...Case 4.5 Xerox Corporation 1. Xerox VS. HP Xerox Corporation has been calling itself “the document company” in its annual reports. The company is a leader in global document market. HP has been one of the major competitors of Xerox. HP is a provider of computing and imaging solutions and services for business and home. Through the period of 1997 to 2000, Xerox provide a full line of product and maintenance services of printing and copying equipment to businesses. Its document technology segment offers desktop monochrome and color printers, multifunction printers, copiers, digital printing presses, and light production devices; and production printing and publishing systems for the graphic communications. HP provides products and services to both businesses and individuals. Its printing segment provides consumer and commercial printer hardware, supplies, media, scanning device, software and services; and LaserJet, inkjet and printing, graphics, software and web services. Compare with HP’s wide range of product selections, Xerox offers more in-depth products in copying and printing area. Horizontal analysis is the comparison of historical financial data or financial ratios over a series of reporting periods. A horizontal analysis was conducted for Xerox and HP for the period of 1997 to 2000. Some noticeable differences were found in comparison of the two companies’ results. First, Xerox’s revenue decreased while HP’s revenue increased dramatically over the four years. Xerox...
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... With Bean's cooperation, L&D benchmarked its operation against the best and learned a lot. By looking closely at the operation of Bean and other noncompetitors, L&D has raised its productivity 10% each year and gained a better position against its real competition. BODY: One way to judge the performance of an organization is, of course, to compare it with other units within the company. But these measurements often merely reinforce complacency or generate "not invented here" excuses. Comparisons with outsiders, however, can highlight the best industry practices and promote their adoption. This technique is commonly called "benchmarking," a term taken from the landsurveying practice of comparing elevations. When Xerox started using benchmarking in 1979, management's aim was to analyze unit production costs in manufacturing operations....
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...Table of Contents Xerox New Enterprise Board (XNE) 1 Analysis of the Rationale for XNE’s Existence 1 Analysis of XNE’s Current Structure and Functioning 2 Technologies Aligned with XNE 3 Appraisal of XNE’s Structure and Functioning 3 Inxight (see SWOT in Appendix) 5 Venture Capitalist Management of Inxight 5 Business Plan Assessment 6 Funding Request 8 Appendix 9 SWOT Analysis for Inxight 9 Competitors/Role Models 10 Inso Corporation 10 Lernout & Hospie 10 Adobe 10 Implementation Timeline 11 Short Term (1-6 months) 11 Medium Term (1-2 years) 11 Long Term (2-5 years) 11 Contingency Plan 12 Assumptions 12 Xerox New Enterprise Board (XNE) Analysis of the Rationale for XNE’s Existence XNE exists to incubate product technologies that can benefit from Xerox’s resources and capabilities and have the potential to capture market opportunities. The main rationale behind the existence of XNE is not a financial one, since on a corporation-wide scale the division doesn’t represent an important revenue stream. XNE exists for more strategic reasons such as to streamline the product innovation to commercialization cycle, ward off unnecessary shelving of technologies, create synergies within the firm, improve R&D by keeping it “flexible, fluid and honest”, and challenge the research team to seize market opportunities instead of being complacent. The goal for XNE is to provide its companies with the “power of the Xerox Corporation combined with the entrepreneurial...
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...FIRST AMENDED COMPLAINT SECURITIES FRAUD Jury Trial Demanded | The Securities and Exchange Commission ("the Commission") alleges for its First Amended Complaint as follows:1. Defendants KPMG LLP ("KPMG") and certain KPMG partners permitted Xerox Corporation ("Xerox") to manipulate its accounting practices and fill a $3 billion "gap" between actual operating results and results reported to the investing public from 1997 through 2000. The fraudulent scheme allowed Xerox to claim it met performance expectations of Wall Street analysts, to mislead investors and, consequently, to boost the company's stock price. The KPMG defendants were not the watch dogs on behalf of shareholders and the public that the securities laws and the rules of the auditing profession required them to be. Instead of putting a stop to Xerox's fraudulent conduct, the KPMG defendants themselves engaged in fraud by falsely representing to the public that they had applied professional auditing standards to their review of Xerox's accounting, that Xerox's financial reporting was consistent with Generally Accepted Accounting Principles ("GAAP") and that Xerox's reported results fairly represented the financial condition of the company. There was no watchdog at Xerox. KPMG's bark sounded no warning to investors; its bite was toothless.2. KPMG's foreign affiliates in Europe, Brazil, Canada and Japan, and even KPMG auditors at Xerox's U.S....
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...Management of Strategic Alliances: Performance Evaluation Where to Link in the Value Chain? • Alliance combining same value-chain activities are to gain efficiencies, merge talents, or share risks • In operations alliances firms combine manufacturing activities to reach economies of scale • Operations/marketing alliances provide access to markets Identification of the links in VC forms the basis for performance of the SA Negotiation & Performance • The formal agreement is not as important as the ability of managers to get along • Negotiation issues • equity contributions • management structure • “prenuptial” agreements Selected Questions for a StrategicAlliance Agreement Design & Performance • Depends on the type of alliance chosen • Informal CAs often have no formal design issues • Formal CAs may require separate organization unit housed in one company • JV—Parent companies set up separate legal entity Decision-making Control • Two areas need to be considered: • Operational decisions (focus on day to day running) • Strategic decisions (focus on long term survival) • Majority ownership does not necessarily control • In JVs, strategic decision making takes place at the level of JV’s board of directors or top management. Management Structures • Dominant parent: controls or dominates strategic and operating decision making • Often has majority ownership • Treats the JV as wholly owned subsidiary • Shared management: both parent companies contribute approximately...
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...Mohammad Salahuddin Chowdhury, Lecturer, Department of Finance, University of Dhaka, who has assigned us a fictional case about a corporate scandal. We choose to work with Xerox scandal that took place in 2002. We use our knowledge of audit while working in this report. Also we learn about the ways of accounting manipulations that took place in the real world. Letter of transmittal 12th Nov, 2011 Mohammad Salahuddin Chowdhury Lecturer Department of Finance University of Dhaka Dear Sir Here is a report on the “Corporate scandal of Xerox Corporation”. In this report we have presented the whole history of the scandal, identified the cause of the mishap and showed the result of the scandal. At University of Dhaka, we appreciate having this assignment. If you need any assistance in interpreting this report or if you have any query, please contact with us on the given mail address starz@yahoo.com Sincerely yours, Shahriar Azad Shashi On behalf of the group 2nd Year 2nd Semester B.B.A 16th Batch Department of Finance. Executive Summary On April 11, 2002, the U.S. Securities and Exchange Commission filed a complaint against Xerox. The complaint alleged Xerox deceived the public between 1997 and 2000 by employing several "accounting maneuvers," the most significant of which was a change in which Xerox recorded revenue from copy machine leases – recognizing a "sale" when a lease contract was signed, instead of...
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...BENCHMARKING AT XEROX Report submitted in partial fulfillment of the requirement for the Operations Management II Course PGDM Under the Supervision of Ms. Sanjita Jaipuria By Group R To Rajiv Gandhi Indian Institute of Management Mayurbhanj Complex, Nongthymmai, Shillong – 793 014 Nov. 2014 TABLE OF CONTENT Topics Page No. List of Figures……………………………………….................................. 5 List of Tables………………………………………................................... 6 Glossary…………………………………………………………..………. 7 Case……………………………………………………………………….. 8 Annexure 1 …………………………………………………….…………. 11 Annexure 2 ……………………………………………………………….. 12 Annexure 3………………………………………………..……………… 14 Annexure 4………………………………………………..……………… 15 Abstract We have used the Xerox methodology for benchmarking, with some slight modifications that place more emphasis on the planning and analysis phases which are thought to be more relevant to the stage of Total Quality Management. Benchmarking is defined as either internal or external, i.e. competitive, generic, or functional, and we can apply the Xerox methodology to both. We found internal benchmarking very useful initially as it enabled familiarization with the benchmarking process throughout the company and encouraged cross functional communication. It also enable people to make their benchmarking errors within the company. The external benchmarking has been mainly competitive and generic. Much of the benchmarking...
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...transmittedelectronically on a real-time basis, rapidly revealing how a particular region,district, store, department within a store, or item within a department isperforming. Information enables the company to reduce the likelihood of stock-outs and the need for markdowns and slow moving stock, and tomaximize inventory turnover. * Wal-Mart instituted several other policies and programs for its associates:incentive bonuses, a discount stock purchase plan, promotion from within, payraises based on performance not seniority, and an open-door policy. * Wal-Mart had also persuaded its suppliers to have electronic “hook ups” with its store. * Wal-Mart owned its trucks when most competitors outsources trucks. Case 1-3 Xerox Corporation (A) 1. Outline the management control system at Xerox. What are the key elements that make the system work? Xerox's management control system concentrated and focused on the responsibility and performance of 12 units, which...
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...LA SALLE UNIVERSITY Graduate School of Business Case Analysis Financial Management Big City Trust Company Group 2 Dean Atty. Joe-Santos Balagtas Bisquera Executive Summary Big City Trust Company Mr. Samuel Cooper, a senior trust officer of Big City Trust, discusses with Mr. Richard Brainard, an analyst in the trust department, on how BCT should finance the growth of Auto-Drive Company’s sales. He also wants Mr. Brainard to examine the funding schemes adopted by two giant companies, Xerox and Polaroid, in financing their capital expenditures between the years 1960-1964. Mr. Cooper would like to explore the possibility of adopting an efficient and effective business model in order to finance Auto-Drive. Auto-Drive Company Auto-Drive Company is developing Auto-Drive, an automatic pilot technology which is installed in cars. This technology makes it impossible for the car to run off the road or into another car. Mr. Cooper sees that this auto-pilot technology is the next big thing and expects a high demand in the future because of the benefits it could bring its customers especially as regards road safety. Big City Trust would like to gain insight on how Xerox and Polaroid financed its innovation and growth. BCT thinks it is appropriate to compare Auto-Drive Company with Xerox and Polaroid because there two are pioneers and innovators in their respective fields. Xerox and Polaroid Xerox was founded in 1906 in Rochester as The Haloid Photographic...
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...Culture, Leadership and Staffing at Xerox Leadership After much reorganization and movement of leadership, Anne Mulcahy took over the helm of Xerox. Anne was a popular 24-year Xerox veteran promoted to president and chief operating officer when her predecessor Thoman was fired. Anne was a straight talker. She was very decisive in her decision making and took responsibility when she made an error. So much so that analysts were astonished Anne when conceded that Xerox had ''an unsustainable business model.'' However, Mulcahy later backed away from this statement, saying that she meant only that the company needed to cut operating costs and redirect investment from money-losing to high-margin businesses. Bloomberg magazine report on June 14 2001, Anne M. Mulcahy announced that the company was killing its entire line of desktop inkjet printers--a one-year-old business that employed 1,500 people worldwide and had been championed by Mulcahy herself. Mulcahy said that effective communication was perhaps the single most important component of the company's successful turnaround strategy. she emphasized the importance of listening to customers and employees. As CEO, Mulcahy spent the first 90 days on planes traveling to various offices and listening to anyone who had a perspective on what was wrong with the company. I think if you spend as much time listening as talking, that's time well spent. "When your organization is struggling, you have to give people the sense that...
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...Danoyan Contents 1.1 Lean Six Sigma in Xerox . . . . . . . . . . . . . . . . . . . . . 1.2 Lean Six Sigma in Caterpillar . . . . . . . . . . . . . . . . . . 1.3 Lean Six Sigma in General Electric . . . . . . . . . . . . . . . 1.4 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.5 Bibliography . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 4 5 6 7 1 2 CHAPTER 1. LEAN SIX SIGMA EXPERIENCE IN COMPANIES Abstract: During the recent years the Lean Six Sigma improvement methodology has found its wide usage in different high-profit companies. Among such companies are General Electric, Raytheon, Caterpillar, ITT, Solectron, etc. The following article provides information on the Lean Six Sigma implemtations in three such companies, namely Xerox, Caterpillar and General Electric. 1.1 Lean Six Sigma in Xerox Xerox company profile Industry: document services, digital imaging, computer peripherals Number of employees: 133,200(2010) Total assets: US$ 24 billion Prior improvement methodologies used in Xerox and reasons for switching to LSS. Though the earlier approaches assisted Xerox in improving business processes, Xerox had some deficiencies and the results were limited in scope. In 2002 company decided to adopt the integration of Six Sigma and Lean Manufacturing, which in a short time helped to achieve significant improvements[2]. Figure 1.1: Xerox LSS Framework[2] 1.1. LEAN SIX SIGMA IN XEROX 3 The deployment and implementation...
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...WHAT IS BENCHMARKING? http://tqmgroups.blogspot.com/p/benchmarking.html “Benchmarking is simply the process of measuring the performance of one's company against the best in the same or another industry. Benchmarking is not a complex concept but it should not be taken too lightly. Benchmarking is basically learning from others. It is using the knowledge and the experience of others to improve the organization. It is analyzing the performance and noting the strengths and weaknesses of the organization and assessing what must be done to improve. REASONS FOR BENCHMARKING There are several reasons that benchmarking is becoming more commonly used in industry; • Benchmarking is a more efficient way to make improvements. Managers can eliminate trial and error process improvements. Practicing benchmarking focuses on tailoring existing processes to fit within the organization. • Benchmarking speeds up organization’s ability to make improvements. • Compare business practices with those of world class organizations • Challenge current practices and processes • Create improved goals and practices for the organization • Change the perspective of executives and managers. OBJECTIVES OF BENCHMARKING ϖ Becoming competitive ϖ Improving industry best practices ϖ Defining customer requirement ϖ Establishing effective goals and objectives ϖ Developing the measures of productivity ...
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...business, it is the moral duties and obligations that apply to various professions and their code of conduct. Ethics encompass a set of understood rules to guide the direction of a business, company, corporation, or organization. Ethics are essential and tremendously depended on in the profession of accounting. According to the Merriam-Webster dictionary, accounting is defined as, “The skill, system, or job of keeping the financial records of a business or person.” The system of accounting records financial transactions and analyzes, reports, and verifies the results. Accountants perform these tasks by establishing these reports through a system known as bookkeeping. The three common reports that are generated by accountants are balance sheets, income statements, and cash flow statements. Each of these reports serve a crucial purpose to the success of a corporation. The balance sheet summarizes a company’s assets and liabilities. The income statement reports a company’s gross proceeds, profit or loss, and expenses. The cash flow statement analyzes the flow of incoming and outgoing cash within the business or organization. Management accounting differs slightly from financial accounting and public accounting. Investopedia defines the term ‘Managerial Accounting’, also known as ‘cost accounting’, as “The process of identifying, measuring, analyzing, interpreting, and communicating information for the pursuit of an organization’s goals.” Managerial accounting...
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...“Discuss and explore issues surrounding the recognition of elements in financial statements” Contents Title: 3 Introduction & Objectives 3 Definitions 5 Recognition 5 Measurement 6 Discussion 6 Revenue Recognition (IAS 18) 6 Property, Plant and Equipment (IAS 16) 8 Xerox Revenue Recognition Scandal 9 Recognition in the Annual Statements 10 Conclusion 13 Bibliography 14 Appendices 17 Appendix 1 – Standards from IASB 17 Appendix 2 – Proposed plan for FASB and IASB 18 Appendix 3 – TUI Travel Plc Annual Statement 21 Appendix 4 – Thomas Cook Annual Statement 27 Appendix 5 – PSA Peugeot Citroen Annual Statement 31 Appendix 6 – Daimler AG Annual Statement 37 Appendix 7 – Xerox Annual Statement 42 Title: Discuss and explore issues surrounding the recognition of elements in financial statements Introduction & Objectives Accounting has many elements to producing an annual statement each fiscal year; these different elements have regulations in which organisations have to abide by. Regulations have three categories; legislation, accounting standards and stock exchange regulations (Melville, 2008). Legislation can differ from country to country, which is the same for accounting standard board as each country has individually developed their own standards (Accounting Standards Board for the UK, also, International Accounting Standards Board that is trying to consolidate standards, which can be accepted globally). Attempts by...
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...Trust Company” Case Analysis & Corporate Strategy Group 4 Report Estepa, Joan Carla E. | Member | BSC Management, Corporate Focus | Reyes, Corinne Erlyn L. | Member | BA Humanities with Professional Certificate in Business Management | Yan, Lee Rainier C. | Member | B.S. Chemical Engineering | Dean Atty. Joe-Santos Balagtas Bisquera MBA Professor Case Analysis Executive Summary According to the case, Auto-Drive Company is developing an Auto-Drive 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...
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