TheNewKodak
February 7, 2008
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The New Kodak | 2 |
The New Kodak | 3 |
The New Kodak
Antonio Perez
Chairman and CEO
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Program ofEvents
The New Kodak | 5 |
KeyMessages of the NewKodak
The New Kodak | 6 |
2007: Every Metric Met orExceeded
The New Kodak | 7 |
SuccessfullyDelivered 2007StrategicImperatives
The New Kodak | 8 |
NewReportingStructure: LeverageTraditionalAssets
The New Kodak | 10 |
2008DigitalPortfolio: Built to Grow
The New Kodak | 11 |
2011DigitalPortfolio
Corporateaverage gross profitimproves over theplanning period
The New Kodak | 12 |
2011TraditionalPortfolio:Viable Mid-Term
#1marketpositions,smaller size, good cashgeneration
The New Kodak | 13 |
The NewKodak: 2008Revenue
The New Kodak | 14 |
DigitalBusiness:Critical Mass andHealthyGrowth
The New Kodak | 15 |
GeographicBalance:GlobalStability andGrowth
The New Kodak | 16 |
Balancing theReturns from IPRemains aPriority
The New Kodak | 17 |
Surplus CashAllocation 2008-2011
The New Kodak | 18 |
2008 KeyStrategicImperatives
The New Kodak | 19 |
This is the NewKodak: 2008FinancialTargets
The New Kodak | 20 |
2008-2011:TargetBusiness Model
The New Kodak | Excludes restructuring/rationalization | 21 |
A ShiftTowardsAnnuitiesEnhances Gross Profit
The New Kodak | 22 |
TheFuture of the NewKodak
The New Kodak | 23 |
Traditional’s Staying Power
Mary Jane Hellyar
President, Film, Photofinishing & Entertainment Group
Executive Vice President, Eastman Kodak Company
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FPEG KeyMessages
The New Kodak | 25 |
FPEG KeyAccomplishments
The New Kodak | 26 |
The FPEGPortfolio
The New Kodak | 27 |
RevenueDecline RateStabilizes,
Driven by Shift inPortfolio Mix
The New Kodak | 28 |
FPEGTargetBusiness Model
The New Kodak | 29 |
TraditionalPhotofinishing:
Focus onMarginExpansion
The New Kodak | 30 |
EntertainmentImaging:
A Year of SolidResults forKodak
The New Kodak | 31 |
CinemaScreens areBroadlyDistributed &Growing
The New Kodak | 2007 Estimated WW First-Run Screens = 88,000 | 32 |
D-CinemaAdoption Still in EarlyStages
The New Kodak | SOURCE: Screen Digest 2007 Forecast | 33 |
Origination FilmTransitioning atMeasured Pace
The New Kodak | 34 |
FPEG 2008Operational Goals
The New Kodak | 35 |
FPEG KeyMessages
The New Kodak | 36 |
Digital Growth
Phil Faraci
President & Chief Operating Officer
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Progress to Date with the DigitalBusinesses
The New Kodak | 38 |
GraphicCommunications
Group
GrowthtoOutpacetheMarket
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The New Kodak | 40 |
2007Performance: GCG
The New Kodak | 41 |
KodakParticipates in Strong &GrowingMarkets
The New Kodak | 42 |
The New Kodak | 43 |
MarketDriversFuelingKodak’sProfitableGrowth
The New Kodak | 44 |
GCGPortfolio
Large,profitableposition inCapture &Prepress, growth in Digital Print &EnterpriseSolutions
The New Kodak | 45 |
KODAKSTREAMBreakthroughTechnology
Introduction at Drupa ‘08
The New Kodak | 46 |
KODAKSTREAMBreakthroughTechnology
Introduction at Drupa ‘08
The New Kodak | 47 |
KODAKSTREAMContinuous InkjetPrinting
The New Kodak | 48 |
MakingProgressToward Target Model
The New Kodak | 49 |
SolidBusiness Model
The New Kodak | 50 |
The New Kodak | 51 |
Consumer Digital Group
Growth toOutpace theMarket
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KeyMessages
Strongperformance in 2007
The New Kodak | 53 |
2007Performance: CDG
The New Kodak | 54 |
WellPositioned in HigherGrowth DigitalMarkets
The New Kodak | 55 |
MarketDrivers ofKodak’sGrowth
The New Kodak | 56 |
WellPositioned in“ConnectedImaging”
Connectingpersonalcontent to the TV, mobiledevice, PC and retailcommercial hubs
The New Kodak | 57 |
CDG Portfolio
Broad footprint with Cameras & Kiosks, high growth with CMOS, Inkjet printers & Connected Imaging
The New Kodak | 58 |
Kodak CMOS Redefines Mobile Quality
5 mp, ¼” CMOS Sensor
The New Kodak | 59 |
Inkjet’s Breakthrough Value Broadly Accepted
The New Kodak | * SOURCE: NPD, does not include Mass, Direct | 60 |
channels |
Making Progress Toward Target Model
The New Kodak | 61 |
Solid Business Model
The New Kodak | 62 |
The New Kodak | 63 |
The Growth Model
Frank Sklarsky
Chief Financial Officer
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Agenda
The New Kodak | 65 |
2007 Financial Results
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“Mission Accomplished”
The New Kodak | 67 |
Achieved All 2007 Key Metrics
The New Kodak | 68 |
Our Corporate Restructuring is Complete
The New Kodak | 69 |
Exceeded Cash Goals
The New Kodak | 70 |
Bridging the Change
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Building Transparency into our Digital Businesses
The NewReporting Structure (effective 1/1/08)
The New Kodak | 72 |
New Operating Structure – 2007 Breakdown
The New Kodak | 73 |
2008 Priorities & Financial Model
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2008 Priorities
The New Kodak | 75 |
Review of Key Trends Under New Structure
The New Kodak | 76 |
2008 Business Model
The New Kodak | 77 |
2008 Financial Targets
The New Kodak | 78 |
How Should We Think About
Net Earnings for 2008?
The New Kodak | 79 |
2008 Cash Generation
The New Kodak | 80 |
SignificantImprovement in Operating Cash Flow
2008 Cash Flow Plan
The New Kodak | 81 |
Outlook for 2008 Taxes
The New Kodak | 82 |
Ample Liquidity Provides Significant Flexibility
The New Kodak | 83 |
The New Kodak | 84 |
Looking Forward …
TargetBusiness
Model
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Driving DigitalBusinesses Drives
OverallRevenue Growth
The New Kodak | 86 |
2011Business Model
The New Kodak | 87 |
TargetBusiness Model
The New Kodak | 88 |
RampingCash Flow
The New Kodak | 89 |
Capital Allocation and
Value Creation
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CapitalAllocation Philosophy
The New Kodak | 91 |
The New Kodak | 92 |
Key Criteria forInorganicInvestments
The New Kodak | 93 |
KeyTakeaways
The New Kodak | 94 |
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