...Assignment 2 Benny He 09/12/2013 Xerox was founded in 1906. The company was the world’s leading photocopier producer until the 90’s. The Xerox 914 (9X14) was the first one-piece plain paper photocopier. Xerox has ruled the office equipment market for more than 70 years in the last century. But with the invented of scanners and use of the portable document format (PDF) become the main force in office, the market of the traditional copiers is dropping quickly. Xerox has multiple business pressures, but the company also has response strategies to survive in the market place. The business pressures on Xerox are not only from the traditional competitors such as Canon and HP, but also from the new entrant of information technology such as portable document format (PDF). The developing in IT is the major negative impact of the whole copier industry. In today’s business world, most of the companies seeking a low-cost strategy in order to increase companies’ profit. The digital document requires less paper that can lower the cost in paper. Also the PDF document is easier to store compare to the traditional way that using folder to store paper document. PDF can send by email, and people can view PDF documents on the screen. The traditional copier no longer a necessary office equipment in today’s business world. According to the Porter’s competitive model. Xerox’s network rivals: Canon and HP are facing the new challenger (new entrant) PDF. PDF also the substitute product and service...
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... MGT230 July 6, 2015 Kathleen Dominick Decisions Making Analysis Discussion Summary To make a decision, you must face the reality of the current situation. Anne Mulcahy had to do so for Xerox when she step in as a CEO. Xerox was facing a possible bankruptcy and Mulcahy dove in to help the company rebuild again. Mulcahy had a vision and it was to keep the corporate culture intact. It was not an easy task as decisions had to be made. Clearly the CEO used the different stages of decision making to help Xerox to rebuild again without having to file bankruptcy. The stages of decision making are identifying and diagnosing the problem, generating alternative solutions, evaluating alternatives, making the choice, implementing the decision and evaluating the decision. Anne Mulcahy identified and diagnosed the problem of Xerox, which was expenses were too high, the profit margins were simply too low to return to profitability and the company had a debt of $18 billion. Bankruptcy was never a solution for the company and Mulcahy stated George (2008), “Bankruptcy is never a win” (para. 4). Generating and evaluating alternative solutions for Xerox was the key to rebuilding. Anne Mulcahy confronted the infrastructure by selling off pieces of Fuji Xerox, the company’s crown jewel and farmed out manufacturing to Flextronics. She also eliminate 28,000 jobs and billions in expenses which were hard decisions but needed to be made. Mulcahy did not cut back on research...
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...which will be installed in cars, a technology that would switch cars into automatic pilot. This kind of advancement will make it impossible for the car to run off the road or into another car. Mr. Cooper, a senior trust officer at Big City Trust Company, finds this innovation very promising for the automobile industry and believes that this would be a great investment. He sees the benefits it could bring to customers and he saw a market for this technology. The new venture leads Mr. Cooper to study the Xerox and Polaroid Company methods on how these two companies financed their growth, since they are both successful innovators in their own fields. Mr. Richard Brainard, an analyst in the trust department was asked to gather and examine the facts and financial statements of the two companies they will need for the analysis for the period 1960-1964. This study would help Big City Trust Company to determine what approach and financial model it can offer to Auto-Drive Company. Xerox, also known as the M.G. Kuhn Company was founded in 1903 and became the Haloid Company On April 18, 1906 in Rochester, New York. It was then engaged in the business of manufacturing and selling photographic paper. On September 16, 1936, Haloid Company offered a...
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...in Decision Making: The CEO and Organizational Culture Profile at Xerox Corporation Johan Patel Dr. Carla Henryhand BUS520: Leadership and Organizational Behavior November 30, 2014 Introduction What is a company that comes to mind when thinking of a world-wide leader in office printing and supplies? Xerox Corporation is the leader in business process and document management solutions. They provide goods, such as printers, copiers, and fax machines, as well as services, such as document management, solution planning, and application design and development services (Professional Support Services, 2010). They are located in 180 companies and provide these goods and services throughout the world. Culture The culture that is present at Xerox Corporation is unique to those of its competitors. The CEO for the company is a female that has been with the company for a long time and it is rare to see females in that type of leadership role. Also, Xerox has over 140,000 employees all over the world and that gives them a cultural edge over the competitors (Xerox Diversity, 2009). With the different goods and services that Xerox provides, they have multicultural expertise in fields such as healthcare, IT, transportation, document management, and HR. Also, by bringing in cultural differences into the company, they are able to get different viewpoints of how things might be more effective if done a certain way. Xerox has made three commitments to better their business and to become...
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...assignment, our team was to get together and reflect on the findings from the video: Xerox CEO. After reviewing the videos, we discussed several striking moves that Xerox made under the leadership of CEO Anne Mulcahy. We talked about the hardships that the company went through and the decisions that were made to fix the problems that existed within the enterprise. We talked about the drive and determination that you would need to be a CEO, especially in tight situations. We also discussed how some CEO's are brought into the company with existing problems which puts them into a situation that shows their true leadership skills. When Anne Mulcahy became the CEO of Xerox, she was brought into a world of conflict and strife. Inheriting a disastrous mess and the company drowning in debt Xerox was tottering on the brink of bankruptcy in Chapter 11. The corporation had over $17 billion in debt and had accounted losses in all of the previous six years. A radical reorganization of the sales force of companyShead not gone as per to plan. Customers were sad, and the financial system had started to weaken. Above all of that, Xerox established itself in the center of an extended inquiry by the Securities and Exchange Commission of accounting indecency in its unit of Mexico. The conflict was definitely one of the characteristics of management that Mulcahy dealt with when she became the acting CEO of Xerox. Mulcahy had been with the company Decision-Making Analysis Discussion Summary...
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...XEROX CORPORATION “SWOT is an acronym for the internal strengths and weakness of a firm and the environmental opportunities and threats facing that firm. SWOT analysis is a widely used techniques through which mangers create a quick overview of a company’s strategic situation. The technique is based on the assumption that an effective strategy derives from a sound “fit” between a firms internal resources ( strengths and weakness) and its external situation ( opportunities and threats) a good fit maximizes a firm’s strengths and opportunities and minimizes its weaknesses and threats. Accurately applied, this simple assumption has powerful implications for the design of a successful strategy. XEROX CORPORATION XEROX CORPORATION is a supplier of photocopier’s, printers, and other document systems. It also offers document management services and customized solutions. The company provides one of the document industry’s broadest portfolio of offerings. Digital systems include: colour as well as black- and - white printing and publishing systems, digital presses and book factories. Multifunctional devices, laser and solid ink network printers, copiers and fax machines. Xerox also offers associated software, support and supplies such as toner, paper and ink. The company primarily operates in the U.S. It is headquartered in Stamford. Connecticut and employs about 54,000 people. XEROX CORPORATION STRENGHT’S, WEAKNESSES, OPPURTUNITIES AND THREATS (SWOT) LOCATION OF FACTOR INTERNAL...
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...Culture of Xerox Organization BUS520 11 February 2014 Culture of Xerox Organization Xerox is an American multinational company with its headquarters based in Norwalk, Connecticut. Along came Joseph C. Wilson, who bet his family’s business on Carlson’s invention. As the company’s founder and the first chairman of Xerox, he was a man of deep social consciousness long before the phrase was part of the language of business, to promote a health environment. Xerox's rich heritage is based on customer-focused and employee-centered values that help deliver profitability and growth. Because of their commitment to customer-focused it has cause a diversity of culture to sustain the greater good of the company. The company does not look at the person it looks at what the person has to offer is why the company has thrives. Company Overview The company was established in 1906 as a photographic paper and related equipment company under the name The Haloid Photographic Company. In 1958, the company changed its name to Haloid Xenon and later to Xerox in 1961 (Hoover's, 2013). Joseph C. Wilson communicated a set of core values in 1960, less than a year after he launched the modern-day Xerox that focused on customers, our people, excellence, innovation and, behaving responsibly as a corporate citizen. Xenon was derived from xerography, which refers to the technology of dry printing. Through the world's leading technology and, services in business process and document management...
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...Xerox Corporation was founded in 1906 in Rochester, New York. Xerox manufactures and sells a wide range of color and black-and-white printers, multifunction systems, photo copiers, digital production printing presses, and related consulting services and supplies. Xerox is headquartered in Norwalk, Connecticut. Barry D. Romeril, Xerox’s chief financial officer (CFO) and Paul Allaire, Xerox’s chairman and corporate executive officer (CEO) were leading Xerox through a difficult period in the late 1990’s. During this time Xerox was faced with tough competition from foreign markets while losing a large portion of their small copier business to desktop printers. During this period, Xerox also lost millions of dollars on their diversification effort into insurance and financial services. In spite of that, Mr. Allaire and Mr. Romeril continued to keep Xerox’s stock prices and earnings high. By the mid-1990s Xerox management had decided they were going to have their accountants come up with creative accounting if they were going to continue to show the Wall Street and their stockholders that they were still able to meet their earnings expectations (SEC Release No. 18174, 2003). Xerox revealed in 2002 that over the last five years prior to 2002 it had improperly classified over $6 billion in revenue which led to an overstatement of earnings by $2 billion. The Securities and Exchange Commission (SEC) was investigating Xerox and it charged the company with accounting manipulations...
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...Xerox Case Assignment Angelo Logan Strayer University Dr. Zelphia A. Brown HMR 530 October 27, 2011 Discuss how human resource professionals can ensure that top organizational leaders encourage managers and employees to follow laws and guidelines. Human resource professionals can communicate to the top leaders about the consequences of not abiding by the federal laws, and explain to them how it does have an effect on the bottom line (Wagner, 2011). When human resource professional include top organizational leaders on training and how organizational profits can be sheltered it will make top organizational leaders think twice about not following laws and rules that are set before them. A basic awareness of what is expected of leaders will motivate them to implement programs and policies that will demonstrate that the organization has a strong working relationship in place to protect workers. Discuss how hiring women and minorities improved Xerox’s profitability. The CEO of Xerox David Kearns knew that hiring women and minorities would allow Xerox to select from a larger labor pool; this would allow Xerox to be in an improved position to beat out the competition. Being in a better position to compete increased Xerox’s profitability and gave employees something to strive for. Xerox also received large government contracts because of their plans to hire women and minorities. Another reason for Xerox’s profit increase is the fact that, because women and minorities found...
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...Decision Making Summary Theodore Simon MGT/230 September 24, 2014 Michael Hilley The discussion held amongst Team C lead to accurate findings on Xerox CEO Anne Mulcahy. Mulcahy does not live in the spot light as a powerful CEO. Instead, she is hands on working a booth at a typical trade show. She shows leader characteristics as she wears the hat of a CEO. We all agree that Anne Mulcahy had an unyielding task since she has taken over as CEO of Xerox. Her circumstances were unusual because Xerox was under bankrupt when she took over. The accountant department was under questioning by the Government. That then led to a 10 million dollar fine from the Government to the Xerox Company. However, Mulcahy was extremely prepared for the task at hand. Her leadership mentality and brilliant decision making skills proceeded to save the company one billion dollars in her first year as CEO. Regardless of internal factors she was able to over come them and turn the company into the profit margin. External issues played a role as well. During the time Mulcahy took over as CEO the economy was in horrible shape. Xerox was 18 billion dollars in debt. Mulcahy had a great strategy. She decided not to file for bankruptcy because she had the confidence in herself to overcome the financial troubles the company was in. She had to shut down the jet desk printer division that she launched herself. Jobs were lost but it was an executive decision that had to be made...
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...Licensed to: CengageBrain User Licensed to: CengageBrain User This is an electronic version of the print textbook. Due to electronic rights restrictions, some third party content may be suppressed. Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. The publisher reserves the right to remove content from this title at any time if subsequent rights restrictions require it. For valuable information on pricing, previous editions, changes to current editions, and alternate formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for materials in your areas of interest. Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Licensed to: CengageBrain User Organization Theory & Design, Eleventh Edition Richard L. Daft With the Assistance of Patricia G. Lane Vice President of Editorial, Business: Jack W. Calhoun Publisher: Erin Joyner Executive Editor: Scott Person Developmental Editor: Erin Guendelsberger Sr. Editorial Assistant: Ruth Belanger Marketing Manager: Jonathan...
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...Xerox: Adapting to the Turbulent Marketing Environment Q1 & Q2.) What microenvironmental/macroenvironmental factors have affected Xerox’s performance since the late 1990s? For many decades after its inception Xerox as a company faithfully understood its own identity, and was highly successful in the photocopying industry that it created. Around the late 1990’s a shift in the industry began to occur, as business transitioned away from the need for exclusively physical copies of documents, moving many of these files into digital databases. The internal culture of Xerox did not entirely comprehend the implications of these changes as they began to occur and subsequently did not adapt to meet their clients new needs fast enough. The resulting aftermath was that Xerox’s market capitalization fell dramatically, from an exceedingly valuable business just a few years earlier, to the point where the business was on the brink of bankruptcy. To combat the rapid decline of profitability, the internal environment of the company needed restructuring, and the focus of the entire organization was required to change. The workforce was nearly halved to 55,000 people resulting in a return to profitability within a reasonable timeframe, and concurrently a new direction was identified. Xerox acknowledged the needs of their customers in adopting their new document management and services focus, much of this approach involved delivering more value to their customers by reducing the cost of consolidating...
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...Corporate Analysis Strategy MGT/230 February 16, 2015 Dr. Erica Robinson Corporate Analysis Strategy Corporate strategy is the overall scope and direction of a corporation and the way in which it's various business operations work together to achieve particular goals ("Business Dictionary", 2015). My team and I collectively agreed that each CEO had an overall goal of diversifying their company and increasing profits. The videos were short, but they offered a lot of insight into the struggles each CEO had to face to remain profitable. I will summarize each video and outline the corporate strategy used by the CEOs. Coca-Cola Nevelle Isdel never aspired to become CEO of the company, he just wanted to do the job he was hired to do. Mr. Isdel retired to the south of France in 2001 after 35 years with Coca-Cola. The board asked him to return after the two prior CEOs were unsuccessful. They wanted him to focus on driving sales and concentrate on acquiring new brands. In his plan to drive the company forward, Mr. Isdel did not feel the need to venture into the same businesses as his competitor, Pepsi. Pepsi had branched out from carbonated drinks to snacks foods like Frito-Lay. Mr. Isdel decided to remain faithful to the brand and introduced two new beverages, Coke Black, and a carbonated green tea, Enviga. Mr. Isdel's degree in social work shows he has compassion, and that spans across the work he does as an activist and within the community...
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...1. Describe the production and judgment phases that you discern in Carlson’s invention. 2. What obstacles and hindrances did Carlson encounter as he creatively and critically worked on his new idea? 3. Citing a recent problem you have solved (or issue you tackled), briefly describe these two phases of thinking in your problem-solving. The production phase of Carlson’s invention would be the determination he had for finding a simpler way of making copies. He knew there had to be an easier way to make copies other than the length of time it took to retype and double check for typos or mistakes. Carlson did encounter different obstacles during the production of the Xerox machine. One obstacle was finding the chemicals to do it the best and simplest way. Two was funding and time. He was funding the invention his self and on his spare time. Third was finding a company that believed in his invention and help make this idea, a reality. To be perfectly honest, the latest issue that I tackled was figuring out how to save money on daycare. We were paying $175 every two weeks for my son to go to before and after care at his daycare. The before care is necessary because I have to be at work at 7 am, his dad has to be at work at 5 am, and his school doesn’t start until 8 am, but I would have to wait on him to get there in the evenings. I would get there about 3:30 and he wouldn’t get there until 4. I changed him to mornings only, wish is only $70 every two weeks, and he rides the...
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...Why was Xerox in trouble in the early 2000s? What do you believe were the root causes? In the early 2000’s Xerox was reported to have been facing bankruptcy after years of mismanagement, piles of debt, and mounting questions about its accounting practices In December 2000, Xerox announced that it had exhausted a $7 billion line of credit, but that $1.4 billion in cash remained. By January 2001, it was rumored that Xerox had hired a bankruptcy advisor namely from the Blackstone Group. However, in an attempt to further hide their financial woes from the public, Xerox officials denied that rumor, stating that they called on Blackstone for financial advice and nothing more. Their financial struggles continued until Xerox Corporation did what no one expected it to do; the company survived a brush with bankruptcy under the direction of a new CEO, Anne Mulcahy, who had no prior experience heading a company although she had served in multiple areas of the company’s business before becoming CEO. In an interview with CNN she was quoted as saying: “although it wasn’t necessarily done with the intent of running the business, I found out that it was a pretty good set of skills and capabilities to have coming into the job.” Although it was believed that Xerox was in trouble in the early 2000’s due to its financial woes, I believe that competition stifled their copier sales. Prior to Ms. Mulcahy taking over, the company was guided by leaders that did not move with...
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