Strategic Benchmarking System At Xerox Corporation

1. Benchmarking Benchmarking is simply the process of comparing a company’s performance, productivity, cost and quality of a specific process and product against another thriving company in the same industry. It involves the process of learning the best practices from other companies in the same industry. It very useful since through the knowledge it acquires from others it is able to evaluate itself against the competition and thus improve on its weakness and threats. In the case of Xerox, Robert

CASE STUDY Xerox Corporation Question 1 Outline the management control system at Xerox. What are the key elements that make the system work? During 1970s, the management system of the company was rigid and accuracy was emphasized, which compromised the management control quality and also lead to unnecessary bureaucracies. In addition, customers’ satisfactions were also neglected due to the bureaucracy occurred. Then, the company’s targets were set unrealistically by the numbers people i.e.

reputation, and the ability to borrow. Methods includes a range of management, manufacturing, and marketing functions and processes, such as motivational, negotiating, and alliance skills, and other intangible resources that are covered by the terms "benchmarking," "best practices," "outsourcing," "ISO 9000," "total quality management," "core competencies," and "competitive capabilities." A company 's resources make the formulation of corporate and unit strategies possible and give effect to strategy implementation

guide strategy over the long term.2 When the external environment is in a FIGURE 5.1 Analyzing resources and capabilities: the interface between strategy and the firm THE FIRM l Goals and Values l Resources and Capabilities l Structure and Systems THE INDUSTRY ENVIRONMENT STRATEGY l l Competitors Customers l Suppliers The Firm–Strategy Interface The Environment–Strategy Interface CSAC05 1/13/07 9:21 Page 126 126 PART II THE TOOLS OF STRATEGY

May-funel989 STRATEGIC INTENT by Gary Hamel and C.K. Prahalad "oday managers in many industries are working hard to match the competitive advantages of their new global rivals. They are moving manufacturing offshore in search of lower labor costs, rationalizing product lines to capture global scale economies, instituting quality circles and justin-time production, and adopting Japanese human resource practices. When competitiveness still seems out of reach, they form strategic alliances-often

QUAI.TY AND COMPETITIVE ADVANTAGE 25 (Ju,ility and Business Results 27 TIIRLE LEVELS OF QUALITY 29 QUALITY AND PERSONAL VALUES 29 SUMMARY OF KEY POINTS AND TERMINOLOGY 31 QUALITY IN PRACTCE: FROM LEADERSHIP THROUGH QUALITY TO LEAN Six SIGMA AT XEROX 31 CHAPTER 3 PHILOSOPHIES AND FRAMEWORKS THE CEDAR FOUNDATION 90 89 QUALIY PROFILES: TEXAS NAMEPLATE COMPANY, INC., AND THE DEMING PHILOSOPHY 91 Deming 's 14 Points 99 Foundations of the Deming Philosophy 92 QUALITY IN PRACTICE:

sometimes place their bets on the wrong ponies. Nevertheless, research points to executive patronage as an important contributor to radical innovation. 6. Innovators are rewarded f. Creativity will not flourish in the absence of a reward system that encourages individuals to stretch beyond the bounds of normal work. Creative energy is quickly dissipated and must be replenished some- how. Rewards serve this purpose. v. Recognition vi. Control vii. Celebration

STRATEGIC MANAGEMENT PROCESSS Strategic or institutional management is the conduct of drafting, implementing and evaluating cross-functional decisions that will enable an organization to achieve its long-term objectives[1]. It is the process of specifying the organization 's mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects

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of every activity in the value chain can yield all of the following strategic advantages except A. performance enhancement. B. cost reduction. C. extending the life cycle of the product of service. D. risk reduction. 15. Gillette's worldwide success with its Sensor razor demonstrates A. the importance of merging global and multidomestic strategies. B. the values of establishing joint ventures with several multinational corporations. C. that a global marketing effort can sometimes be successful. D.