the case, one should focus on case reading. It is said that case should be read two times. Initially, fast reading without taking notes and underlines should be done. Initial reading is to get a rough idea of what information is provided for the analyses. Then, a very careful reading should be done at second time reading of the case. This time, highlighting the important point and mark the necessary information provided in the case. In addition, the quantitative data in case, and its relations with other quantitative or qualitative variables should be given more importance. Also, manipulating different data and combining with other information available will give a new insight. However, all of the information provided is not reliable and relevant.

When having a fast reading, following points should be noted:

• Nature of organization
• Nature if industry in which organization operates.
• External environment that is effecting organization
• Problems being faced by management
• Identification of communication strategies.
• Any relevant strategy that can be added.
• Control and out-of-control situations.

When reading the case for second time, following points should be considered:

• Decisions needed to be made and the responsible Person to make decision.
• Objectives of the organization and key players in this case.
• The compatibility of objectives. if not, their reconciliations and necessary redefinition.
• Sources and constraints of organization from meeting its objectives.

After reading the case and guidelines thoroughly, reader should go forward and start the analyses of the case.

STEP 3: Doing The Case Analysis Of Eastman Kodak Co:

To make an appropriate case analyses, firstly, reader should mark the important problems that are happening in the organization. There may be multiple problems that can be faced by any organization. Secondly, after identifying problems in the company, identify the most concerned and important problem that needed to be focused.

Firstly, the introduction is written. After having a clear idea of what is defined in the case, we deliver it to the reader. It is better to start the introduction from any historical or social context. The challenging diagnosis for Eastman Kodak Co and the management of information is needed to be provided. However, introduction should not be longer than 6-7 lines in a paragraph. As the most important objective is to convey the most important message for to the reader.

After introduction, problem statement is defined. In the problem statement, the company’s most important problem and constraints to solve these problems should be define clearly. However, the problem should be concisely define in no more than a paragraph. After defining the problems and constraints, analysis of the case study is begin.

STEP 4: SWOT Analysis of the Eastman Kodak Co HBR Case Solution:

SWOT analysis helps the business to identify its strengths and weaknesses, as well as understanding of opportunity that can be availed and the threat that the company is facing. SWOT for Eastman Kodak Co is a powerful tool of analysis as it provide a thought to uncover and exploit the opportunities that can be used to increase and enhance company’s operations. In addition, it also identifies the weaknesses of the organization that will help to be eliminated and manage the threats that would catch the attention of the management.

This strategy helps the company to make any strategy that would differentiate the company from competitors, so that the organization can compete successfully in the industry. The strengths and weaknesses are obtained from internal organization. Whereas, the opportunities and threats are generally related from external environment of organization. Moreover, it is also called Internal-External Analysis.

In the strengths, management should identify the following points exists in the organization:

• Advantages of the organization
• Activities of the company better than competitors.
• Unique resources and low cost resources company have.
• Activities and resources market sees as the company’s strength.
• Unique selling proposition of the company.

WEAKNESSES:

• Improvement that could be done.
• Activities that can be avoided for Eastman Kodak Co.
• Activities that can be determined as your weakness in the market.
• Factors that can reduce the sales.
• Competitor’s activities that can be seen as your weakness.

OPPORTUNITIES:

• Good opportunities that can be spotted.
• Interesting trends of industry.
• Change in technology and market strategies
• Government policy changes that is related to the company’s field
• Changes in social patterns and lifestyles.
• Local events.

Following points can be identified as a threat to company:

• Company’s facing obstacles.
• Activities of competitors.
• Product and services quality standards
• Threat from changing technologies
• Financial/cash flow problems
• Weakness that threaten the business.

Following points should be considered when applying SWOT to the analysis:

• Precise and verifiable phrases should be sued.
• Prioritize the points under each head, so that management can identify which step has to be taken first.
• Apply the analyses at proposed level. Clear yourself first that on what basis you have to apply SWOT matrix.
• Make sure that points identified should carry itself with strategy formulation process.
• Use particular terms (like USP, Core Competencies Analyses etc.) to get a comprehensive picture of analyses.

STEP 5: PESTEL/ PEST Analysis of Eastman Kodak Co Case Solution:

Pest analyses is a widely used tool to analyze the Political, Economic, Socio-cultural, Technological, Environmental and legal situations which can provide great and new opportunities to the company as well as these factors can also threat the company, to be dangerous in future.

Pest analysis is very important and informative.  It is used for the purpose of identifying business opportunities and advance threat warning. Moreover, it also helps to the extent to which change is useful for the company and also guide the direction for the change. In addition, it also helps to avoid activities and actions that will be harmful for the company in future, including projects and strategies.

To analyze the business objective and its opportunities and threats, following steps should be followed:

• Brainstorm and assumption the changes that should be made to organization. Answer the necessary questions that are related to specific needs of organization
• Analyze the opportunities that would be happen due to the change.
• Analyze the threats and issues that would be caused due to change.
• Perform cost benefit analyses and take the appropriate action.

Pest analysis

PEST FACTORS:

• Next political elections and changes that will happen in the country due to these elections
• Strong and powerful political person, his point of view on business policies and their effect on the organization.
• Strength of property rights and law rules. And its ratio with corruption and organized crimes. Changes in these situation and its effects.
• Change in Legislation and taxation effects on the company
• Trend of regulations and deregulations. Effects of change in business regulations
• Timescale of legislative change.
• Other political factors likely to change for Eastman Kodak Co.

ECONOMICAL:

• Position and current economy trend i.e. growing, stagnant or declining.
• Exchange rates fluctuations and its relation with company.
• Change in Level of customer’s disposable income and its effect.
• Fluctuation in unemployment rate and its effect on hiring of skilled employees
• Access to credit and loans. And its effects on company
• Effect of globalization on economic environment
• Considerations on other economic factors

SOCIO-CULTURAL:

• Change in population growth rate and age factors, and its impacts on organization.
• Effect on organization due to Change in attitudes and generational shifts.
• Standards of health, education and social mobility levels. Its changes and effects on company.
• Employment patterns, job market trend and attitude towards work according to different age groups.

case study solutions

• Social attitudes and social trends, change in socio culture an dits effects.
• Religious believers and life styles and its effects on organization
• Other socio culture factors and its impacts.

TECHNOLOGICAL:

• Any new technology that company is using
• Any new technology in market that could affect the work, organization or industry
• Access of competitors to the new technologies and its impact on their product development/better services.
• Research areas of government and education institutes in which the company can make any efforts
• Changes in infra-structure and its effects on work flow
• Existing technology that can facilitate the company
• Other technological factors and their impacts on company and industry

These headings and analyses would help the company to consider these factors and make a “big picture” of company’s characteristics. This will help the manager to take the decision and drawing conclusion about the forces that would create a big impact on company and its resources.

STEP 6: Porter’s Five Forces/ Strategic Analysis Of The Eastman Kodak Co Case Study:

To analyze the structure of a company and its corporate strategy, Porter’s five forces model is used. In this model, five forces have been identified which play an important part in shaping the market and industry. These forces are used to measure competition intensity and profitability of an industry and market.

porter’s five forces model

These forces refers to micro environment and the company ability to serve its customers and make a profit. These five forces includes three forces from horizontal competition and two forces from vertical competition. The five forces are discussed below:

• THREAT OF NEW ENTRANTS:
• as the industry have high profits, many new entrants will try to enter into the market. However, the new entrants will eventually cause decrease in overall industry profits. Therefore, it is necessary to block the new entrants in the industry. following factors is describing the level of threat to new entrants:
• Barriers to entry that includes copy rights and patents.
• High capital requirement
• Government restricted policies
• Switching cost
• Access to suppliers and distributions
• Customer loyalty to established brands.
• THREAT OF SUBSTITUTES:
• this describes the threat to company. If the goods and services are not up to the standard, consumers can use substitutes and alternatives that do not need any extra effort and do not make a major difference. For example, using Aquafina in substitution of tap water, Pepsi in alternative of Coca Cola. The potential factors that made customer shift to substitutes are as follows:
• Price performance of substitute
• Switching costs of buyer
• Products substitute available in the market
• Reduction of quality
• Close substitution are available
• DEGREE OF INDUSTRY RIVALRY:
• the lesser money and resources are required to enter into any industry, the higher there will be new competitors and be an effective competitor. It will also weaken the company’s position. Following are the potential factors that will influence the company’s competition:
• Competitive advantage
• Continuous innovation
• Sustainable position in competitive advantage
• Level of advertising
• Competitive strategy
• BARGAINING POWER OF BUYERS:
• it deals with the ability of customers to take down the prices. It mainly consists the importance of a customer and the level of cost if a customer will switch from one product to another. The buyer power is high if there are too many alternatives available. And the buyer power is low if there are lesser options of alternatives and switching. Following factors will influence the buying power of customers:
• Bargaining leverage
• Switching cost of a buyer
• Buyer price sensitivity
• Competitive advantage of company’s product
• BARGAINING POWER OF SUPPLIERS:
• this refers to the supplier’s ability of increasing and decreasing prices. If there are few alternatives o supplier available, this will threat the company and it would have to purchase its raw material in supplier’s terms. However, if there are many suppliers alternative, suppliers have low bargaining power and company do not have to face high switching cost. The potential factors that effects bargaining power of suppliers are the following:
• Input differentiation
• Impact of cost on differentiation
• Strength of distribution centers
• Input substitute’s availability.

STEP 7: VRIO Analysis of Eastman Kodak Co:

Vrio analysis for Eastman Kodak Co case study identified the four main attributes which helps the organization to gain a competitive advantages. The author of this theory suggests that firm must be valuable, rare, imperfectly imitable and perfectly non sustainable. Therefore there must be some resources and capabilities in an organization that can facilitate the competitive advantage to company. The four components of VRIO analysis are described below: VALUABLE: the company must have some resources or strategies that can exploit opportunities and defend the company from major threats. If the company holds some value then answer is yes. Resources are also valuable if they provide customer satisfaction and increase customer value. This value may create by increasing differentiation in existing product or decrease its price. Is these conditions are not met, company may lead to competitive disadvantage. Therefore, it is necessary to continually review the Eastman Kodak Co company’s activities and resources values. RARE: the resources of the Eastman Kodak Co company that are not used by any other company are known as rare. Rare and valuable resources grant much competitive advantages to the firm. However, when more than one few companies uses the same resources and provide competitive parity are also known as rare resources. Even, the competitive parity is not desired position, but the company should not lose its valuable resources, even they are common. COSTLY TO IMITATE : the resources are costly to imitate, if other organizations cannot imitate it. However, imitation is done in two ways. One is duplicating that is direct imitation and the other one is substituting that is indirect imitation.  Any firm who has valuable and rare resources, and these resources are costly to imitate, have achieved their competitive advantage. However, resources should also be perfectly non sustainable. The reasons that resource imitation is costly are historical conditions, casual ambiguity and social complexity. ORGANIZED TO CAPTURE VALUE : resources, itself, cannot provide advantages to organization until it is organized and exploit to do so. A firm (like Eastman Kodak Co)  must organize its management systems, processes, policies and strategies to fully utilize the resource’s potential to be valuable, rare and costly to imitate.

STEP 8: Generating Alternatives For Eastman Kodak Co Case Solution:

After completing the analyses of the company, its opportunities and threats, it is important to generate a solution of the problem and the alternatives a company can apply in order to solve its problems. To generate the alternative of problem, following things must to be kept in mind:

• Realistic solution should be identified that can be operated in the company, with all its constraints and opportunities.
• as the problem and its solution cannot occur at the same time, it should be described as mutually exclusive
• it is not possible for a company to not to take any action, therefore, the alternative of doing nothing is not viable.
• Student should provide more than one decent solution. Providing two undesirable alternatives to make the other one attractive is not acceptable.

Once the alternatives have been generated, student should evaluate the options and select the appropriate and viable solution for the company.

STEP 9: Selection Of Alternatives For Eastman Kodak Co Case Solution:

It is very important to select the alternatives and then evaluate the best one as the company have limited choices and constraints. Therefore to select the best alternative, there are many factors that is needed to be kept in mind. The criteria’s on which business decisions are to be selected areas under:

• Improve profitability
• Increase sales, market shares, return on investments
• Customer satisfaction
• Brand image
• Corporate mission, vision and strategy
• Resources and capabilities

Alternatives should be measures that which alternative will perform better than other one and the valid reasons. In addition, alternatives should be related to the problem statements and issues described in the case study.

STEP 10: Evaluation Of Alternatives For Eastman Kodak Co Case Solution:

If the selected alternative is fulfilling the above criteria, the decision should be taken straightforwardly. Best alternative should be selected must be the best when evaluating it on the decision criteria. Another method used to evaluate the alternatives are the list of pros and cons of each alternative and one who has more pros than cons and can be workable under organizational constraints.

STEP 11: Recommendations For Eastman Kodak Co Case Study (Solution):

There should be only one recommendation to enhance the company’s operations and its growth or solving its problems. The decision that is being taken should be justified and viable for solving the problems.

• Silver Bee Group
• [email protected]

• NEW SOLUTION
• Top Visitors
• Popular Topics
• Newest Members
• Newest Papers
• Top Donators

Eastman Kodak Analysis

• University Login

Recent Topics

New entries.

• Quality Parts Company
• Lincoln Electric
• Vêtements Ltée
• Google Case Analysis

Most Recent Request

• oilwell cable comp
• research methods
• human resource sho
• toyota adopts a st

Ease your MBA workload and get more time for yourself

Anadyr (town)

Early history

Early 20th century, wwii and the cold war, modern history, geography and climate, administrative and municipal status, transportation, notable people, external links.

Although the town itself has only been in existence for just over a century, the origins of the name Anadyr are much older. The name initially derives from the Yukaghir word " any-an " meaning " river ". When Semyon Dezhnev met Yukaghir people in the area, the indigenous name was corrupted to form " Onandyr ", later Anadyrsk , the name of the ostrog (fort) upstream of the present-day settlement, from which the current name is derived. [12] The ostrog was the only Russian settlement east of the Kolyma River on the Chukotka Peninsula for most of the 18th century, [13] though this original settlement was situated further up the Anadyr River , nearer to Markovo than the site of the current town. [13]

Pyotr Baranov (brother of Alexander Andreyevich Baranov ) established a trading post near the present town site in the early 19th century and the Chukchi settled around it, forming the village of Vyon in 1830. [12]

The present settlement was founded in 1889 as Novo–Mariinsk [2] by L. F. Grinevetsky, who sailed into the Anadyrsky Liman on July   9, 1889. [12] The town's first building was completed twelve days later and as it was the name-day of Tsaritsa Maria Feodorovna the town was named Mariinsk. Since this was not the first time that a town had been named Mariinsk in Russia, the name was swiftly changed to Novo–Mariinsk. [12]

The Kamchatka Revkom sent the first Bolsheviks —Mikhail Mandrikov and Avgust Berzin—to Anadyr to set up an underground organization to undermine and eventually overthrow the resident White Army forces stationed in the town. [14] These two, along with a small group of other Russian immigrants and a handful of Chuvans , established the First Revolutionary Committee of Chukotka. [14] Their presence initially went undetected, although it did arouse suspicion. However, just before they were about to be discovered by the resident White Army troops, they launched an attack against them on the night of December   16, 1919. [14] They intended to free the local indigenous people from their debts to the Russian incomers and dismantle the capitalist infrastructure that had been established in the town. [14] Their attempts at seizing the property of the merchant class in Anadyr were successful, but they were unable to seize control of the armory and ammunition supplies within the town. [14] The merchants used this opportunity to reassert themselves, and by January   30, 1920, they surrounded the Revkom's offices and attacked. One of the leaders, Vasily Titov, was killed and a number of others were wounded. Mikhail Mandrikov himself surrendered. [14] Although the survivors were initially imprisoned, the merchants decided to eliminate them permanently. Under the pretense of transferring them to another site, they led them out of the town and executed them out on the tundra. [14] The merchants' and White Army's success had been aided by the fact that a number of the Revkom members had been out the town visiting the village of Markovo . When these people returned, they were ambushed and all survivors eventually killed. [15]

The merchants set about reestablishing the status quo, all the while pretending to the Kamchatka Revkom that they themselves were socialists when inquiries came as to the whereabouts of their colleagues, going as far as to set up a fake Anadyr branch of the Russian Communist Party of Bolsheviks. [14] Unfortunately for the merchants in Anadyr, members of the first Revkom had already managed to establish branches in Markovo and Ust-Belaya , who were not convinced by the claims coming from Anadyr and, whilst establishing the Second Revolutionary Committee of Chukotka in Markovo [16] pressed the Kamchatka Revkom for assistance. [14] The Kamchatka Revkom responded by sending a party to investigate. [14] A number of those involved in the overthrow of the First Revolutionary Committee either ceased their political activity in the hope of blending into the background, or fled Chukotka for Alaska . [17] Struggles continued for some time in the Russian Far East, and it took until early 1923 before communications were sent from Kamchatka by Red Army commanders indicating that all White Army forces in Chukotka had been eliminated. [18]

Monuments to those members of the First Revolutionary Committee were erected in Anadyr on 5 July 1921. [19] It was only in 1969 that an elderly man said he remembered where the bodies had been buried, having seen them being interred in a cemetery in Tavayvaam . [14] Following this tip, the remains were recovered and then paraded solemnly through Anadyr to the monuments, where they were buried with full honors. [20]

In 1923, Novo–Mariinsk was renamed Anadyr. [2]

During World War II , an airfield was built here for the Alaska-Siberian ( ALSIB ) air route used to ferry American Lend-Lease aircraft to the Eastern Front . [21]

During the 1960s, Anadyr was home to an R-12 Dvina (SS-4 Sandal) medium-range ballistic missile (MRBM) complex, which could target American military installations in Alaska. [22] The base was located 23   km (14 miles) northeast of Anadyr and was the USSR's only remote missile site. [22]

Anadyr was granted town status in 1965, [2] around which time it had a population of 5,600. [23]

The Hope Sled Dog Race was run between Anadyr and Nome, Alaska for more than a decade. [ citation needed ]

It is claimed that the town of Anadyr annexed the neighboring "ethnic village" of Tavayvaam in May 1994, and that this was done by then governor Alexander Nazarov with a view to saving money from the autonomous okrug's budget. If the village had indeed been absorbed into the town of Anadyr then there would have been no obligation for the autonomous okrug to allocate specific funds for the indigenous population there. [24]

In 2011, Paul Steinhardt led a group of scientists that landed in Anadyr en route to an expedition into the Koryak Mountains to search for naturally occurring quasicrystals . [25] Three quasicrystals have been found to date from the material gathered on that expedition, including icosahedrite, decagonite, a yet unnamed third natural quasicrystal, which (unlike icosahedrite and decagonite) is unlike anything ever previously synthesized in a laboratory. Steinhardt's team established that the natural quasicrystals were embedded in a meteorite that had hit Earth about 15,000 years ago.

The town of Anadyr is situated at the tip of a large cape, to the north of which is the mouth of the Anadyr River and to the east the estuarine part of that river, the Anadyrsky Liman , which empties into the Gulf of Anadyr . [26] The town itself is situated on a gentle slope rising up from the sea, on the other side of the Anadyr River are mountains, but to the west, beyond the town are large expanses of flat tundra. [26]

It is on a similar parallel as Fairbanks, Alaska ; Skellefteå, Sweden ; and Oulu, Finland . Apart from those cities, the population at such northerly parallels is normally sparse.

Anadyr experiences a subarctic climate ( Köppen climate classification : Dfc ). Winters are long and frigid; summers are pleasant and short. January is the coldest month with an average temperature of −22.1   °C (−7.8   °F) . July is the warmest month with an average temperature of 12.1   °C (53.8   °F) . Temperatures above 25   °C (77   °F) are rare. The lowest temperature ever recorded was −46.8   °C (−52.2   °F) recorded on January 3, 1913. The highest temperature recorded was 30   °C (86   °F) on July 7, 1956. The weather changes easily with heavy storms often being brought in from the Anadyrsky Liman and the Bering Sea . This coupled with strong southerly winds in the autumn often brings flooding to the area. May is the driest month while January is the wettest.

Anadyr is the administrative center of Chukotka Autonomous Okrug and, within the framework of administrative divisions , it also serves as the administrative center of Anadyrsky District , [1] even though it is not a part of it. [31] As an administrative division, it is, together with the selo Tavayvaam , incorporated separately as the town of okrug significance of Anadyr —an administrative unit with the status equal to that of the districts . [1] As a municipal division , the town of okrug significance of Anadyr is incorporated as Anadyr Urban Okrug . [7]

Anadyr is an important sea port on the Bering Sea and is connected to almost all major Russian Far Eastern seaports. Anadyr's Ugolny Airport serves major and minor cities in the Russian Far East with connections to Khabarovsk , Vladivostok , and Moscow , while Bering Air provides charter flights to Nome, Alaska in the United States . The airport is on the other side of the Anadyrsky Liman , and from January to May, transportation from the airport to Anadyr is by ice road . [12] In the summer there is a ferry which transports passengers across the Anadyr River to the airport, [41] but during spring and autumn when the river ice is melting and full of drifting ice floes, the only means of transportation to the airport is via helicopter. [41]

Although there is a network of roads between Anadyr and Tavayvaam , the town is not connected to any other settlement via road. [42] Construction of the Anadyr Highway was started in 2012, to link the town to Magadan , a distance of 1,800 kilometres (1,100   mi) . [43]

• Roman Abramovich , oil oligarch, former owner of Chelsea FC and the former Governor of Chukotka Autonomous Okrug
• Diomid Dzyuban , former bishop of Anadyr
• Marina Demeshchenko , indie-pop singer

Anadyr is twinned with:

Related Research Articles

Bilibino is a town and the administrative center of Bilibinsky District in Chukotka Autonomous Okrug, Russia. It is located 625 kilometers (388 mi) northwest of Anadyr, the administrative center of the autonomous okrug. It is the second largest town in the autonomous okrug after Anadyr. Population: 5,546 (2021 Census) ; 5,506 (2010 Russian census) ; 6,181 (2002 Census) ; 15,558 (1989 Soviet census) .

Ust-Belaya is a rural locality in Anadyrsky District of Chukotka Autonomous Okrug, Russia, located at the confluence of the Anadyr and the Belaya Rivers. Population: 856 (2010 Russian census) ; Municipally, the settlement is subordinated to Anadyrsky Municipal District and incorporated as Ust-Belaya Rural Settlement .

Ugolnye Kopi is an urban locality in Anadyrsky District of Chukotka Autonomous Okrug, Russia, located east of Anadyr, the administrative center of the autonomous okrug, on the opposite side of the Anadyr River. It served as the administrative center of Anadyrsky District until June 2011. Population: 3,368 (2010 Russian census) ; 3,863 (2002 Census) ; 12,357 (1989 Soviet census) , with an estimated population as of 1 January 2015 of 3,666.

Anadyrsky District is an administrative and municipal district (raion), one of the six in Chukotka Autonomous Okrug, Russia. It is located in the central and southern parts of the autonomous okrug and borders with Chaunsky District in the northwest, Iultinsky District in the north and northeast, the Gulf of Anadyr in the east, Koryak Okrug in the south, and with Bilibinsky District in the west and northwest. It also completely surrounds the territory of the town of okrug significance of Anadyr. The area of the district is 287,900 square kilometers (111,200 sq mi). Its administrative center is the town of Anadyr. Population: 8,161 (2021 Census) ; 6,935 (2010 Russian census) ; 8,007 (2002 Census) ; 40,475 (1989 Soviet census) .

Beringovsky District was an administrative district (raion) of Chukotka Autonomous Okrug, Russia, which existed in 1957–2011. As a municipal division, it was, together with Anadyrsky Administrative District, incorporated as Anadyrsky Municipal District. It was located on the southeastern shores of the autonomous okrug and bordered with Anadyrsky District in the west and the Bering Sea in the east. Its administrative center was the urban locality of Beringovsky. Population: 2,501 (2010 Russian census) ; 3,162 (2002 Census) ; 8,968 (1989 Soviet census) . The area of the district was 37,900 square kilometers (14,600 sq mi).

Bilibinsky District is an administrative and municipal district (raion), one of the six in Chukotka Autonomous Okrug, Russia. It is located in the west of the autonomous okrug and borders with Chaunsky District in the northeast, Anadyrsky District in the east, Koryak Okrug of Kamchatka Krai in the southeast, Magadan Oblast in the southwest, and the Sakha Republic in the west. The area of the district is 174,652 square kilometers (67,434 sq mi). Its administrative center is the town of Bilibino. Population: 7,418 (2021 Census) ; 7,866 (2010 Russian census) ; 8,820 (2002 Census) ; 27,847 (1989 Soviet census) . The population of Bilibino accounts for 74.8% of the district's total population.

Beringovsky is an urban locality in Anadyrsky District of Chukotka Autonomous Okrug, Russia, and a port on the Bering Sea. As of the 2010 Census, its population was 1,401.

Iultinsky District is an administrative and municipal district (raion), one of the six in Chukotka Autonomous Okrug, Russia. It is located in the northeast of the autonomous okrug and borders with the Chukchi Sea in the north, Providensky District in the east, Gulf of Anadyr in the southeast, and with Anadyrsky District in the southwest. The area of the district is 134,600 square kilometers (52,000 sq mi). Its administrative center is the urban locality of Egvekinot. Population: 4,329 (2010 Russian census) ; 3,974 (2002 Census) ; 15,689 (1989 Soviet census) . The population of Egvekinot accounts for 64.4% of the district's total population.

Shmidtovsky District was an administrative district (raion) of Chukotka Autonomous Okrug, Russia, which existed in 1973–2011. As a municipal division, it was, together with Iultinsky Administrative District, incorporated as Iultinsky Municipal District . It was located in the far north of the autonomous okrug and bordered with Iultinsky District in the east, Anadyrsky District in the south, and with Chaunsky District in the west. The area of the district was 70,900 square kilometers (27,400 sq mi). Its administrative center was the urban locality of Mys Shmidta. Population: 1,469 (2010 Russian census) ; 2,660 (2002 Census) ; 15,726 (1989 Soviet census) . The population of Mys Shmidta accounted for 33.5% of the district's total population.

Krasneno is a rural locality in Anadyrsky District of Chukotka Autonomous Okrug, Russia, located southwest of Anadyr, the administrative center of the autonomous okrug. As of 2016, its population was estimated to be 63.

Kanchalan is a rural locality in Anadyrsky District of Chukotka Autonomous Okrug, Russia, located northwest of Anadyr, the administrative center of the autonomous okrug. As of the 2010 Census, its population was 629, with an estimated population as of 1 January 2015 of 525.

Markovo is a rural locality in Anadyrsky District of Chukotka Autonomous Okrug, Russia, located near the head of small-boat navigation of the Anadyr River. As of the 2010 Census, its population was 809.

Tavayvaam is a rural locality under the administrative jurisdiction of the town of okrug significance of Anadyr in Chukotka Autonomous Okrug, Russia. Within the framework of municipal divisions, it is a part of Anadyr Urban Okrug. Its population of 472 is predominantly indigenous Chukchi and Yupik people.

Vayegi is a rural locality in Anadyrsky District of Chukotka Autonomous Okrug, Russia, located near the border with Kamchatka Krai, on the banks of the river Mayn, southwest of Anadyr, the administrative center of the autonomous okrug. As of the 2010 Census, its population was 497.

Alkatvaam is a rural locality in Anadyrsky District of Chukotka Autonomous Okrug, Russia. Population: 299 (2010 Russian census) ; with an estimated population as of 1 January 2015 of 263. It is located on the Alkatvaam River just west of Beringovsky. Municipally, it is incorporated as Alkatvaam Rural Settlement .

Khatyrka is a rural locality in Anadyrsky District of Chukotka Autonomous Okrug, Russia, located on the shore of the Bering Sea southwest of Beringovsky. Population: 377 (2010 Russian census) ; with an estimated population of 323 as of 2018. Municipally, it is incorporated as Khatyrka Rural Settlement .

Meynypilgyno is a rural locality in Anadyrsky District of Chukotka Autonomous Okrug, Russia, located southwest of Beringovsky. Population: 424 (2010 Russian census) ; Municipally, it is incorporated as Meynypilgyno Rural Settlement .

Chuvanskoye is a rural locality in Anadyrsky District of Chukotka Autonomous Okrug. Russia, located west of Markovo on the banks of the Yeropol river, about 780 km from the mouth of the Anadyr. Population: 209 (2010 Russian census) ; with an estimated population as of 1 January 2015 of 188. Municipally, the village is incorporated as Chuvanskoye Rural Settlement .

Lamutskoye is a rural locality in Anadyrsky District of Chukotka Autonomous Okrug, Russia, located northwest of Markovo and 10 kilometers (6.2 mi) northeast of Chuvanskoye on the middle reaches of the Anadyr River. As of the 2010 Census, its population was 173.

Otrozhny is an urban locality in Anadyrsky District of Chukotka Autonomous Okrug, Russia, located about 200 kilometers (120 mi) west of Anadyr. It is a former gold mining settlement.

• 1 2 3 4 5 6 7 Law #33-OZ
• 1 2 Charter of Anadyr, Article   24
• ↑ Official website of Anadyr Urban Okrug. Mayor's Autobiography Archived February 3, 2014, at the Wayback Machine (in Russian)
• ↑ Russian Federal State Statistics Service . " Регионы России. Основные социально-экономические показатели городов. 2012 ". Дальневосточный федеральный округ. Города Чукотского автономного округа.
• ↑ https://web.archive.org/web/20190831171236/http://habstat.gks.ru/wps/wcm/connect/rosstat_ts/habstat/resources/62f1a600408e9886a05deb4d45abe5e4/%D0%A7%D0%B8%D1%81%D0%BB%D0%B5%D0%BD%D0%BD%D0%BE%D1%81%D1%82%D1%8C+%D0%BD%D0%B0%D1%81%D0%B5%D0%BB%D0%B5%D0%BD%D0%B8%D1%8F+%D0%A7%D1%83%D0%BA%D0%BE%D1%82%D1%81%D0%BA%D0%BE%D0%B3%D0%BE+%D0%B0%D0%B2%D1%82%D0%BE%D0%BD%D0%BE%D0%BC%D0%BD%D0%BE%D0%B3%D0%BE+%D0%BE%D0%BA%D1%80%D1%83%D0%B3%D0%B0+%D0%BF%D0%BE+%D0%BC%D1%83%D0%BD%D0%B8%D1%86%D0%B8%D0%BF%D0%B0%D0%BB%D1%8C%D0%BD%D1%8B%D0%BC+%D0%BE%D0%B1%D1%80%D0%B0%D0%B7%D0%BE%D0%B2%D0%B0%D0%BD%D0%B8%D1%8F%D0%BC+%D0%BD%D0%B0+1+%D1%8F%D0%BD%D0%B2%D0%B0%D1%80%D1%8F+2018+%D0%B3%D0%BE%D0%B4%D0%B0.doc . Archived from the original on August 31, 2019. {{ cite web }} : Missing or empty | title= ( help )
• 1 2 3 Law #40-OZ
• ↑ Law #148-OZ
• ↑ "Об исчислении времени" . Официальный интернет-портал правовой информации (in Russian). June 3, 2011 . Retrieved January 19, 2019 .
• ↑ Почта России. Информационно-вычислительный центр ОАСУ РПО. ( Russian Post ). Поиск объектов почтовой связи ( Postal Objects Search ) (in Russian)
• ↑ Praktikum, p. 18, exercise 42
• 1 2 3 4 5 Petit Futé, Chukotka , pp.   77ff
• 1 2 Armstrong, p.   53
• 1 2 3 4 5 6 7 8 9 10 11 Gray, pp.   88–90
• ↑ Zhikarev, pp.   60–61
• ↑ Zhikarev, p.   63
• ↑ Dikov, p.   148
• ↑ Dikov, p.   156
• ↑ Dikov, p.151-152
• ↑ Krusdanov, p.   111
• ↑ Lebedev, Igor Aviation Lend-Lease to Russia Nova Publishers (1997) pp.44–49
• 1 2 Evaluations of Soviet Surface-to-Surface Missile Deployment, November 1965, Guided Missile and Astronautics Intelligence Committee, Central Intelligence Agency, Washington, DC.
• ↑ Armstrong, p.   187
• ↑ Gray, p.   135
• ↑ "Quasicrystal quest: The unreal rock that nature made" .
• 1 2 Gray, p.   122
• ↑ "Weather and Climate- The Climate of Anadyr" (in Russian). Weather and Climate (Погода и климат) . Retrieved November 8, 2021 .
• ↑ "Anadyr Climate Normals 1961–1990" . National Oceanic and Atmospheric Administration . Retrieved November 7, 2021 .
• ↑ "Climate & Weather Averages at Anadyr (Shakhtyorsky) weather station" . Time and Date . Retrieved February 7, 2022 .
• ↑ "Climatologie de l'année à Anadyr" (in French). Infoclimat . Retrieved October 1, 2023 .
• ↑ Directive #517-rp
• ↑ Список населённых мест Дальневосточного края. По материалам Всесоюзной переписи населения 17 декабря 1926 года и Приполярной переписи 1926—27 года.   — Хабаровск; Благовещенск, 1929.
• ↑ РГАЭ, ф. 1562, оп. 336, д. 1470, л. 20.
• ↑ Перепись населения СССР 1959 года Archived July 19, 2011, at the Wayback Machine
• ↑ Перепись населения СССР 1970 года Archived March 23, 2012, at the Wayback Machine
• ↑ Перепись населения СССР 1979 года Archived March 23, 2012, at the Wayback Machine
• ↑ Всесоюзная перепись населения 1989   г. Численность наличного населения союзных и автономных республик, автономных областей и округов, краёв, областей, районов, городских поселений и сёл-райцентров [ All Union Population Census of 1989: Present Population of Union and Autonomous Republics, Autonomous Oblasts and Okrugs, Krais, Oblasts, Districts, Urban Settlements, and Villages Serving as District Administrative Centers ] . Всесоюзная перепись населения 1989   года [All-Union Population Census of 1989] (in Russian). Институт демографии Национального исследовательского университета: Высшая школа экономики [Institute of Demography at the National Research University: Higher School of Economics]. 1989 – via Demoscope Weekly .
• ↑ Federal State Statistics Service (May 21, 2004). Численность населения России, субъектов Российской Федерации в составе федеральных округов, районов, городских поселений, сельских населённых пунктов   – районных центров и сельских населённых пунктов с населением 3   тысячи и более человек [ Population of Russia, Its Federal Districts, Federal Subjects, Districts, Urban Localities, Rural Localities—Administrative Centers, and Rural Localities with Population of Over 3,000 ] (XLS) . Всероссийская перепись населения 2002   года [All-Russia Population Census of 2002] (in Russian).
• ↑ Russian Federal State Statistics Service (2011). Всероссийская перепись населения 2010 года. Том   1 [ 2010 All-Russian Population Census, vol.   1 ] . Всероссийская перепись населения 2010   года [2010 All-Russia Population Census] (in Russian). Federal State Statistics Service .
• ↑ Russian Federal State Statistics Service. Всероссийская перепись населения 2020 года. Том 1 [ 2020 All-Russian Population Census, vol. 1 ] (XLS) (in Russian). Federal State Statistics Service .
• 1 2 Gray, p.   126
• ↑ Gray, p.   118
• ↑ Project to build road from Kolyma to Anadyr drawn up
• ↑ "The official joining of the city of Bethel with Anadyr, U.S.S.R. as sister cities" (PDF) . August 12, 2011. Archived from the original (PDF) on August 12, 2011 . Retrieved April 18, 2018 .
• Дума Чукотского автономного округа.   Закон   №33-ОЗ   от   30 июня 1998 г. «Об административно-территориальном устройстве Чукотского автономного округа», в ред. Закона №55-ОЗ от   9 июня 2012 г.   «О внесении изменений в Закон Чукотского автономного округа "Об административно-территориальном устройстве Чукотского автономного округа"». Вступил в силу   по истечении десяти дней со дня его официального опубликования. Опубликован: "Ведомости", №7 (28), 14 мая 1999 г. (Duma of Chukotka Autonomous Okrug.   Law   # 33-OZ   of   June   30, 1998 On the Administrative-Territorial Structure of Chukotka Autonomous Okrug , as amended by the Law   # 55-OZ of   June   9, 2012 On Amending the Law of Chukotka Autonomous Okrug "On the Administrative-Territorial Structure of Chukotka Autonomous Okrug" . Effective as of   after ten days from the day of the official publication.).
• Правительство Чукотского автономного округа.   Распоряжение   №517-рп   от   30 декабря 2008 г. «Об утверждении реестра административно-территориальных и территориальных образований Чукотского автономного округа», в ред. Распоряжения №323-рп от   27 июня 2011 г.   «О внесении изменений в Распоряжение Правительства Чукотского автономного округа от 30   декабря 2008   года №517-рп». Опубликован: База данных "Консультант-плюс". (Government of Chukotka Autonomous Okrug.   Directive   # 517-rp   of   December   30, 2008 On the Adoption of the Registry of the Administrative-Territorial and Territorial Formations of Chukotka Autonomous Okrug , as amended by the Directive   # 323-rp of   June   27, 2011 On Amending the Government of Chukotka Autonomous Okrug Directive No.   517-rp of December   30, 2008 . ).
• Дума Чукотского автономного округа.   Закон   №40-ОЗ   от   29 ноября 2004 г. «О статусе и границах муниципального образования город Анадырь Чукотского автономного округа». Вступил в силу   через десять дней со дня официального опубликования. Опубликован: "Ведомости", №31/1 (178/1), 10 декабря 2004 г. (Duma of Chukotka Autonomous Okrug.   Law   # 40-OZ   of   November   29, 2004 On the Status and Borders of the Municipal Formation of the Town of Anadyr of Chukotka Autonomous Okrug . Effective as of   the day ten days after the official publication date.).
• Дума Чукотского автономного округа.   Закон   №148-ОЗ   от   24 ноября 2008 г. «О статусе, границах и административных центрах муниципальных образований на территории Анадырского муниципального района Чукотского автономного округа», в ред. Закона №24-ОЗ от   1 апреля 2011 г.   «О внесении изменений в Приложение   2 к Закону Чукотского автономного округа "О статусе, границах и административных центрах муниципальных образований на территории Анадырского муниципального района Чукотского автономного округа"». Вступил в силу   через десять дней со дня официального опубликования. Опубликован: "Ведомости", №46/1 (373/1), 28 ноября 2008 г. (Duma of Chukotka Autonomous Okrug.   Law   # 148-OZ   of   November   24, 2008 On the Status, Borders, and Administrative Centers of the Municipal Formations on the Territory of Anadyrsky Municipal District of Chukotka Autonomous Okrug , as amended by the Law   # 24-OZ of   April   1, 2011 On Amending Appendix   2 of the Law of Chukotka Autonomous Okrug "On the Status, Borders, and Administrative Centers of the Municipal Formations on the Territory of Anadyrsky Municipal District of Chukotka Autonomous Okrug" . Effective as of   the day which is ten days after the official publication date.).
• Совет депутатов городского округа Анадырь.   Решение   №175   от   8 декабря 2010 г. «Об утверждении новой редакции устава городского округа Анадырь», в ред. Решения №360 от   30 мая 2013 г.   «О внесении изменений в Устав городского округа Анадырь». Вступил в силу   после официального опубликования. Опубликован: "Ведомости", №51(481), 31 декабря 2010 г. (Council of Deputies of the Urban Okrug of Anadyr.   Decision   # 175   of   December   8, 2010 On the Adoption of the New Edition of the Charter of the Urban Okrug of Anadyr , as amended by the Decision   # 360 of   May   30, 2013 On Amending the Charter of the Urban Okrug of Anadyr . Effective as of   after the official publication.).
• T. Armstrong. Russian Settlement in the North (1965) Cambridge University Press.
• Н. Н. Диков (N. N. Dikov). "История Чукотки с древнейших времен до наших дней" ( The History of Chukotka from Ancient Times to the Present Day ) (1989) Moscow
• P. A. Gray. The Predicament of Chukotka's Indigenous People: Post-Soviet Activism in the Russian Far North (2005) Cambridge University Press
• Н. А. Жикарев (N. A. Zhikarev). "Очерки Истории Северо-Восточной РСФСР" ( Sketches of the history of Northeast RSFSR ) (1961) Magadan
• А. И. Крусданов (A. I. Krusdanov). "Советы на северо-востоке СССР (1962–1982): Сборник документов и материалов, часть 3" ( The Soviets of the Northeast USSR (1962–1982): Collection of Documents and Materials, Part 3 ) (1986) Magadan
• Official website of Anadyr (in Russian)
• Directory of organizations in Anadyr (in Russian)
• Unofficial website of Anadyr (in Russian)
• Flickr photos tagged Anadyr
• Clipper Ship Razboinik which helped found Novo Mariinsk
• Anadyr Photo Gallery Archived February 27, 2021, at the Wayback Machine
• Panorama of Anadyr
• More photos of Anadyr
• Анадырская и Чукотская епархия Русской Православной Церкви

• Visit Our Blog about Russia to know more about Russian sights, history
• Check out our Russian cities and regions guides
• Follow us on Twitter and Facebook to better understand Russia
• Info about getting Russian visa , the main airports , how to rent an apartment
• Our Expert answers your questions about Russia, some tips about sending flowers

Russian regions

• Amur oblast
• Buryat republic
• Chukotka okrug
• Jewish autonomous oblast
• Kamchatka krai
• Khabarovsk krai
• Magadan oblast
• Primorye krai
• Sakha republic
• Sakhalin oblast
• Zabaikalsky krai
• Map of Russia
• All cities and regions
• Blog about Russia
• News from Russia
• How to get a visa
• Flights to Russia
• Russian hotels
• Renting apartments
• Russian currency
• FIFA World Cup 2018
• Submit an article
• Flowers to Russia
• Ask our Expert

Chukotka Autonomous Okrug, Russia

The capital city of Chukotka okrug: Anadyr .

Chukotka Autonomous Okrug - Overview

Chukotka Autonomous Okrug or just Chukotka is a federal subject of Russia located in the Far East, bordering with the United States by sea in the east, part of the Far Eastern Federal District. Anadyr is the capital city of the region.

The population of Chukotka is about 50,000 (2022), the area - 721,481 sq. km.

Chukotka okrug flag

Chukotka okrug coat of arms.

Chukotka okrug map, Russia

Chukotka okrug latest news and posts from our blog:.

9 November, 2021 / Pevek - the northernmost town in Russia .

23 September, 2021 / Uelen - the easternmost settlement of Russia and Eurasia .

3 November, 2020 / Cape Dezhnev - the only place in Russia with the US in sight .

29 September, 2019 / Anadyr - the Easternmost City of Russia .

18 September, 2016 / Anadyr - the view from above .

More posts..

News, notes and thoughts:

19 December, 2019   / On December 19, 2019, in Pevek, the northernmost city of Russia located in the Chukotka Autonomous Region, the floating nuclear power plant "Akademik Lomonosov" began to supply electricity to the local grid. Thus, the number of operating nuclear power plants in Russia increased from 10 to 11.

History of Chukotka

The first people came to Chukotka tens of thousands of years ago during the Stone Age. These were primitive hunters from more southern regions of Central and Eastern Asia. In those days tundra of North-East Asia and Alaska were a single natural region of Beringia with forests, herds of mammoths, woolly rhinoceroses, bison, reindeer.

In contrast to the mythical Atlantis, Beringia went under water about 10 thousand years ago. The earliest found ancient man sites in Chukotka are Ananayveem on the Ananayveem River (about 8,400 years ago) and Koolen IV on Lake Koolen near the village of Uelen (about 6,000 years ago).

In historical time the Chukchi are considered the indigenous people of Chukotka, although they preserved the memory of the more ancient people called the Onkilons. Reindeer husbandry played an important role in the rise of the Chukchi. The first encounter with the Russians happened in 1641, to the west of present Chukotka on the Yana River. By this time, the Chukchi were still at the technological level of the Stone Age.

Chukotka itself was discovered by the Russians during an expedition of Semyon Dezhnev in 1648. Anadyr fortress, founded in 1649, became the first Russian settlement. In the era of Russian colonization of Chukotka, it belonged to Yakutsk province. In 1778, the official peace treaty was signed between the Russians and the Chukchi.

In 1930, Chukotka national region was formed. In 1980, it became autonomous. In 1992, Chukotka autonomous region withdrew from the Magadan region and became a separate subject of the Russian Federation. Today, it is the only autonomous okrug that is not part of any region of Russia.

Nature of Chukotka

Chukotka scenery

Author: Vorobyov Maksim

Bear in Chukotka

Author: Stanislav Stepanov

Mountain in Chukotka

Chukotka - Features

The entire territory of the Chukotka Autonomous Okrug refers to the Far North. Pevek, the northernmost town in Russia, and Anadyr, the easternmost town, are located here. Chukotka occupies the entire peninsula of Chukotka and a number of islands (Wrangel, Ayon, Big Diomede and others). The region is washed by the East Siberian and Chukchi Seas of the Arctic Ocean and the Bering Sea of the Pacific Ocean.

Most of the region is located above the Arctic Circle. Therefore, the climate is harsh, subarctic, on the coast - maritime, in the hinterland - continental. Winter lasts up to 10 months. The average temperature in January varies from -15 to -39 degrees Celsius, in July - from +5 to +10 degrees Celsius, the absolute minimum - minus 61 degrees Celsius, the absolute maximum - plus 34 degrees Celsius. A lot of climatic records were registered in Chukotka.

The territory of Chukotka is rich in water resources. There are more than 8,000 rivers longer than 10 km, most of them are mountain rivers. The main rivers are the Anadyr, Omolon, Velikaya, Amguema, Bolshoi, and Maly Anyui. The largest lakes are Krasnoye, Maynits, Pekulneyskoe and unique Lake El’gygytgyn, the study of which allows people to understand what was the climate of the Earth thousands of years ago.

Chukotka has large reserves of natural resources: oil, natural gas, coal, gold, tin, tungsten, quicksilver. Mining industry is the basis of the local economy. The indigenous population is engaged in traditional crafts.

The main focus of agriculture in the region is reindeer herding. Chukotka reindeer herd is one of the largest in the world. In 1970, it reached its maximum - 587 thousand (a quarter of the world population of reindeer). In 2010, the number was about 195 thousand.

Tourism in Chukotka

Tourism is based on expeditions, cruises, ethno-tourism. Cruises attract the largest number of visitors, mainly foreigners. The main attractions are located in the border area. Foreigners need to get permission of the Federal Security Service of Russia to visit Chukotka.

Today, paved roads are available only in the towns and adjacent villages; throughout the rest of the territory of Chukotka winter roads are used - unpaved roads, where movement is possible only in winter. Chukotka also has no railways. The main means of transport for long-distance transportation are sea and air. Despite the proximity of Alaska, there are no regular air and sea links.

Traveling by waterways provides an excellent opportunity to see the beautiful nature of Chukotka. Kayaking and boating are possible in July and August, in the rest of the year the rivers are either covered with ice or too shallow.

Cruises are available along the coast of Chukotka and Providence districts (mostly American, Canadian and Russian tourists). They include visiting unique natural sites, historical and cultural monuments: the Whale Alley on Yttyrgan Island, Lorin hot springs, ethnographical places on Nunyamo and Dezhnev capes, national settlements.

Also cruises along the coast of Anadyr and Bering districts become more and more popular. For tourists visiting Anadyr in summer there are tours in Onemen Bay, Kanchalin estuaries, Anadyr estuary and mouths of the Anadyr and Velikaya rivers. Chukotka has a lot of hunting places.

Every year a large number of Russian and foreign scientists visit Chukotka and conduct research in various fields of science. Several scientific expeditions are constantly working in the region. The camps of reindeer-breeders in Shmidt and Iultinsky districts and settlements on the coast attract ethnographers and linguists who study the peoples of the Far North. Ornithologists are frequent guests in Chukotka too, more than 250 species of birds live here.

Chukotka is mostly hilly territory with low- and middle mountain relief. Under these conditions walking and biking tours of various complexity are possible in summer. Famous extreme travelers consider Chukotka one of the most difficult and interesting regions in the world.

Souvenirs of Chukotka:

• Products made of walrus tusk, reindeer antler and whalebone,
• Bags, wallets, gloves, slippers made of reindeer and seal fur,
• Eskimo balls,
• Rozetochki (ornaments on the neck) made of reindeer and seal fur.

Chukotka okrug of Russia photos

Landscapes of chukotka.

Camping in Chukotka

Author: Anatoly Gorin

Swampy Chukotka

Author: Oleg Fomin

Chukotka landscape

Author: Brad Bergstrom

Pictures of Chukotka

Chukotka nature

Author: Ledneva G.V.

Chukotka - a harsh place to live

Primordial nature of Chukotka

Author: Alexey Usov

• Currently 2.73/5

Rating: 2.7 /5 (175 votes cast)

Sponsored Links: