Adult products blockchain

Strictly speaking, it's a double scam. The first step is to pay a franchise fee, and then you need to sell the goods they provide. The price is not cheap. You just work for them. In addition, the market for alt procts is far from as good as they say. There is no supervision on the market for alt procts. People are afraid of buying fake goods. They seldom go to the vending machine to buy them. Generally, they go to the direct online shopping malls of big brands to buy them

if you make money, it's also a big profit for the franchise company. You make a small part of it. If you lose money, it's all your own. You think ah, all the risks you bear, and they take most of the profits, you can only get a very small part of the following (you pay a high franchise fee, you sell for them, you do publicity for them), which is no different from a scam. Really want to do, can buy a machine from the strength of their own manufacturers, find their own sources are much better than joining. In addition, the snack beverage market is much easier to do than the alt procts, with large demand, stable market and no risk. Schools, factories and hospitals are excellent places for delivery, and the cost of spot delivery is much lower

Kodak developed digital camera technology as early as 1976, and used digital image technology in aerospace field; In 1991, Kodak had a 1.3 megapixel digital camera. But by 2000, Kodak's digital procts only sold to 3 billion US dollars, accounting for only 22% of its total revenue; In 2002, the digitization rate of Kodak's procts was only about 25%. According to the sales profit report of Kodak's departments from 2000 to 2003, although the sales performance of Kodak's departments from 2000 to 2003 only fluctuated slightly, the decline of sales profit was very obvious, especially in the image Department. Specifically, the sales profit of Kodak's traditional imaging department dropped sharply from US $14.3 billion in 2000 to US $4.18 billion in 2003, a drop of 71%! After taking photos from the "film age" to the "Digital Age", the glory of the former image Kingdom seems to disappear with the fall of film. There are various reasons for the Kodak crisis: first, Kodak has relied on the relatively backward traditional film department for a long time, but it is slow to respond to the impact of digital technology on the traditional image Department. Secondly, the management style is conservative, satisfied with the market share and monopoly position of traditional film procts, lack of forward-looking analysis of the market, no timely adjustment of the company's business strategy focus and department structure, hesitant decision-making, missed the opportunity
e to the single investment direction, it is difficult for the ship to turn around.
e to the improper grasp of the transition and switching time between the actual profits brought by the existing technology and the future profits brought by the new technology, Kodak spent a lot of money on the proction line of the traditional film factory and the equipment of the printing shop at a low level and simply repeated investment, which squeezed out the investment in digital technology and the market, It increases the cost of exit / renewal, which makes the company in the dilemma of "knowing its mistakes is difficult to correct" and "ship is difficult to turn around". According to statistics, as of the end of 2002, the number of Kodak color printing shops in China has reached more than 8000, 10 times that of KFC and 18 times that of McDonald's! These stores are becoming the burden of Kodak's strategic transformation when they can't provide enough profits< In the past, Kodak's management came from traditional instries, such as Charles barrentine, the current Vice President of operation system, who studied chemistry, Cohen, the general manager of digital imaging system in the United States, who studied civil engineering, and so on. Of the current 49 senior managers, seven are from chemistry, while only three are from electronics. Especially in terms of market application and maintaining leading position, traditional instry leaders ignore the continuous development of alternative technology, thus losing the leading share of new proct market
from the comparison of the market share of traditional film and digital image procts, we can see that Kodak's attachment to traditional film technology and procts and its slow response to the impact of digital technology and digital image procts have largely determined the necessity of Kodak's falling into the growth crisis
short sighted strategic alliance
from the perspective of market competition, the relationship between technology competition and cooperation in Kodak's business strategy is influenced by short-term market behavior, and the strategic positioning and role of competitors and partners are blurred
the competition in technology market is fierce, the leading cycle of electronic technology is shortened, and the number of international competitors is increasing. In the field of digital cameras, camera phones, digital printing and digital printers, we are facing fierce competition from big companies such as Fuji, Sony, HP, Canon and Epson. Although Kodak has also established a large number of strategic alliances with its competitors, there are few strategic alliances in terms of core technology, most of which are service alliances. How can the sharp weapon of the country be given to others. In fact, the management should be soberly aware that Kodak used to rely on film as its boss, and it also relied on this diamond to cooperate with others, and they will be touched by you. In the digital age, without the core technology, the operation of enterprises will be in a dangerous state at any time, and everything in the past will depreciate in an instant. Cooperation is never wishful thinking. Despite the struggle, Kodak still came to this stage - filed for bankruptcy protection in New York on January 19, 2012 according to Chapter 11 of the bankruptcy law of the United States. Founded in 1880, this company is the world's largest procer and supplier of video procts and related services. In the digital era, because it can't keep up with the pace, it has to face a cruel ending
previously, Kodak's average closing price had been below $1 for 30 consecutive trading days, which did not meet the listing requirements of the New York Stock Exchange. Eastman Kodak, headquartered in Rochester, New York, announced in early January that it had received a warning from the New York Stock Exchange that it might delist if its share price did not rise in the next six months
in 2011, Kodak reported bankruptcy rumors for several times, and the share price of that year fell by more than 80%, with the latest report of US $0.66. This is the latest blow to Kodak, which is selling its assets to survive. Kodak said it could not guarantee that it would meet the listing standards of the New York Stock Exchange within the next six months e to the company's liquidity challenges
according to the application documents submitted by Kodak, its current assets are US $5.1 billion, but its debt has reached US $6.8 billion, which is in a serious insolvency situation
"members of the board of directors and the whole management believe that this is a necessary and correct step for Kodak's future." Chairman and CEO Antonio M. Perez said in a statement. He also said that filing for bankruptcy protection would allow Kodak to maximize the value of its assets, including licensing patents such as digital imaging to mobile phone and other device manufacturers
Kodak said that the company and its U.S. subsidiaries have applied to a U.S. bankruptcy court for business restructuring under Chapter 11 of the bankruptcy law. Subsidiaries outside the United States are not included in the application. Kodak said the move will enhance the liquidity of its US and overseas assets, commercialize non strategic intellectual property rights, properly solve the problem of remaining liabilities and focus on the most valuable businesses
in addition, Kodak has obtained a US $950 million loan line from Citigroup for bankruptcy protected enterprises, with a term of 18 months, to improve liquidity and working capital. The loan line also needs to be approved by the court and has some preconditions. The company believes that ring the bankruptcy period, the company has enough liquidity to maintain its operation and will continue to provide procts and services to consumers
Kodak is expected to continue to pay its employees' salaries and benefits, and maintain its services to consumers. Kodak's overseas subsidiaries are not subject to bankruptcy protection provisions and are obliged to pay all outstanding debts to suppliers. Kodak and its U.S. subsidiaries undertake to pay all debts owed to suppliers after bankruptcy. In response to the above problems and the reflection of the capital market, Kodak announced a major strategic change on September 26, 2003: abandoning the traditional film business and shifting its focus to the emerging digital procts
1
2. No longer make any significant long-term investment in the traditional film business
3. The company reorganizes the original film imaging department, medical imaging department and commercial imaging department into five digital technology departments: commercial imaging, commercial printing, medical imaging, digital and film imaging system, imaging and parts
4. Introce a series of digital cameras and inkjet printers to consumers, and compete with Fuji, HP, Xerox, Canon and Epson in the digital business field
5. Adhere to its film franchise business, and actively carry out private brand film business, such as: film will be sold abroad as a non Kodak brand trademark
6. Form a comprehensive solution for consumers to stay at home through cross instry alliance, namely the following instrial chain, including: digital camera (Kodak or non Kodak brand) - FedEx delivery - chain printing store output; MMS (Photography) mobile phone - network transmission - chain printing store output - FedEx delivery - customer
7. In the Chinese market, both traditional business and digital business should be taken into account, and a Kodak global proction center should be built, with the main business of assembling core models of digital cameras, and the localized proction of parts and digital printing should be started at the same time; Kodak's traditional civilian imaging business continues to expand its market share in the Midwest and secondary cities, realizing the strategic transformation from "imaging" to "imaging + retail service". 8. Realize the strategic planning of "double T" (comprehensive solution and overall satisfaction) and "Double E" (extension and expansion), and strengthen the terminal output. Following the introction of the transformation strategy in September, Kodak CFO Brewster announced the key points of Kodak's new strategy at the Western New York investors' conference, including: 1
2. Accelerate the development of the company's existing digital image procts and services
3. Strictly focused acquisition to fill the deficiencies of existing businesses and accelerate the entry into the closely related image market
4. Explore long-term growth opportunities in areas such as electronic display and inkjet printing. In the year after the transformation, Kodak launched a series of activities: acquiring algotec systems and Scitex digital printing company, establishing strategic cooperation with Verizon Wireless, completing the merger and acquisition of nExpress and Heidelberg, purchasing image sensor business from national semiconctor, purchasing orex company, selling auntminie business, purchasing Creo company, etc
a spokesman for Kodak said: "this is what Kodak must do in the face of reality - in the transformation from traditional imaging business to digital business." At the same time, in terms of management arrangement, Kodak has made intensive efforts to replace its personnel. Kodak's board also expects him to "continue his legend in developing digital procts and organizational management.". Kodak hopes that this new strategic transformation will lead to more diversified business, and expects that this new strategy will enable the company to grow at an annual rate of 5% - 6%. Annual revenue could reach $16 billion by 2006 and $20 billion by 2010. In fact, Kodak company successfully developed digital photography technology as early as 1976, but it has been faltering in digital imaging. First of all, Kodak's huge investment and global presence in the traditional film market has become a huge burden for the company to turn to the digital market. Moreover, Kodak's management did not take transformation as the company's core strategy in the middle and late 1990s. George Fisher, the company's former chief executive, once declared that Kodak would achieve the same sales volume of traditional business and digital business in 1997. However, the fact is that the management of the company is more immersed in the creation of the advantages and profits of the traditional film market, and even thinks that the promotion of digital cameras and other procts will hurt its traditional business. After Kodak determined its strategy to enter the digital market, some shareholders still criticized that Daniel carp, the CEO of Kodak at that time, was betting on the digital strategy with Kodak
in the battle for the traditional film market, Kodak's competitive advantage is more in terms of market strategy and business model, and the development of related alternative technologies is often placed in a secondary position. But in the digital image market under the background of it, the competition of key technologies becomes more intense. Kodak in the mid-1990s

The reasons for Kodak to apply for bankruptcy are as follows:

1, the fierce price competition in the market

the fierce competition in the film market has increased the pressure on Kodak's operation. In Eastern Europe and developing countries, cheap film also poses a great threat to Kodak, because people with low income pay more attention to price than brand and quality. Kodak has implemented a series of price counterattack strategies, which have played a role to a certain extent, but it is still unable to completely eliminate the adverse impact of the price war

2. The impact of digital imaging technology on traditional imaging technology

high cost, heavy equipment and serious pollution are the problems that are difficult to solve in the proction and printing process of negative film and photo paper. The inconvenience caused by using negative film and photo paper is that it is bulky, unable to keep permanently and difficult to find

extended materials

Kodak's achievements and brilliance before filing for bankruptcy:

1. Kodak invented the first digital camera in 1975

4. In 1990 and 1996, Kodak ranked fourth among the top 10 brands ranked by the brand consulting company, and it is worthy of the hegemony in the photographic instry