Xerox

CASE STUDY

XEROX

I. Company Profile

Xerox Corporation Ltd. is an American multinational document management corporation that produces and sells a range of color and black-and-white printers, multifunction systems, photocopiers, digital production printing presses, and related consulting services and supplies. The company came to prominence in 1959 with the introduction of the Xerox 914, "the most successful single product of all time." In 1960’s Xerox grew rapidly, selling all it could produce, and reached $1 billion in revenue in record-setting time. As the company approaching $22 billion, they are the world’s leading enterprise for business process and document management. It provides true end-to-end solutions, from back-office support to the printed page, to help operate business and manage information.

II. Major Issue

In 1970’s, Xerox was losing market share to Japanese competitors due to poor strategy.

III. Stakeholders

1. Owner 3. Employees 5. Union

2. Suppliers 4. Customers

IV. Course/s of Action

Action | Advantage | Disadvantage |

1. In 1983, company president David T. Kearns, planned a comprehensive quality strategy as well as change in its traditional management culture. | Leadership through Quality was made, which changed the how Xerox made business thus, made the company survived. | It required a lot of changes in the company’s business practices. |

2. Xerox should not ignored the Japanese companies before. | The company will not be at risk. The company will learn not to belittle other competitors. | Xerox will not know that a change was needed in their business strategy and management. |

V. Recommendation: Changing some company’s business practices is a risk, but what David T. Kearns had done helped Xerox to survive. It is better to have new quality strategy and management culture than to continue the old one which can cause the downfall of the company.