xerox final

8/8/2019 Xerox Final

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XEROXfrom a noun to verb

Presented By:

AnandKumar(93009)

K Manu

Prasad(93021) Najmul

Hoque(93031)

Ravindra


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XEROX

A Fortune 500 company founded inRochester 1906

A global document managementcompany dealing in:

Document ServicesDigital ImagingComputer Peripherals

Manufactures and sells a range of colorand black-and-white printers,multifunction systems, photo copiers,digital production printing presses, andrelated consulting services and


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Leadership Traps

S u cce ss ca n b e a tra p in a n d te n d s tore in fo rce le a d e rs' w o rld v ie w s a n d

tie s th e m rig id ly to th e stra te g ie s

a n d p ro ce sse s th a t b ro u g h t a b o u t. ,p a st su cce sse s T h is ca u se s in

,tu rn th e se sam e le a d e rs to

:b e co m e O v e rco n fid e n t

Pro n e to sh a p e stra te g ie s b a se d o n

th e ir p re fe re n ce s ra th e r th a n w h a t


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Leadership Traps

Conceitedtrue believers in theadulation heaped upon them by thepress, subordinates, shareholders,and other admirers

Obstinateprone to resent challengesto their way of thinking

Isolated from the reality of themarketplace

The impact of those tendencies onstrategy making is very negativewhen strategy is developed from ego,preconceptions of what causes

success, stubbornness, and old, worn


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Xeroxs Strategy in 1960s

Segmented the market by volume ofcopies.

Targeted big corporations.

Concentrated on producing highspeed machines.

Direct sales force.

Xerox decided to lease rather thansell its machines.

Purchased Scientific Data Systems.


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Entry Barriers created byXerox

Entry barrier into the copier businesswas patents held by Xerox.

Rent copiers rather than selling.


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How did Xerox lose its positionin 1970s ?

Fat buerocracy

Slowed the path of innovation thus,hampering the growth of theorganization


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Carelessness on part of Xerox

Did not go for exploration of valueand then designing products, butcatered high end products tocustomers looking for small, reliable

and less costly product

Choose the value Provide the value Communicate the valu


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Became product myopic

Trying to make largest, fastest andfanciest of machines

Giving little or no attention toreliability

Machine should be lean and trim butXerox had bloated and failedmachines

Investing huge sums in R&D, thoughthe company stood because of the


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So Clueless..how ?

No customer insight were taken

Study of market research would havehelped to know what customerwants?????


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So Clueless..how ?

Lost in self improvement Xeroxignored the threat from Japaneseproducts to its market

These products later ate the high endmarket of Xerox


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Strategies of Competitors

Alternative technologies invented bycompetitors e.g. Savin developedliquid-toner approach

Kodak developed high end machineswhich were highly reliable thanXerox

Competitors developed comparableproducts with low cost and highreliability


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Good positioning taken bycompetitors

Savin, Kodak and IBM


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Savinworks here

Products were:

Less costlySmall and reliable then XeroxFaster


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IBM Strategy

Large sales force

UnsuccesfullSeries of products indicatinginnovation


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Kodak and its strategy

Made sure that the products werereliable instead of blindly investinginto development of new products

Focus on building of strong serviceand marketing organization whichhelped in creating a better brand

image A small business organization

compared to others so limited

resources


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.

obs and several Apple employees including Jefaskin visited Xerox PARC in December 1979 to see.he Xerox Alto Xerox granted Apple engineers threeays of access to the PARC facilities in return for,he option to buy 100 000 shares of Apple at the- .re IPO price of $10 a share Jobs was immediatelyonvinced that all future computers would use a

( ),raphical user interface GUI and development of a.UI began for the Apple Lisaisa in 1983 and became the first personal computer,old to the public with a GUI but was a commercialailure due to its high price tag and limitedoftware titles


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1

4

2

3

Higigh

Loow

Higigh LowowSuccessuccessProbabilityrobability

Opportunity Matrix


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Managing strategic

Uncertainties

Monitor and analyze;contingent strategies

considered

Analyze in depth;develop strategy

MonitorMonitor and analyze

HIGH

LOW

LOW HIGHIMMEDIACY

IMPACT


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Lawsuit ,

Allegedly Xerox simply waited too long to,file suit and the statute of limitations had

expiredLow legal Merit to case

ther Problems)1 Loss of Market Share for Core Products in 1979

Era)2 -> ( :High bureaucracy Product Width Problems XDS

)1969)3 &Low on Customer Market Research)4 :Strategy Up Market Stretch

5)


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Thank You

xerox final

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