Xerox case ppt
- 1. CAN XEROX BE FIXED? BY Priyanka Gaherwar Xerox present headquarter Norwalk, Connecticut, US.
- 2. XEROX AT A GLANCE Founded in 1906, Rochester, NY, US. headquartered in Norwalk,Connecticut (moved from Stamford, Connecticut in October 2007 .. PARC founded in 1970. Incorporated in 2002 as an independent centre. Fuji Xerox was established in 1962 as a 50:50 partnership with Rank Xerox. PRESENT Key people - Ursula Burns, CEO -Anne M. Mulcahy, Chairman Employees 53,600 (2009) 9,400+ patents(2009) $880 million spent on R&D (2009) Xerox locations-160 countries. On September 28, 2009, Xerox announced the intended acquisition of Affiliated Computer Services for $6.4 billion.
- 3. XEROX STRATEGY TO WIN Execute on growth initiatives Capitalize on market opportunities Expand distribution Leverage distribution investment Secure future Technology leadership Build on Xerox heritage of innovation Optimize productivity & infrastructure. Drive cost reductions & margin Improvement.
- 4. 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.
- 5. WEAKNESS 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.
- 6. OPPORTUNITIES “An outstanding customer service experience”. Acquisition of Affiliated Computer Services (ACS). Focus on environmental features of products.
- 7. THREATS Competitors- HEWLETT-PACKARD, CANON INC,RICOH COMPANY LTD. Financial constraints. Growing pressure on companies to become Carbon neutral.
- 8. Q1. what factors account for Xerox’s continuing problems? Peter McColough’s (CEO) failed to commercialize new technology . Failing to hire the right people for essential positions. McColough’s reduced focus on Xerox business. Misguided priorities approved by CEO. Always beat up on suppliers. Shrinking Profits Rumors by Thomson Reuters Violations of the “GAAP”. Auditing by KPMG.
- 9. Q2. How can Xerox better anticipate and plan for the future? focus on business process management Asset Sales and Cost Cutting. Make deep cut in R&D Follow the Recommendations of outside advisors.
- 10. Q4. Comment on the statement. “I hear about asset sales, about refinancing, but I don’t hear anyone saying convincingly; ‘Here is our future’ ”. Where will we be active? Arenas Staging Differentiators Vehicles Economic Logic How will we get there? Where will we be active? How will we Obtain our returns? What will be our speed & sequence of moves?
- 11. Q3. How can 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.
- 12. Conclusion:- Can Xerox be fixed? Yes Xerox can be fixed. Because…..
- 13. Should focus on new DIT’s. Focus on Acquisition RECOMMENDATIONS