V Ashutosh : F-11

V Bhavna B : F-12
V Bhupendra V :F-13
V Bhuvan M : F-14
V Chougale R : F-15
V Devina J : F-16
V Ashmant T : M-11
V Awadhesh K : M-12
V Bhavik S : M-13
V Bhushan D : M-14
Bhupendra Vira
Roll No:F-13
V ositioned as the global multinational document
company
V Serving the global document processing market
through products ranging from copiers to
workstations
V Facilitating global financial services market through
operations like insurance, financing of instruments
etc.
V Business existence in over 130 countries
V Annual sales growth exceeded 25% from year 1946
to 1973 in plain paper copier business
V Annual growth of earning exceeds 35% in the same
period
V Brought about an early revolution by introducing
914 plain paper copiers
V The copying equipment business achieved the
growth from 20 million in 1959 to 9.5 billion in1965
just within 6 years
V Created a global network through the partnership
model like Rank Xerox and Fuji Xerox
V At the end of 70ǯs problems started due to the entry
of domestic and foreign companies
V Market share of Xerox fell from 96% to 45% in same
period
V Company was in competitive pressure ,due to
introduction of low range copiers by Japanese firms
V The Japanese companies were selling their
equipments at Xeroxǯs manufacturing cost
Bhushan Dhade
Roll No: M-14
V Rank Xerox Limited:
- 51/49 Joint venture established in 1969
- Europe, Africa and parts of Asia

V America Customer Operations:

- Operated in Canada, South & Central America,
China

V Fuji Xerox:
- 50/50 Joint Venture
- Operated in Japan and other Asia acific regions
Bhuvan Motta
Roll No: F14
V The central focal point for the finance function
of Xerox was FEC
V The membership consisted of senior corporate
finance staff & CFOǯs from the major Xerox
operating organizations
V FEC set the course for becoming a world class
financial operation based on their benchmark
study
V They felt controllers could contribute in the
formulation of mgt. decisions at operating unit
V FEC evolved in parallel with the start of LTQ &
benchmarking activities
V The key to value added concept was in helping
line managers to make more perfect business
decisions
V Building trust in Xerox finance community
V Meet once a quarters for two days and
discussions on wide range of financial matters
V Many members had been in the FEC for 10 yrs
V They know each other well and freely express
their ideas and opinions
Bhavik Sheth
Roll No: M-13
V 9 business divisions
V 3 geographic customers operation division
V rimary focus was on business management
level
V Division responsible for research and
technological development, manufacturing,
sales, services & administration
V Document processing financial organization
was a modified matrix organization
V Direct reported to the general manager and
dotted line relation to corporate finance
V Business division engaged in product
development & manufacturing were
managed globally
V Customer operation division were organized
geographically
V The MCS concentrated on responsibilities
and performance of all 12 divisions

V Sub units of each business units reported

directly to general manager of division and
dotted to the division controller
Awadhesh Kumar
Roll No: M-12
V 1992: different functions of the organization
integrated into 9 business divisions
V A core Corporate Strategic organization
provided contracted support to the divisions
V Two modes of operation for the development or
manufacturing facility:
- Df annual production >= 90% of their output for
specific division, then included in that business group
- Df supported multiple business groups, then placed in
Corporate Strategic Services Group
V Xerox followed the legal organizational structure
- Fuji Xerox being an affiliate company, report
contained only results of equity investment in it
V Operational management accounting reports or
performance reporting focused on Business
division results
V Match accountability & responsibility by
operating unit within a business area
V Both financial & management control reporting
systems functioned in parallel
Rajendra Chougale
Roll No: F-15
V Fundamental principle is meeting customer
requirement
V Quality meeting is the main focus
V Dmprovement in competitiveness and
organizational effectiveness through quality
V LTQ plan was fully integrated business
process looks for improvement in processes
as well as products
V Major components of LTQ are:-
1) Employee involvement
2) Competitive benchmarking
3) Quality improvement process
V Continuous process of measuring Xeroxǯs
product, services, etc against competitors
V Main goal is superiority in all areas like :
- Quality, product reliability and cost
V Learning experience where the Best practices
are observed and measured to create targets
for future
V employee involvement is necessary and is
linked to each operating unitǯs business plan
V Dt requires competitive data, practices,
performance, decision making and
communication at all levels of organization.
V Review and continually improve all internal
processes
V Follow processes which focuses on meeting
customer requirements
 Ashutosh
Roll No: F-11
V Till 1987, the monthly process reporting
included complete financial analysis
V Operating under very tight time schedule
V All operating activity statistics were to be
provided by all the units for corporate
reporting requirements
V Report consists of specific data of key
operational statistics
V Significant reduction in number of people
involved in the reporting process
V Evolution of informal reporting system with
emphasis on open and honest
communication, trust & no surprises
V Dn 1992 the functions of the organization
were integrated into 9 business divisions
V Core Corporate Strategic Services
Organization provided support to the
divisions, in case of facilities supporting
multiple business group
V Matching of accountability and responsibility
by operating unit within a business area
V arallel functioning of financial and
management control reporting systems
Devina Jaca
Roll No: F16
V Xerox developed a corporate revitalization
program called LTQ
V rogram driven by senior management
V Over 100,000 employees were trained over a
three year period
V Empowered employees started a number of
initiatives, many involving environmental and
quality improvements, yielding in added
profits each year
roactive role played by the Xerox people to make
the company culture work

Active participation of business controllers in

decision making

ontrol function works closely with the line

management

FE evolved to obtain greater involvement of

finance executives
Free expression of opinions and ideas

Dnformal channel of reporting

Regular talks between supervisors and their

subordinates

Unit controllers knew financial and operational aspects

of their business units
 Bhavna B.
Roll No: F12
V Until 1987, Reporting process Ȃ Complete financial
package
V Reports were due on a very tight time schedule
V FEC Ȃ Monthly Financial results in full detail from
all units not necessary
V Units reported Specific, but limited, data
V Value of information did not change
V Significant reduction in number of indirect people
involved in the process
V Dnformal Reporting System had evolved
V Talks were Dnformative and centered around
roblems and Business Risks
V FEC Ȃ Maintained a standard of DzNo Surprisesdz and
romoted Trust among the Controllers
V Dnformal Network Ȃ Open discussion of issues
V Dnformal Channel of Reporting complemented the
Formal Channel