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by Group 7 Abhra Chatterjee (110) Avishek Chattopadhyay (111) Firoz R V (145) Prashant Shukla (155) Dalsher Singh Dhillon (156)
Agenda
Introduction to Xerox
Built on the foundation of one of the most successful product launches ever In 1959 introduced the first product, 914 copier By 1970 enjoyed a 95% share of the plain-paper copier market Model corporate citizen with heavy investments in R&D Palo Alto Research Center (PARC) established in 1970 originated many technologies that launched the information revolution
model introduction
Experienced overwhelming success initially Breeding of anti-monopoly pressures and confrontation with several lawsuits forfeiture of patents and agreeing to license its technology Emergence of new and aggressive competitors like Canon, Minolta, Ricoh and Sharp Loss of market share coupled with unpreparedness for price competition
Market share in copier came down sharply from 80% to just 13% in 1982
In 1982,David T. Kearns took over as the CEO Average cost of Japanese machines was 40-50% of that of Xerox Operating cost was high Launching a program referred to as Leadership through Quality Management layers were cut Greater authority delegated to lower levels
Contd.
In 1980s Xerox bought Kurzweil, Datacopy and Ventura companies that
Microsoft
Company announced a major restructuring program (3 geographically defined
forayed into new businesses such as production printing and developing retail channels.
Contd.
Thoman replaced Allaire as the CEO in April 1999 though Allaire
continued as chairman.
Thoman further consolidated four geographically oriented customer
administration centers (handled billing and collections) into three customer centers.
Customer facing order entering personnel from over 30 customer business
Results
Commissions reduced significantly.
In a bid to find new businesses it cut prices hence lost out on margins.
Further trouble: Dominance in production printing ended with entry of Heidelburg. Financial crisis in Latin America Low Morale causing massive defections Doubtful and misclassified accounts in Mexico gave Xerox a bad name
Faulty accounting standards and improper balance sheet filing leading investors to lose hope and loss of creditworthiness. Reporting future cash flows of leased machines in the present financial year (1999). This increased the valuation of the company temporarily but once the company failed to live up the expectation, investors left the company
Strategic Failure attributed to two main reasons: a. failure to commercialize the technology; b. failure to protect the resulting intellectual property.
Graduate from Marymount College with a joint major in English and Journalism in the year 1974
Started her career in Xerox as a sales representative hounding the streets for the early years
Struck a proper work life and family balance after marrying Joe Mulcahy Promoted to Vice President for human resources in 1992 Led GMO, Xeroxs new venture in web and retail sales and launched a small office and home office (SOHO) Became COO in May 200 taking charge of internal business including operations, solutions and world wide business services
executives
Extensive fact finding tours in the business, visiting employee operations and major customers Fully understand the challenges facing Xerox Provide her team with confidence that the company could survive in spite of her personal doubts Made people publicly accountable for their results, set realistic expectations despite the tremendous pressures
Contd.
Innovation Pushing into services Adaptive and opportunistic Layoff Outsourcing Value to customers
Results
The company generated profit of $978 million in 2005. Mulcahy became one of the worlds most respectable leaders. She was named the fifth most powerful women in the world by Forbes
magazine.
SWOT Analysis
STRENGTHS Strong brand
Strong product development capability
Distribution channels
Dominance on the copier market
Opportunities
The color market Launch of carbonless paper Outsourcing revenues
Threats
Intense competition Paperless offices Economic slowdown
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