过分沉溺于品牌以往依附的产品，品牌就会成为一种负担，成为一种负资产。

公司骄傲自满错失转型时机
衰落：
1、投资方向单一
由于对于现有技术带来的现实利润和新技术带来的未来利润之间的过渡和切换时机把握不当，造成柯达大量资金用于传统胶片工厂生产线和冲印店设备的低水平简单重复投资，挤占了对数字技术和市场的投资，增大了退出/更新成本，使公司陷于“知错难改”，“船大难掉头”的窘境。

2、决策层迷恋既有优势
过去柯达的管理层都是传统行业出身。

在市场应用和保持领先地位方面，传统产业领导忽视了替代技术的持续开发，从而失掉了新产品市场应有的领导份额。

3、短视的战略联盟
技术竞争与合作的关系，被短期市场行为所左右，竞争者与合作者的战略定位和战略角色模糊。

破产：
1、柯达长期依赖相对落后的传统胶片部门，而对于数字科技给予传统影像部门的冲击，反
应迟钝。

2、管理层作风偏于保守，满足于传统胶片产品的市场份额和垄断地位，缺乏对市场的前瞻
性分析，没有及时调整公司经营战略重心和部门结构，决策犹豫不决，错失良机
Ø indulging in departeddependent product, and thus the brand will become a burden and a kind of negative assets.
Øcompany`s complacency leads to lose theof opportunity of transformation
Decline:
1,single investment direction
Failing to solve the contradiction between realistic profits and future profitcaused a lot of money for a conventional Kodak film printing shop equipment factory production lines and the low levels of simple repeated investment, diverted to the digital technology and market of the investment, and increase the update cost, sothe company is in an awkward situation.
2, decision-making infatuated with existing advantages
The past of Kodak management are traditional industry background. In the application of the market and maintain leading position, the traditional industry leaders ignore the sustainable development of alternative technologies, which lost new products market share due leadership.
3, shortsighted strategic alliance
Technology competition and cooperation relations, be short-term market behavior or so, the strategic positioning of competitors and partners and fuzzy strategic role.
Bankruptcy:
1, Kodak has long relied on comparatively backward traditional film department, and being unresponsive to the impactsbrought by digital technology to the traditional image
department.
2, the management tends to be conservative style, being satisfied with the film the product's market share and monopoly position, lackingmarket prospective analysis, and fail to adjust company operation strategy and department structure.。