xerox assignment

8/13/2019 Xerox Assignment

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TABLE OF CONTENTS:

Page Nos

-Introduction

4

- Corporate Strategy of Xerox 5

- Business at Xerox

6

- Global Presence of Xerox

7

-Geograpic !e"enue #

- $anage%ent & 'rgani(ation analysis

)

- Co%petition

*+

- S,' analysis **

- !is. /actor

*0

- 1tical2 Go"ernance2 Social and 3egal Issues at Xerox

*0-*5

- 1n"iron%ental Issues at Xerox

*6

- Xerox at present

*7

- Corporate Social !esponsibility

*#

- Sareolder alue

*)

*


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- Industry nalysis

+

- Conclusion and !eco%%endations

*

-Bibliograpy

-ppendices

0-6

- Self-e"aluation 7

eclaration by te autor8

I ereby declare tat I a"e successfully co%pleted %y ssign%ent on XeroxCorporation2 under te guidance of /aculty Guide $rs9 !eena :e"atia9I also declare tat tis report is of %y o;n and as not been sub%ittedbefore for a;ard of any

oter uni"ersity degree9

999!:G !


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Introduction8Xerox Corporation is an %erican %ulti-national co%pany tat%anufactures and sells all types of printers2 copiers2 %ulti functional syste%sand oter docu%ent ser"ices9 =rsula Burns is te C1' and its ead >uarter isat :or;al.2 Connecticut9

X1!'X ISI': S1$1::-?uality is te %ain principal of Xerox9 It pro"ides internal and externalcusto%ers ;it inno"ati"e products and ser"ices tat satisfy teirre>uire%ents9 uality9

X1!'X $ISSI': S1$1::-Xerox@s intent is to elp people finding te best ;ay to do teir good ;or. byi%pro"ing and leading teir products ;ic i%pro"e teir custo%er perfor%anceand gi"e te% best results at teir ;or. place or at teir business9

X1!'X 3=1S:-

1"er since Xerox started it operated under tese 6 "alues8

*9 o succeed troug satisfied custo%ers9

9 It ga"e best >uality and ser"ice in all ;at it did9

09 ey re>uire pre%iu% return on assets9

49 It used tecnology to de"elop %ar.et leadersip9

0


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59 Xerox "alued its e%ployees9

69 Xerox bea"ed responsibly as a corporate citi(en9

!1S': /'! S131CI:G 'PIC8

-,ile going troug te topics of 1tics and Corporate Go"ernance and fe;sur"eys I found Xerox Corporation is best at its business etics and corporate

go"ernance9 So2 I tougt tat selecting tis topic ;ould be interesting9

C'!P'!1 S!1GA '/ X1!'X8

4

Strong distribution

cannel$iddle1ast

1%po;erin

g

1xpandi

ng

$ar.et

e"elop%ent

Xerox@s corporatestrategy

Introducing education

series of progra%s taco%%unicate Xerox@s

>uality ser"ices9

By practicaltraining


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Patents, Trademarks and Licenses:

Xerox o;n %ore tan 65+ trade%ar.s2 eiter registered or applied for in=9S9 ese trade%ar.s a"e a perpetual life2 subect to rene;al e"ery *+years9 Xerox "igorously enforce and protect teir trade%ar.s9 ppendix *D

B=SI:1SS E X1!'X8-

Business at X1!'X di"ided in tree seg%ents ;ic are production2 office andoters also .no;n as X1!'X global ser"icesD9XEROX GLOBAL SERVICES :-

5

'//IC1 - It ser"ices s%all to %id-range co%%ercial custo%ers2

go"ern%ent2

education and oter public sectors

P!'=CI': - Fere ig-end products are produced for custo%ers in

grapics Industry and

In large enterprises

'F1!S - 'ter seg%ent %ainly includes re"enue fro% paper

sales2 ;ide for%at Xerox global syste%s2 "alue added ser"ices2 global


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LOBAL P!ESENCE OF XE!OX:

6


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eograp"ic !e#en$e %n&ormation:

7


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Xerox@s global presence is one of its core strengts9 '"erall2 approxi%ately06 of our re"enue is generated by custo%ers outside te =9S9Currently2 CS generates approxi%ately *+ of its re"enue outside te =9S9ey a"e a significant opportunity to le"erage teir globalpresence and custo%er relationsips to expand te CS business in 1urope

and de"eloping %ar.ets9

!e#en$e in 'i((ions:

=S - H*02#+*

1urope - H5200

'ters - H25++

#


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$:G1$1: & '!G:II': :3ASIS '/ X1!'X

C'!P'!I':8

Xerox will need to optimize productivity and infrastructure. To do those two things, Xerox will need toimprove the efficiency and effectiveness of its resources, both tangible and intangible. Also included in theprocess is the improvement of mareting, distribution, and management of human resources. !nconclusion, Xerox needs to commit to the aforementioned strategies and maret"oriented standards inmanagement to increase its maret position in today#s fierce maret competition.

)


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C'$P1II': 8

ltoug Xerox encounter co%petition in all areas of teir business2 tey are

te leader or a%ong te leaders in eac of teir principal business seg%ents9Xerox co%petes on te basis of tecnology2 perfor%ance2 price2 >uality2reliability2 brand2 distribution and custo%er ser"ice and support9 eirco%petitors in te ecnology business include Canon2 !ico2 Fe;lett-Pac.ard2 !ico2 Sa%sung2 Joda.2 'ce2 Jonica $inolta and 3ex%ar.9 In teSer"ices business2 teir larger co%petitors are Fe;lett-Pac.ard2 Genpact2eletec2 ccenture2 on Fe;itt2 Co%puter Ser"ices2 IB$ and ell9 Inaddition2 in te Ser"ices seg%ent2 tey co%pete ;it in-ouse depart%entsperfor%ing te functions tat tey are see.ing to a"e te% outsource toXerox corporation9

Xerox is %ar.et leader of $PS%anaged print ser"icesD8Xerox is %ar.et leader for $PS ;ere as FP and rico are also enoying tesa%e %ar.et position9 !ico2 Canon and 3ex%ar. are in tird2 fourt andfift positions9

*+


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S)*)O)T) Ana(+sis:

For Analysis and description of SWOT refer to (Appendix 2)

S.W.O.T. Matrix

For Xerox Corporation

S.W.O.T Matrix

ForXerox Corporation

Opportunities:

1.multi functional technoloy

2.Outsourcin to reduce expenses

!."eusa#le paper

Threats:

1.$ntence competition

2.Mar%et is oin diital

Strengths:

1.A&S ac'uisition

2.Special printers that help

mortae companies

!.Wor% in lo#al mar%et

Strenths Opportunities

S1 O2

S2 O1 and O!

S! O1 and O!

Strenths Threats

S1 T1

S2 T2

S! T2

Weaknesses:

1.&ost of sales and expenses

risin

2.*o real presence in home

printer mar%et

Wea%nesses Opportunities

W1 O1 and O!

Wea%nesses Threats

W1 T1

W2 T2

Alternative Solutions

+ased on the S.W.O.T. analysis, the follo-in alternatie solutions should #e implemented as

part /erox &orporation0s corporate stratey.

1. repare for ro-th in the small #usiness and household mar%ets.

**
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2. Wor% to efficiently produce ne- multi functional printers .

!. $nest in "esearch and eelopment

o rinta#le 3lectronics

o

4oan processin technoloy

5. Should hae stron code of #usiness ethics and corporate oernance./erox has #een a ma6or player in the midsi7e to lare printer and photo copier mar%ets for

decades, #ut recently due to loss of mar%et cap in the electronic industry and a decline in its stoc% price,

/erox has needed to reamp itself. To reclaim its lost mar%et alue, /erox has made po-er moes #y

ac'uirin A&S, a ma6or outsourcin solutions company. The company should focus on ma%in their

innoations come to life -ith a #usiness plan that includes aressie mar%etin campains coupled -ith

enterin into ne; %ar.ets9

C'!1 S!1:GFS2 B=SI:1SS : G!',F !I1!S8

Core strengt" B$sinesses rot" dri#ers

/or description refer toppendix0D

Strategy of X1!'X8

*

Global

presenc

e

Brand

!eno;ned

Inno"ation

Ser"ices

operationa

l

1xcellence

-oc$ment

Tec"no(og+

-Fig end

-$id range

-1ntry

Ser#ices

-ocu%ent

outsourcing

-Business

process

outsourcing

-I

outsourcin

ccelerate

color

transition

d"anced

digital printing

1xpand

distribution

1xtend lead in

docu%ent

outsourcing

1xpand I' and

BP' globally

3e"erage

inno"ation


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o lead te %ar.ets in ;ic tey participate9 Xerox@s strategy le"erages itscore strengts to dri"e gro;t ;itin teir seg%ents and lines of businesses9

!ISJ /C'!8Xerox business, results of operations and financial condition may be negativelyimpacted by conditions abroad, including local economics, political environments,fluctuating foreign currencies and shifting regulatory schemes.

significant portion of Xerox re"enues are generated fro% operations outside=nited States9 In addition2 tey %anufacture or ac>uire %any of teir productsandKor teir co%ponents fro%2 and %aintain significant operations2 outside =nitedStates9 Xerox future results2 sales and re"enue of get affected due to fluctuations inforeign currency excange rate2 especially


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Xerox corporation@s 1tics and Co%pliance Go"ernance Board ;as re"ised;it furter %ore strong rules and regulations2 tis co%%ittee as seniorexecuti"es fro% business units and corporate functions2 integrates teco%pany@s Business 1tics and Co%pliance progra% into all ;orld;idebusiness operations9 e 1tics Go"ernance Board2 ;ic represents

business and corporate organi(ations in Xerox and its subsidiaries2participates in >uarterly %eetings caired by Xerox@s Business 1tics 'ffice9dditionally2 eac Go"ernance Board %e%ber as te follo;ing duties ;itinteir area of responsibility9.Appendix/0

F1 S11: C':SI1!1 /C'!S '/ X1!'X /'! !1/31CI1 '/ G'' 1FICS : C'$P3I:C1 P!'G!$18

1tics and Co%pliance !esponsibilities8

Codes of Business Conduct8

Xerox@s Code of Business Conduct is te bedroc. of te co%pany@s eticsand co%pliance progra%9 It e%bodies and reinforces teir co%%it%ent tointegrity and elps Xerox people to resol"e etics and co%pliance concernsconsistent ;it core "alues and legal and policy controls9 e Code is alignedto Xerox@s core "alues and co"ers policies and guidance on .ey topics2including sales and %ar.eting acti"ities2 controllersip2 insider trading2bribery2 nondiscri%inatory e%ploy%ent practices2 pri"acy rigts2 u%anrigts and en"iron%ental ste;ardsip9 e Code also specifies e%ployees@

*4

1tics

'ffice

Interna

l udit

/unctio

nal

areas

Subect%atter

expertBusiness

units

3egal

Corporat

e

security

Fu%an

resourc

e
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obligations to report suspected etical "iolations and reinforces Xerox@sstrong Lno retaliation policy9M

In addition to global Code of Business Conduct applicable to all e%ployees2Xerox also as a supple%ental code of conduct for finance e%ployees and aspecific code of conduct for te Board of irectors9 s a %e%ber of te

1lectronic Industry Citi(ensip Coalition2 Xerox uses te 1lectronic IndustryCode of Conduct 1ICCD as our "endor code of conduct9

Jey Co%ponents of Xerox@s Business 1tics and Co%plianceProgra%8

t te start of e"ery year2 senior leadersip@s co%%it%ent to business eticsand co%pliance is de%onstrated by te distribution of a C1' %essage onbusiness etics to all e%ployees9 nnually2 all e%ployees are re>uired toco%plete etics training and ac.no;ledge tat tey a"e read Xerox@s Codeof Business Conduct.

Periodic etics sur"eys are conducted of e%ployees in se"eral countries togauge te state of te co%pany@s etical culture and elp us focus on areasfor i%pro"e%ent9

Xerox pro"ides a "ariety of cannels for e%ployees2 suppliers and custo%ersto report suspected etical "iolations including pone2 Internet reporting2 e-%ail and regular %ail addresses9 e 1tics Felpline is a"ailable globally 4ours a day2 se"en days a ;ee.2 "ia toll-free telepone nu%bers andincludes a ,eb reporting tool ;it international language reportingcapability9 Xerox as contracted ;it an independent tird party tatspeciali(es in elpline reporting ;it i%%ediate electronic transfer of allreports to Xerox@s Business 1tics and Co%pliance 'ffice for case%anage%ent9 Xerox strictly enforces a Lno retaliation policyM to pro%oteconfidence in using te Felpline9

Xerox@s Business 1tics and Co%pliance 'ffice trac.s all cases fro% initialreporting to closure9 dditionally2 te Business 1tics 'ffice reports >uarterlycase acti"ity and trends to te Business 1tics & Co%pliance Go"ernanceBoard and te udit Co%%ittee of te Board of irectors2 including tenu%ber of %atters reported2 case categories2 outco%es and disciplinaryaction9

Corporate Go"ernance8

1ffecti"eness of any policy and decision %a.ing at Xerox ;ill be %onitoredby board ;ose co%%it%ent ;ill be reflected by corporate go"ernanceguidelines2 .eeping in "ie; of i%pro"ing sareolder "alue9 ssess%ent oftese guidelines ;ill be done by board2 troug Co%%ittee of corporatego"ernance and %odifications re>uired ;ill be done ti%e to ti%e by teboard9 e guidelines include8

*5


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e board details2 Board %eetings2 co%%ittee %eetings2 leadersipde"elop%ent2 policies and guidelines9

1:I!':$1: ISS=1S X1!'X8

t Xerox2 tey approac en"iron%ental issues fro% a life cycle perspecti"e2recogni(ing te i%portance of considering all aspects of teir actions2products and ser"icesNand recogni(ing tat te biggest opportunity to %a.ean i%pact %ay lie outside of teir Lo;n four ;alls9M In ++62 a crossorgani(ational tea% led by ice President of Global 1n"iron%ent2 Fealt2Safety and Sustainability conducted a re"ie; of tose en"iron%ental i%pactsand opportunities9 e result of tat ;or. ;as a focus on four co%%it%entareas ;ere tey can %a.e a significant i%pact across teir entire "alue

cain of products and ser"ices9 ese priorities are re"ie;ed on an annualbasis and2 ;ile te co%%it%ent areas re%ain uncanged2 te goals andobecti"es a"e been updated as necessary9 /or exa%ple2 in +*+ Xeroxbegan de"elop%ent of teir en"iron%ental sustainability scorecard to assesso; te corporation is progressing to;ard its corporate goals acrosssupplier2 Xerox and custo%er di%ensions9 e scorecard process ;as pilotedin late +*+ across teir internal operations9 In early +**2 Xerox de"elopedte scorecard approac ;it suppliers2 ;it plans for ;ide-scalei%ple%entation in late +**9

Xerox@s four global en"iron%ental co%%it%ent areas are8

-!educing 1nergy =se and Protecting te Cli%ate9

-Preser"ing Biodi"ersity and te ,orld@s /orests9

-Preser"ing Clean ir and ,ater9

-Pre"enting and $anaging ,aste9

*6


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X1!'X P!1S1:8

fter all te abo"e %entioned %easures ta.en by Xerox Corporation2 no; itis eading to;ards its goals and also it is been a;arded as one of te bestetical co%pany9

- 1FISPF1!1 S=!1A8

e ,orld@s $ost 1tical Co%pany is a;arded to tose co%panies tat a"e best

etics and co%pliance progra%s2 tat too ;en co%pared to teir co%petitors of

sa%e industry9 is year2 %any co%panies ;ere dropped out of list because of teirlitigation and etical "iolations9 Corporate Go"ernance and corporate social

responsibility of tat particular co%pany is also considered in selection process9

1"en toug tere are canges in etical co%panies lists fro% +**2+*+2++) but

still Xerox is one of te fe; organi(ations ;ic is still continuing in te cart

continuously for all te 0 years9 Xerox@s strong co%petitor FPas dropped &rom

1233 most et"ica( companies (ist)

2011WORLDS MOST ETHICAL COMPANY SELECTION PROCESS IS OF 5 STEPPS:

*9 e $etodology

9 Candidate Selection

09 In-ept nalysis

49 /urter !efine%ent4) T"e *innersAs t"e (ist as re(eased on di&&erent ind$str+ 5ases Xerox as p(aced$nder cons$mer e(ectronics ind$str+) E(ectro($x and !ico" are t"e ot"er 1companies "ic" are most et"ica( a(ong it" Xerox in t"e same ind$str+)6ere is t"e (ist:Cons$mer E(ectronics

1lectrolux

*7


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!ico

Xerox

-Corporate Social !esponsibility8

e !eputation Institute ran.ed Xerox 0#tits +** Global !epra. *++8 e,orld@s $ost !eputable Co%panies list9 e study pro"ides an assess%ent ofco%panies ;orld;ide tat are %ost li.ed2 trusted2 and respected9 eran.ing is %ade by %ore tan 4#2+++ consu%ers across *5 countries9 e!eputation Institute %easured te reputations of %ore tan *2+++ of te

;orld@s largest co%panies on criteria suc as citi(ensip2 ;or.place,go#ernanceand leadersip.

-i"ersity8

i"ersity $B $aga(ine placed Xerox #ton teir annual list 5+ 'ut /ront fori"ersity 3eadersip8 Best Places for i"erse $anagers to ,or.9 e listfocuses on corporations tat offer te best ;or. en"iron%ents andopportunities for ;o%en and people of color9e :ational ssociation for /e%ale 1xecuti"es as identified Xerox as a opCo%pany for 1xecuti"e ,o%en9 Xerox once again appears on tis list for itsco%%it%ent to building a ;or.place tat ;elco%es different people2different tin.ing2 and different perspecti"es9

-Sustainability8

Xerox ;as na%ed one of te op 5+ Best Global LGreenM Brands byInterbrand in its inaugural ran.ing9 Interbrand2 te leading brand

*#


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consultancy2 co%bined public perception of en"iron%ental sustainability ;ita de%onstration of perfor%ance based on publically a"ailable infor%ationand data9

Xerox ;on te Green I ;ards@ Public Sector Proect of te Aear for +**9e a;ard recogni(ed Xerox@s sustainable print proect in collaboration ;itte =J@s epart%ent for ,or. and Pensions2 ;ic as significantly reducedte a%ount of electricity used by te depart%ent9Xerox@s ,ebster2 :9A9 ca%pus ;as presented te 1n"iron%entalPerfor%ance Sil"er ;ard by te :e; Aor. ,ater 1n"iron%ent ssociation2Genesee alley Capter Industrial Issues Co%%ittee9Xerox also recei"ed /inning Cile@s Supplier ;ard +*+ for de"elopingproducts ;it a focus on en"iron%ental protection2 deconta%ination andenergy conser"ation9

Sareolder "alue8

o de"elop sareolder "alue te .ey gro;t dri"ers tat include are8

Sifting its re"enue %ix to a iger percentage of ser"ices2 a businesstat is targeted to gro; bet;een 6-# percent by +*9 $ore tan )+percent of re"enue fro% ser"ices is annuity-based2 pro"iding a long-ter% re"enue strea%9

1xpanding distribution in its docu%ent tecnology business to capture%ore opportunity in de"eloping %ar.ets and increase its business ;its%all and %id-si(ed co%panies9 !e"enue in te co%pany@s tecnologybusiness is expected to gro; *-0 percent in +* ;it gro;t dri"enbot fro% increased distribution and an increase in colorpages9 Colorpages currently account for 5 percent of te total nu%ber of pagesprinted on Xerox syste%s yet color pages are gro;ing ) percent per

year9

In"esting in ac>uisitionstat gi"e Xerox %ore scale in ser"ices and%ore Lfeet on te streetM selling te co%pany@s products in global%ar.ets9 e co%pany expects to in"est about H0++ %illion inac>uisitions tis yearO te added capabilities and cannel expansionare expected to deli"er *- points of re"enue gro;t9

*)
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Xerox $orp.%s Annual &arnings'Xerox $orp. reported annual ()*) earnings of +).- per share on )*(/()**

"Actual "&stimated

Xerox $orp.%s Annual 0evenues'Xerox $orp. had revenues for the full year ()*) of +(*./1. This was -(.23 above the prior year%s results.

"ctual

"&xpected

+

++) +*+ +**

+*

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Industry analysis8

As Xerox is t"e compan+ t"at &o((os 5$siness et"ics and"as good corporate go#ernance 5$t sti(( t"e+ are not"e(ping Xerox to compete it" its competitors in t"emarket so "ere are some o& t"e recommendations &orXerox in order to compete in t"e market 5+ maintain good5$siness et"ics and corporate go#ernance)

Conclusion and !eco%%endations8-e real opportunity is to expand in BB business2 li.e X1!'X is to explore tissector9 s ;e .no; tis sector is cost conscious and "ery large2 ;ic cancontribute large to te profitability of te co%pany9-3aying plans to brea. into te s%all business and ouseold consu%er%ar.ets is critical for Xerox if it is to grab a larger capitali(ation in teelectronic %ar.et9 ,ile te current inno"ations at te co%pany are "erypro%ising2 tey a"e yet to be produced co%%ercially due to teir tecnicalLne"er been doneM nature9- Printers and potocopiers2 Xerox@s %aor production strengts already2 area better bet to be a long ter% success due to a fe; reasons9 Xerox is ta.ing

a larger ris. ;it tecnologies2 suc as sil"er in.2 %ulti functional printersbecause of te probability tat it ;ill be i%itated by co%panies li.e Google2FP and pple2 and %aybe e"en i%pro"ed upon9 In te s%all-si(edpotocopy and printer %ar.et2 te co%pany could find its nice bye"aluating co%petitors and using its reputation in big business to %uscle upon oters@ %ar.et capitali(ation9 Gro;t in te electronic sector trougs%all business and ouseold consu%ers could pro"ide future success9

*


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-In"esting in !esearc and e"elop%ent is i%portant for co%panies tosustain longe"ity9 If te Sil"er In. ;or.s out2 Xerox ;ill be in a position toproduce printable electronics2 li.e !/I and ani%ated posters2 andsuccessfully gro; in te field of digitally processing %ortgages and oterprocesses9 e next ne; %ulti functional printers %ust al;ays be on te

ori(on to stay co%petiti"e and fuel stoc. %o%entu%2 ;ic ;ill createin"est%ent due to expectations9 !esearc and e"elop%ent is crucial9

- Xerox is %ore concentrate on selling its ig-end product rater tan telo;-end product9 e %aor benefit to sell a ig-end product is tat teycan able to %eet te sales target "ery easily but tey forgot tat tey a"eust %ade one custo%er9 But in te oter and if tey can able to sell tenlo;-end products tey ;ill get ten ne; custo%ers ;ic itself is a greatacie"e%ent because tey ;ill get a free pro%otion of one of te po;erful%edia i9e9 ,'! '/ $'=F9- It is found tat ne; offices are co%ing up in te study area2 ;ic are

a"ing ig potentiality in buying te $/PQs9 ese areas are not co"ered by%any potocopier co%panies9 It is suggested to te Xerox co%pany2 if teyguide teir sales force to co"er tese offices and also teir decision %a.er;o nor%ally a"ailable at teir city corporate offices9- Brand na%e of Xerox is "ery ;ell .no;n in Potocopier %ar.et and it isassociated ;it >uality tus tis as to be %aintained in all speres of te sellingand %ar.eting9

-Xerox is %ainly concentrating on protecting en"iron%ent so it needs tode"elop all its products .eeping in %ind en"iron%ent safety9

Xerox sould follo; te abo"e %entioned reco%%endations to co%pete in

te %ar.et but Xerox sould al;ays %aintain its good business etics andcorporate go"ernance9

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Fortt, 8. (Septem#er 29, 2::9).Xerox CEO Defends ACS Deal."etrieed Octo#er 1;, 2::9, from

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Wire, +. (Octo#er 12, 2::9).Xerox Helps Mortgage Lenders Cut Costs, Adapt to Market Conditions,

Stay Competitie. "etrieed Octo#er 1;, 2::9, from ---.reuters.com

Appendix 3

Xerox and its subsidiaries were awarded *,)4* 5.6. utility patents in ()*). 7n that basis, we would have raned ()th on thelist of companies that were awarded the most 5.6. patents during the year. !ncluding our research partner 8u9i Xerox, wewere awarded over *,/)) 5.6. utility patents in ()*). 7ur patent portfolio evolves as new patents are awarded to us and asolder patents expire. As of :ecember 4*, ()*), we held almost *),()) design and utility 5.6. patents. These patents expire

at various dates up to () years or more from their original filing dates. ;hile we believe that our portfolio of patents andapplications has value, in general no single patent is essential to our business or any individual segment. !n addition, any ofour proprietary rights could be challenged, invalidated or circumvented, or may not provide significant competitiveadvantages.

!n the 5.6., we are party to numerous patent"licensing agreements and, in a ma9ority of them we license or assign ourpatents to others in return for revenue andor access to their patents.


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compensation, significance and time.

!n the 5.6., we own more than /2) trademars, either registered or applied for. These trademars have a perpetual life,sub9ect to renewal every *) years. ;e vigorously enforce and protect our trademars.

Appendix 1First $ hae examined financial ratios, 3nironment issues and other resources sinificant to the

ealuation of the company. *ext, examined the products and serices offered #y the company, as -ell asmanaement strateies and other strateies. Then proceeded #y identifyin /erox0s strenths,-ea%nesses, opportunities, and threats. Finally, created alternatie solutions and deised -ays to

implement these solutions to help in ma%in /erox more successful.

Strengths/Opportunities

+y com#inin /erox0s in the siler in% creation, outsourcin capa#ilities, and reusa#le paper

deelopment, it can #e strenths of the A&S ac'uisition, mortae technoloy innoation, and its lo#al

name #rand -ith its opportunities concluded that /erox0s strenths -ill ma%e its opportunities ia#le.

A&S ac'uisition -ould further the outsourcin of la#or to other companies, -hile

increasin data prealence in mar%etin and manaement departments (Fortt, 2::9).

/erox0s current position as a po-er player in electronic loan processin (Wire, 2::9)


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&om#inin /erox0s -ea%nesses and threats sho- some thins that /erox needs to #e a-are of so

that it can protect itself from them.

There is lot of intense competition for /erox from its competitors.

()** Ac?uisitions by Xerox and its companies'

Services and Software

X@ ;orld

!nnova $onsulting 8acilitiesB

&ducation 6ales and


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document technology, services and solutions. Global PresenceG 7ur geographic footprint spans */) countries and allows us to serve customers of all sizes to deliver

superior technology and services regardless of complexity or number of customer locations. Renowned InnovationG ;e have a history of innovation and, with more than *),()) active 5.6. patents and five global resear

centers, we are committed to continuing to lead in the document technology industry and to leverage our technologyinto new service areas.

Services Operational ExcellenceG ;e have an operational excellence model that leverages our global delivery capabilities,

production model, incentive"based compensation process, proprietary systems and financial discipline to deliver productivity andlower costs for our customers.

;e organize our business around two segments' Technolo!and Services.

G 7urTechnolo!segment comprises our business of providing customers with document technology and related supplies,technical service and e?uipment financing. 7ur product categories within this segment include &ntry,


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;e will leverage our core strengths and maret opportunities to grow our businesses by executing on the following growth

initiatives' "cceleratin the Transition to #olorG ;e have the broadest color portfolio in the industry and leading technologies to help customers recommunication benefits of printing in color. $ost and ?uality improvements are driving the transition from blac"and"white to color. ;ith only (Xerox pages printed on color devices, we believe there remains tremendous opportunity to grow color pages and revenues.

"dvancin #usto$i%ed Diital PrintinG ;e are the leader in digital production printing, and we continue to create new maret oppo

for digital printing through technology that enables personalized promotional and transactional documents, short"run boo publishing, crmedia customized campaigns and more. $olor digital production pages are estimated to grow over ()3 $AD0 from ()) to ()*-, accointernal maret estimates.

Expand DistributionG ;e strive to ensure Xerox is considered by every customer and potential customer. ;e will continue to broaden

distribution capacity through ac?uisitions and channel partnerships targeted at expanding our presence in the small and mid"size busineH6


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Self-1"aluation8uring production of %y assign%ent I a"e learned te follo;ing8

Fo; i%portant is business etics and corporate go"ernance in anorgani(ation

bout Xerox@s global presence and its co%petitors

I%pact of social and legal issues on organi(ation Fo; careful is Xerox in protecting te en"iron%ent

Fo; co%pany goals are lin.ed ;it business etics and go"ernance9

,at corporate strategy does Xerox follo; and ;ere te co%panystands at present9

xerox assignment

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