Scanners and Xerox This paper will identify the multiple business pressures on Xerox and describe some of the company’s response strategies. Also it will identify two roles of IT first as a contributor to the business technology pressures and secondly as a facilitator of Xerox’s critical responses activities.
Identify the multiple business pressures on Xerox and describe some of the company’s response strategies.
In the beginning Xerox with its introduction of the Xerox 914 automatic, plain paper copiers) Xerox was empire of the copying industry (Xerox, 2014). With all they had accomplished Xerox had a unique position in the industry. What they did was synonymous with what they performed. In any company to say “I am
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This action was followed by cutting cost everywhere necessary so that the company would begin to pay off debts and show profits. To start with they sold off some of the company’s assets like parts of the Fuji Xerox and outsourced to Flextone outsourcing was simpler and cheaper than doing it themselves(George, 2008). To address the SEC issues a settlement was made and reached. (George, 2008) Xerox also had to lay of many of its employees to help handle the huge debit they were in. The company purchased two firms one that handled the discovery process for litigation electronically and the other for mortgage documentation. A major purchase for Xerox was Affiliated Computer services (ACS). This acquisition of ACS was the beginning of its entry into the service industry (Datamonitor 2009). The ideas is that the company would be taking over document management from corporations, state governments, and law firms, typically using non-Xerox equipment ( Datamonitor 2009). ACS specializes in information technology services and has expertise in managing paper based work all of which would be a key asset to Xerox new direction of not just Copier Company but a service documentation company. Xerox capabilities would also be strengthen by the acquisition (Datamonitor 2009).
The IT industry in the 2000s may have
available data is presented in a comprehensive and easily accessed format. The report includes financial
Changing Market Conditions In the early 1990's, while technological innovation continued to drive the company's success, many business units were being forced to compete on other dimensions. In consumer product lines, low prices, broad availability and ease of use had become competitive requirements. Lew Platt, HP's current President and Chief Executive Officer, once acknowledged the importance of improving customer service and responsiveness, We're not doing as good a job in order fulfillment as we need to. In fact, it's where we get our lowest marks from customers. We have to be a lot easier to do business with. Improvement in order fulfillment will strengthen HP's competitiveness, increase customer satisfaction and reduce expenses, so this is an
1 Understand the purpose of producing high quality and attractive documents in a business environment
The problem in this case is Kodak's steadily eroding market share and shareholder value in the film rolls market. This is especially undesirable given the fact that the market has been growing at a tepid 2% annual rate and the steadily increasing threat from competition. Kodak needs to come up with a strategy for corrective action so as to arrest this decline, regain market share and increase share holder value. Kodak's strategy is to reposition itself by targeting a new segment of price sensitive customers and re-segmenting the super premium customers’ space by including a wider segment of special occasion customers.
The PC group within HP PPS has been refocused around customer needs. The PC group changed its product line which had a stronger focus on product design. New business models have been the focus of the print group. Business models such as Ink Advantage, is a program designed to target price-sensitive customers in emerging markets. Ink in the Office is an initiative of the print group that targets business customers. The group has expanded differentiated services and solutions by leveraging HP's portfolio of hardware and software, including combining multifunction printers with Autonomy management solutions to develop cloud-based document management services (HP,
2. Acquisitions Staples’s revenue was twice the OD’s revenue, OD could merge with Office Max in order to compete with Staples at the same level. In addition, after that the alliance could integrate the source effectively and efficiently and cut more operating cost.
Kodak currently has no position within the ink market. The ink business is a $45 billion a year sector that could regenerate Kodak’s position in the printing sector. The market for ink is dominated by HP, followed by Epson, Canon, and Lexmark. Entering a complete new market may be beneficial in its current position. According to Kodak, the greatest obstacle to printing at home is the cost of ink and supplies. Kodak can develop a cost efficient solution that will be more appealing to consumers. With the launch of this product, Kodak must focus on several sectors of business: marketing, pricing, distribution, and production. Onesource (2011).
Xerox hopes to avoid mistakes of the past by having “a system to prevent technology from leaking out of the company”, according to Robert V. Adams, president of XTV. They have a $30 million dollar fund to support this intrapreneurial activity. It has supported a dozen start-ups thus far, only two having failed. These are extremely promising numbers, with 83% of ventures coming to fruition.
We live in a world where, because of the Internet and the Web, we can communicate with someone in Africa or Asia as easily as we can communicate with someone in the office next door. A company like Xerox represents businesses all over the world, and the diversity of its employees is a big plus. Acknowledging our differences and
Xerox is an American corporation having its headquarters currently in Norwalk Connecticut. The headquarters of the company moved from
D. How companies in the publishing industry are adjusting their strategies to cope with today’s challenges
It was soon apparent that there was not much profit in just selling computers, so Cohn undertook to tram Pam and himself in the installation and service of NovellTm computer networks. This broadened the base of the business considerably, In order to further use his resources, Colin became the local Xerox distributor and EduComp became the sales agent.
While Kodak has historically been a well-established brand name in the marketplace, it struggled to find a niche when the industry morphed from a film-based market to a digital-based market. Kodak has struggled to successfully evolve its film-based business structure to the new structure of digital-based technology, which has allowed for competitors to enter the market, decreasing Kodak’s market share. Competitors (such as Canon Inc., Fuji Photo Film Co., Hewlett Packard Co., Nikon, and Sony Corp.) have posed major threats to Kodak’s livelihood. Kodak faces a 5% drop in film sales (2001-2003) and a 3% reduction in overall revenues over the same time period. In addition, revenues and net income are expected to be fairly flat (or decrease) in future estimates. Kodak faces much pressure to revitalize their business through digital imaging, a radical innovation, or risk being eaten alive in an industry they thought they controlled.
Financial Research – The Xerox Abstract On April 8th, 2002, the Xerox Corporation ("Xerox") announced its willingness to accept the U.S. Securities and Exchange Commission (SEC) to reach a settlement with the conditions. Thereafter, its financial fraud became surfaced. On June 28th, Xerox Corporation in accordance with the requirements of the settlement, submitted the unaudited 1997-2000 restated annual financial statements to the SEC, and recognized fraud interest income of $6.4 billion, pre-tax profit of $1.4 billion (SEC thought that should be $1.5 billion) during this period, which sparked
Major advantage with this option is the fact that Xerox operates in the market it fully knows, dominates and controls. As a market leader, having gained clear edge over main competitor IBM, Xerox can consolidate its position with the introduction of innovative new product "Book-In-Time solution" that could significantly reduce the publishing costs.