Read: Xerox Corporation: The Customer Satisfaction Program Read: Putting the Service-Profit Chain to Work Xerox has overcome a dramatic slide in market share and profitability in its copier business by focusing on meeting its customers’ needs. This case concentrates on putting together a plan to further reclaim copier market share in the face of continued intense Japanese competition. Specifically the company is evaluating customer service guarantee alternatives. The case concentrates on the following
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Days-to-Repair When determining the number of days needed to repair a copier‚ it is best to assume that the number of days is random. It is best to generate this random‚ which is illustrated on the excel spreadsheet as r2. R2 will be numbers between 0 and 1. To determine this value a random number will be generated in excel. The number of days needed to repair the copier will be determined based on the cumulative outline below: 0.00 > r2 < 0.20‚ then it will take 1 day; 0.20 >
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Questions for Critical Thinking 1 Liberty University Business 620/ Global Economic Environment Salvatore’s Chapter 1: Discussion Question 9. How is the concept of a normal return on investment related to the distinction between business and economic profit? There is no normal return on investment. To be considered a return on investment‚ the internal rate of return should exceed the cost of capital. A low risk‚ ongoing enterprise might be satisfied with an IRR= 7-10%‚ while a
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leadership in its industry. The story begins in the 1960’s‚ when the company’s revolutionary plain-paper copiers took the industry by storm and made the name Xerox synonymous with photocopying. Xerox revenues grew at a record pace for an American business -- doubling every 10 months‚ from $40 million in 1960 to $1.2 billion in 1966. Xerox patents on plain-paper copier technology and the company’s extensive sales and service network sustained its virtual monopoly in the field
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CANON: COMPETING ON CAPABILITIES This report examines the competitive strategy that enabled the "camera company from Japan"1 not only to break down the monopoly enjoyed by Xerox in the copier business in the 1970s but also to grow into a highly diversified‚ multi-product and multinational premier company. Specifically‚ the report considers (1) the competitive strategy of Canon (2) the major resources and capabilities of Canon (3) management of the development and transfer of capabilities throughout
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1960s‚ most observers were skeptical. Less than a tenth the size of Xerox‚ Canon had no direct sales or service organization to reach the corporate market for copiers‚ nor did it have a process technology to by-pass the 500 patents that guarded Xerox’s Plain Paper Copier. Over the next two decades‚ Canon rewrote the rule book on how copiers were supposed to be produced and sold as it built up $5 billion in revenues in the business‚ emerging as the second largest global player in terms of sales and
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other. The higher authority would have to be flexible and quick in its functioning too. Summary of the case study In the early 2000s Xerox was facing stiff competition from its aggressive Japanese competitors selling low-priced digital copiers that made Xerox’s products obsolete. It was at this time that Anne Mulcahy became their CEO and had to contend with
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house that developed the world’s first xerographic copier. They had a positive people oriented culture and dedicated employees‚ who were the desire of the corporate world. With the passage of time many things become a hurdle in the success of the company. The biggest factor was that they couldn’t move beyond copiers to sustain growth in the market‚ they only focused on the copier because they were getting 70 percent profit from the copiers. The Japanese rivals also came into the market and they
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purchased and waste – at 27 and 19 per cent respectively – as having the greatest impact after travel. Paper was quickly identified as the main influence. FM solutions: 1. reduce the number of printers and copiers throughout the building. Replacing individual printers with 10 combination printer/copier/scanner machines set by default to print double-sided 2. Large files can be scanned‚ emailed and stored electronically rather than in paper files. 3. Maintenance is managed through a click charge where
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took the design‚ improved it‚ and made it more affordable. Canon learned its lesson after that instance. Body In 1961‚ a new technology was developed by the Xerox Corporation. In the following years‚ with the success of their model 914 office copier‚ Xerox would enjoy a reported ninety three percent market share world wide. Xerox also had the advantage in that they held approximately five hundred patents.
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