CAN XEROX BE FIXED?

BY Priyanka Gaherwar

Xerox present headquarterNorwalk, Connecticut, US.

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.

PRESENTKey people -Ursula Burns, CEO -Anne M. Mulcahy, ChairmanEmployees 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.

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.

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.

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.

OPPORTUNITIES

“An outstanding customer service experience”.

Acquisition of Affiliated Computer Services (ACS).

Focus on environmental features of products.

THREATS

Competitors- HEWLETT-PACKARD, CANON

INC,RICOH COMPANY LTD.

Financial constraints.

Growing pressure on companies to become

Carbon neutral.

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.

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.

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

VehiclesEconomic

LogicHow will weget there?

Where will we be active?

How will weObtain our returns?

What will be our speed & sequence of

moves?

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.

Conclusion:-

Can Xerox be fixed?

Yes Xerox can be fixed.

Because…..

Should focus on new DIT’s.

Focus on Acquisition

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