Xerox Analysis
The Haloid Company was incorporated in 1906 to make and sellphotographic paper. In 1935 it bought photocopier company Rectigraph, whichled Haloid to buy a license for a new process called xerography. By 1956xerographic products represented forty percent of sales. The companychanged its name to Haloid Xerox in 1958 (Haloid was dropped from the namein 1961), and in 1959 it introduced the first simplified office copier thattrounced competing technologies. Sales soared to nearly $270 million in Xerox branched out in the 1960s by buying publishing companies and acomputer unit; all were later sold or disbanded. In 1970 it opened itslegendary Palo Alto Research Center (PARC). In the 1970s Xerox boughtprinter, plotter, and disk drive businesses, as well as Western Union(1979; sold in 1982). In 1974 the FTC, believing Xerox was too market-dominant, forced the company to license its technology. In the 1980s Xeroxbought companies specializing in optical character recognition, scanning,faxing, and desktop publishing. It also bought insurance and investmentbanking firms. Xerox supplied computer print engines to Compaq (1992) andApple (1993). In 1995 it introduced networked color las
Unfortunately, Xerox's management was adverse to taking risks, so that manyXerox inventions never reached their full potential until other companiestook hold of them. However, Japanese products would prove to be bothlow cost and high quality. Furthermore, the Japanese were able to producetheir products more efficiently than Xerox. Xerox also began selling manufacturing operations toFlextronics. Specially, it should have capitalized on itsown GUI technology in the PC market and it should have shifted emphasisfrom photocopiers to small printers more quickly. But as the needs changed from large photocopiers to smallprinters, Xerox was not capable of coping with this change. In 2001the company laid off 4,000 more employees, sold half of its stake in FujiXerox to Fuji Photo Film, and discontinued its consumer and small officeproducts. In 1993, Xerox announced its decision toexit the insurance business and other financial services. Also, Xerox failed to exploit its creations because its research labwas located in Palo Alto, California, too far away from Stamford,Connecticut where influence processes are carried out to exploit thecreation (exploration). [9] Finally, while Xerox's decision to return to its core competency ofdocument processing, it took five years to execute the decision todiscontinue insurance and financial services operations. Everybody knew Xerox to be the leaders incopier manufacture and marketing. More importantly, the companyshould have been on top of new technology trends, seeking out emergingmarkets and technology substitutes. Xerox also needed to be more agile in its restructuring efforts. To reduce its massive debt, Xerox transferred most of its UScustomer financing operations to GE Capital in a deal including $1 billionin cash financing.
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