CASE STUDY OF XEROX CORPORATION

PREPARED BY: BILAL RASID GAURAV MALHOTRA JATINDER SINGH NITIN MALHOTRA

History
Xerox was founded in 1906 in Rochester as The Haloid Photographic Company, which originally manufactured photographic paper and equipment. The company subsequently changed its name to Haloid Xerox in 1958 and then simply Xerox in 1961. Xerography, a moder word meaning "dry writing" developed from two Greek roots, is the name of the process invented in 1938 and developed by Haloid Company. The company came to prominence in 1959 with the introduction of the Xerox 914, the first plain paper photocopier using the process of Electro-photography, (later changed to xerography) discovered by Chester Carlson, which he developed with John H. Dessauer. The 914 was so popular that by the end of 1961, Xerox had almost $60 million in revenue. By 1965, revenues leaped to over $500 million.

In May 2011, Xerox acquired NewField IT for an undisclosed sum. NewField IT developed the Asset DB toolset which is widely used across the MPS Market along with MPS market leading consulting and software services delivering a large impact for this relatively small acquisition.

Our dedication to innovation runs throughout everything we do at Xerox. We dedicated over 3.5% of our revenue to research and development. 2010 Revenue: $22 billion2010 Income: $606 million 2010 Earnings per Share: $.43 per share

Xerox Mission and Vision

Xerox Mission Statement Through the world's leading technology and services in business process and document management, we're at the heart of enterprises small to large, giving our clients the freedom to focus on what matters most: their real business. Core Values One thing that never changes is our core values. We succeed through satisfied customers. We deliver quality and excellence in all we do. We require premium return on assets. We use technology to develop market leadership. We value our employees. We behave responsibly as a corporate citizen

OFFICE OF COMPANY
Headquartered in Norwalk, CT, and with 136,000 employees in 160 countries, were never far from your business. As a $22 billion company, we are the worlds leading enterprise for business process and document management. We provide true end-to-end solutions, from back-office support to the printed page, to help you operate your business and manage information.

OVERVIEW
The document company. The multinational corporation serving the global document processing & financial services markets Products: manufacturing & developing the copiers, duplicators, FAX products, workstations, computer software, & other related equipment over 130 countries. Financial Products: Insurance, Equipment financing, Investment & banking

HURDLES
US firms (IBM&KODAK) & Japanese firms (Canon,Minolta) entered. 50/50 JV with the Rank Org. PLC-market excess to Europe, Africa & Middle East. The partnership with the Fuji Photo Film Companyaccess to Japan & Asia. Concerned with US govt. antitrust suitthan with the market entry with the domestic & foreign competition. Between1970-1980 market share & revenue sfell from 96% to 45%. David Kearns became the chairman in 1982.

ORGANIZATION OF XEROX
9business divisions. 3 geographic customer soperation division. Primary focus was on BUSINESS MGT LEVEL. The divisions responsible for Xerox. Offering research and technological development, manufacturing, sales, services & administration.

ATTEMPTS FOR SURVIVAL

Xerox developed a corporate revitalization plan called Leadership through quality. Plan was developed to meet customers requirements. Senior management drives this LTQ plan with the help of employees to focus on the process as well as products. LTQ plan was fully integrated business process

CHANGE LEADERSHIP & ITS IMPACT

In 1991 KEARNS passed the leadership of Xerox to PAULALLAIRE. Customers satisfaction level increased in every market served by company. Revenue rose by 9% to record $13.6 billion. Profit increased by 23% to $599 million. ROA improved by over 2 points to 14.6%. $1.1 billion in cash was generated.

Question-Answer
Q:1: Outline the management control system at Xerox. What ar e the key elements that make the system work ?

Ans: Xerox's management control system concentrated and focused on the responsibility and performance of 12units, which consisted of 9business units and 3 geographic customer operations divisions supporting them. The main focus for Xeroxs management is the business management levels that linkages markets and technology. Way of the measurements established. The culture in Xerox Corporation. Unit controller of Xerox

Q:2: What recent trends at Xerox do you see infl uencing the management control process ?

Ans: Leadership through Quality (LTQ) is the recently trend that influencing the management control process. This strategy focuses on two aspects which are: Employee involvement. Competitive benchmarking and quality improvement.

Q:3:In your opinion, how important are organizational cul ture and individual personalities in the Xerox control proc ess? Ans: Organizational culture and individual personalities within company are crucial elements to determine the success and sustainability of the company itself. It is very difficult to get employee acceptance to change. Thus, by having good culture within company, the needs of changing employees behavior minimizes ince employees objectives already meet with the companys objectives. The result is goal congruence has been achieved.

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