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    case study

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    Goutham vignesh J

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    Group No - 10

    Surabhi R
    Susmitha C
    Tibin Joseph
    Tina John
    Tomina
    Thomas
    S4 MBA
    Vipin Raj
    MACFAST
    Thiruvalla, Kerala
    INTRODUCTION OF XEROX
    CORPORATION
    • Type Public

    • Industry Document Services, Digital Imaging and


    Computer peripherals

    • Founded Rochester, U.S 1906

    • Headquarters Norwalk, Connecticut ,U.S

    • CEO Ursula M. Burns


    (present)
    www.xerox.com
    • Website
    XEROX HISTORY IN
    ⚫
    BRIEF
    Xerox was founded in 1906 in Rochester in United States of America by a
    person named Haloid Xerox

    ⚫ Xerox introduced the first plain paper office copier nearly 50 years ago

    ⚫ Xerox became almost generic for copying


    ⚫ In 1998 Xerox profits were growing at 20 percent a year and its stock price
    was soaring

    ⚫ Then things went wrong for Xerox. Only in 18 months Xerox lost some 38
    billion US dollars in market value

    ⚫ In the middle of 2001 stock price had plugged from $70 in 1999 to under $5
    ⚫ The world was quickly going digital but Xerox hadn't kept up. customers no
    longer relied on the company that results in Xerox failure
    XEROX NEW BRAND
    LOGO
    • Xerox is once again growing and profitable

    • The new brand logo for Xerox

    • Xerox new brand logo better fits the changing digital


    environment helping to
    complete the transformation of the company’s image
    PRODUCTS OFFERED BY XEROX
    CORPORATION
    Xerox today manufactures and sells a wide variety of office and
    production equipment including
    ▪ LCD Monitors
    ▪ Photo copiers
    ▪ Xerox Phaser printers
    ▪ Multifunction printers
    ▪ Large-volume digital printers
    ▪ Workflow software under the brand strategy of FreeFlow
    ▪ Xerox also sells scanners and digital presses
    ▪ Xerox also produces fax machines, professional printers, black and
    White copiers
    ▪ Markets software such as Xerox DocuShare, Xerox MarketPort
    and FlowPort
    SWOT ANALYSIS-
    STRENGTHS

    strong corporate brand.

    PARC (strong R&D lab).


    efficient working solutions for companies worldwide.

    strong environmental focus.

    The organization has a reputation for innovation and


    high quality management.

    Qualified suppliers.

    Successful implementation of benchmarking.


    WEAKNES
    S

    PARC became independent centre for commercial


    innovations.

    Fuji Photo Film Co. raised its stake in the venture to


    75% in 2001.

    operates in an ever changing, fast pace market


    dynamic.
    Less focus on product features.

    DIT fell behind HP and Kodak.


    THREAT
    S

    Competitors- HEWLETT-PACKARD, CANON


    INC,RICOH COMPANY LTD.
    Financial constraints.
    Growing pressure on companies to become
    Carbon neutral.
    OPPORTUNITIES

    “An outstanding customer service experience”.

    Acquisition of Affiliated Computer Services (ACS).

    Focus on environmental features of products.


    THE SUCCESS HIGHLIGHTS:
    ⚫ From year 1946 to 1973 annual sales growth exceeded 25%.

    ⚫ Annual growth of earning exceeds 35%.

    ⚫ The above achievements were in plain paper copier business.

    ⚫ In the year 1959 the company introduced 914 plain


    paper copiers that was early revolution in this business.

    ⚫ The copying equipment business achieved the growth from 20


    million in 1959 to 9.5 billion in1965 just within 6 years

    ⚫ In 1990 the world copy business was over 900 billion copies.
    HURDLES:
    ⚫ US firms (IBM & KODAK) & Japanese firms(Canon, Minolta)
    entered.
    ⚫ 50/50 JV with the Rank Org.PLC - market excess to
    Europe, Africa & Middle East.
    ⚫ The partnership with the Fuji Photo Film Company - access to
    Japan & Asia.
    ⚫ Concerned with US govt. antitrust suit than with the market
    entry with the domestic & foreign competition.
    ⚫ Between 1970-1980 market share & revenues fell from 96% to
    45%.
    ⚫ The Japanese attacked the low & medium range of the copier
    market. They were selling the products at the Xerox’s
    manufacturing cost.
    ⚫ David Kearns became the chairman in 1982.
    ATTEMPTS FOR
    SURVIVAL
    ⚫ Xerox developed a corporate revitalization plan
    called “Leadership through quality”.

    ⚫ Plan was developed to meet customers requirements.

    ⚫ Senior management drives this LTQ plan with the help


    of employees to focus on the process as well as
    products.

    ⚫ LTQ plan was fully integrated business process.


    CHANGE LEADERSHIP & ITS
    IMPACT
    ⚫ In 1991 KEARNS passed the leadership of Xerox to
    PAUL
    ALLAIRE.
    ⚫ Customers satisfaction level increased in every
    market served by company.
    ⚫ Revenue rose by 9% to record $13.6 billion.
    ⚫ Profit increased by 23% to $599 million.
    ⚫ ROA improved by over 2 points to 14.6%.
    ⚫ $1.1 billion in cash was generated.
    ORGANIZATION OF
    ⚫ XEROX
    9 business divisions.
    ⚫ 3 geographic customers operation division.
    ⚫ Primary focus was on BUSINESS MGT LEVEL.
    ⚫ The divisions responsible for Xerox offering:-
    ⚫ Research and technological development, manufacturing, sales, services
    & administration.
    ⚫ Dotted line relationship between business unit controllers and GM.
    ⚫ Document processing financial organization was a modified
    matrix organization.
    ⚫ The business division engaged in product development & manufacturing.
    ⚫ Customer operation division were organized geographically
    &manage customer relationship.
    ⚫ The MCS concentrated on responsibilities and performance of all
    12 divisions.
    FINANCE & CONTROL
    ⚫ FUNCTIONS
    The central focal point for the finance function of Xerox was
    FEC.
    ⚫ The membership consisted of senior corporate finance staff &
    CFO’s from the major Xerox operating organizations.
    ⚫ FEC set the course for becoming a world class financial operation
    based on their benchmark study.
    ⚫ They felt controllers could contribute in the formulation of mgt.
    decisions at operating unit.
    ⚫ FEC evolved in parallel with the start of LTQ &
    benchmarking activities.
    ⚫ The key to value added concept was in helping line managers
    to make more perfect business decisions.
    ⚫ Building trust in Xerox finance community.
    ⚫ Meet once a quarters for two days and discussions on wide range
    XEROX STRATEGY TO
    WIN

    Execute on growth
    initiatives Capitalize on market opportunities

    Expand
    distribution Leverage distribution investment

    Secure future Build on Xerox heritage of


    Technology innovation
    leadership

    Optimize productivity Drive cost reductions & margin


    & infrastructure. Improvement.
    Xerox better integrate its marketing plan

    Defining organization mission.


    Establishing strategic business units.
    Setting marketing objectives.
    Performing situation analysis.
    Developing marketing strategy.
    Implementing tactics.

    Monitoring results.
    Conclusion:-

    Xerox can be fixed.


    Because…..

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