Business Screen Magazine (1965-1966)

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Motivated by Customer Needs i«-\«l\-liit«-;:ral<'il Moliun I'iclun \ KtliKiitiiiii ^la^k«•l^ l)ni>ioii I Eaxliiian Ko.lak lla^ riiiiiarj K«>iK.M>il>ilil> r«»r Ainliox iMials "The tiiMomer is alwiiys rif-ht!" Although some persons in scllig might wish to dispute that anient pro\erh of the tradesman, ie Hastman kinlak Company has iken the meaning to heart. Alert eaders of business eolumns in e\sspa|XTs and trade magazines ave notieed that quite a few mangement ehanges have been taking lace within Kixiak's sales setup. In what might be termed as enorsement of the marketing conept which has grown so popular .iihin the past five to ten \ears, i.odak is fundamentally restructurig its entire photographic prodcts marketing team. Otilliiies the Basic Purposes Cierald B. Zornow, \ice-presienl for marketing, points out: "The rearrangement now taking ilacc has two basic purposes: "First, it is to afford full recogition to the importance of the ustomer. We feel that the one idispcnsable person is the cus.)mcr. "Thus the mine places more tress on evaluation of customer leeds and on seeing to it that these leeds arc translated to our dcvclipment groups. The Power to Make Deci.'iion.s "The second purpose is to iroaden the decision-making pi>wr in i>ur internal marketing or;anizati<in. For this reason, we lave designated five principal areas if responsibility. "We expect to gain — and are ;aining — a stronger, more reponsivc organization. We antici>ate that the marketing concept sill involve the entire company — research, development, production, and staff." Five .\rcas of Rcspoiisihility The five areas of responsibility to which Mr. Zornow referred are those related to the photographic aspects of Kodak's business: 1. Motion Picture and F.ducation Markets Division (with the word "education" here defined in broad terms to encompass use by business and industry, by governmental agencies, etc., of not only films but a wide gamut of other audiovisuals) ; 2. Professional, Commercial and Industrial Markets Division; 3. Consumer Markets Division; 4. Radiography Markets Division; and 5. Recordak Corporation. As indicated, each responsibility area is called a "markets division," and is headed by a general manager. Within each division arc four sections — product development; sales; information and analysis; and advertising and customer services. .4 Single .Marketing Group In effect, Kodak has combined its line of audiovisual products with that of its professional motion picture films to form a single, integrated marketing group, in the area of greatest interest to readers of BusiMss Sc i<i,i:n. Considering the fact that the audiovisual market has been showing a steady increase since the days of World War II, the Kodak move is looked on by many as an optimistic siyn lor the future of the field. Donald E. Hyndman, a Kodak assistant vice-president, is the general manager of the motion picture Oonalcl F,. II>iulniaii, jxiuckiI iikiikifici of Mdlidii I'iiliirc and F.iliicdtioii Mmkcl.s lyitisioii iil Kodak. i. M. (.'orhiii, lUMUiiiir of pnidticl H. li. .Mcl'licrsoii, iiKtiut^cr of ddihniniuu. nilliiii tin urn: Division. iirlisirifs, and ciistotticr senilis. and education markets division. Among the key men reporting to liini arc R. M. Corbin. manager of product planning; R. H. McPherson, manager of advertising and customer services; and R. E. Connor, manager of information and analysis. The rcorgani/alion came aftci an exhaustive study of Kodak's many kinds of customers and their needs, an evaluation of the company's product lines, and a review oi other marketing operations. A basic reason for these marketing studies was an awareness of the ever-increasing atmosphere of strong, competitive activity. Kodak is utilizing its considerable marketing strength and, at the same time, choosing some areas to restructure its organization. "A major change such as we are going liirough d<ies not happen overnight." explains Mr. Hyndman. "As soon as possible, we arc trying to call in person on each customer to explain the plan and to find out in what ways Kodak can be of greater service." • R. E. Connor, nuniiificr of injormatiou mid aiiidiisis in nitisioii. Tradition Plays Key Role in "Nothintj But a Man" vv The new smash-hit feature film, Noihina Bill a Man. which has received unanimous rave reviews from all of New York's film critics and the national weeklies, was produced by Michael Roemer, Robert Young and Robert Rubin in association with Du .Art Film Laboratories. The background for this unusII a 1 co-production arrangement goes back \o the day of the old Biograph Studios. Al Young, one of the founders of Du Art, was an editor at Biograph and had been with other Hollywood producers belore starting the laboratory. One of his sons, Irwin Young, succeeded him as President of Du Art. Stiiu jroiii "Solliin^ But a Man, out.standliiii iiiw feature picture. Another son. Robert, went into documentary and television film production, first in school at Harvard (where he met and started working with Michael Roemer) and later at NBC. For years, Irwin and Bob Young have been discussing doing a feature film together. When the idea of Noiliiiit; But a Man came up. they decided to go ahead. The Du Art organization, as one of the producers, handled all the financial, bookkeeping and distribution arrangement" for the film. The successful association of Du Art ami RoemerYoung is expected to continue in any future projects the young film makers are involved in. Notliina Bill a Man was the only U.S. entry at this year's Venice f-^ilm Festival, and received two awards from the 1-estival Committee. It was also shown at the New York Film Festival last September where it received thunderous applause from the audience. • EniTOR's Noil : This new film is also making a significant contributi(Mi to human relations and merits the conuiiendation vshich reviewers have bestowed upon it. I 102 BUSINESS SCREEr