Benchmarking at Xerox
XEROX - THE BENCHMARKING STORY
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The case examines the benchmarking initiatives taken by Xerox, one of the world 's leading copier companies, as a part of its 'Leadership through Quality ' program during the early 1980s. The case discusses in detail the benchmarking concept and its implementation in various processes at Xerox. It also explores the positive impact of benchmarking practices on Xerox.
"Benchmarking at Xerox is still very much a matter of competitive advantage. It is used to keep Xerox 's edge razor-sharp, to discover where something is being done with less time, lower cost, fewer resources and better technology."
- Warren Jeffries, a Customer Services Benchmarking Manager, Xerox, in 1999.
BACKGROUND NOTE
The history of Xerox goes back to 1938, when Chester Carlson, a patent attorney and part-time inventor, made the first xerographic image in the US. Carlson struggled for over five years to sell the invention, as many companies did not believe there was a market for it. Finally, in 1944, the Battelle Memorial Institute in Columbus, Ohio, contracted with Carlson to refine his new process, which Carlson called 'electrophotography. ' Three years later, The Haloid Company, maker of photographic paper, approached Battelle and obtained a license to develop and market a copying machine based on Carlson 's technology.
Haloid later obtained all rights to Carlson 's invention and registered the 'Xerox ' trademark in 1948. Buoyed by the success of Xerox copiers, Haloid changed its name to Haloid Xerox Inc in 1958, and to The Xerox Corporation in 1961. Xerox was listed on the New York Stock Exchange in 1961 and on the Chicago Stock Exchange in 1990. It is also traded on the Boston, Cincinnati, Pacific Coast, Philadelphia, London and Switzerland exchanges. The strong demand for Xerox 's products led the company from strength to strength and revenues soared
Source link: http://www.icmrindia.org/free%20resources/casestudies/xerox-benchmarking-5.htm
The case examines the benchmarking initiatives taken by Xerox, one of the world 's leading copier companies, as a part of its 'Leadership through Quality ' program during the early 1980s. The case discusses in detail the benchmarking concept and its implementation in various processes at Xerox. It also explores the positive impact of benchmarking practices on Xerox.
"Benchmarking at Xerox is still very much a matter of competitive advantage. It is used to keep Xerox 's edge razor-sharp, to discover where something is being done with less time, lower cost, fewer resources and better technology."
- Warren Jeffries, a Customer Services Benchmarking Manager, Xerox, in 1999.
BACKGROUND NOTE
The history of Xerox goes back to 1938, when Chester Carlson, a patent attorney and part-time inventor, made the first xerographic image in the US. Carlson struggled for over five years to sell the invention, as many companies did not believe there was a market for it. Finally, in 1944, the Battelle Memorial Institute in Columbus, Ohio, contracted with Carlson to refine his new process, which Carlson called 'electrophotography. ' Three years later, The Haloid Company, maker of photographic paper, approached Battelle and obtained a license to develop and market a copying machine based on Carlson 's technology.
Haloid later obtained all rights to Carlson 's invention and registered the 'Xerox ' trademark in 1948. Buoyed by the success of Xerox copiers, Haloid changed its name to Haloid Xerox Inc in 1958, and to The Xerox Corporation in 1961. Xerox was listed on the New York Stock Exchange in 1961 and on the Chicago Stock Exchange in 1990. It is also traded on the Boston, Cincinnati, Pacific Coast, Philadelphia, London and Switzerland exchanges. The strong demand for Xerox 's products led the company from strength to strength and revenues soared
References: 1. Baurds, Greg, Yorks Lyle, Adams Mel and Ranney Gipsiz, Beyond Total Quality Management, McGraw Hill Publications, 1994. 2. Bartol, Kathryn M and David C. Martin, Management, McGraw Hill Publications, 1994. 3. Xerox Corp., Wall Street Journal, November 7, 1994. 4. Miller, Alex and Gregory G. Dess, Strategic Management, McGraw Hill Publications, 1996. 5. Xerox Corp., Wall Street Journal Europe, June 10, 1998. 2002, Case Studies and Management Resources. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means - electronic or mechanical, without permission. To order copies, call 0091-40-2343-0462/63/64 or write to Case Studies and Management Resources, Plot # 49, Nagarjuna Hills, Hyderabad 500 082, India or email info@icmrindia.org. Website: www.icmrindia.org This case study is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. This case was compiled from published sources.