1. • Type Public• Industry document services, digital imaging and computer peripherals• Founded Rochester, U.S 1906• Headquarters Norwalk, Connecticut ,U.S• CEO (present) Ursula M. Burns• Website www.xerox.com
2. Xerox was founded in 1906 in Rochester in United States of America by a person named Haloid Xerox Xerox introduced the first plain paper office copier nearly 50 years ago Xerox became almost generic for copying In 1998 Xerox profits were growing at 20 percent a year and its stock price was soaring Then things went wrong for xerox.Only in 18 months Xerox lost some 38 billion US dollars in market value In the middle of 2001 stock price had plugged from $70 in 1999 to under $5 The world was quickly going digital but Xerox hadnt kept up. customers no longer relied on the company that results in Xerox failure
3. Poor management In the new digital environment Xerox hadn’t kept up Customer no longer relied on the company’s flagship products Instead of competing head on with copying machines competitors such as Sharp, Canon, Ricoh, Xerox was now squaring off against information technology companies such as IBM and HP. During the 1980s, Xerox tried to reposition itself as a provider of all technology-based office products. At the start of the decade, the company launched a personal computer, or an ‘information processor’. Again, there was nothing fundamentally wrong with the product, at least for the time. But again, the product failed. Similar failures occurred when Xerox tried to launch office networks such as the XTEN network and the Ethernet office network, which were designed to compete with IBM’s Satellite Business network. Both the Xerox networks failed to make an impression.
4. Xerox didn’t give up It tried to tackle the problem head on. A board portfolio of customer fused products softwares and services that help its customers manage documents and information 100 innovative new products in last 3 years Xerox creates a researchers groups who deals with customers and pain points Xerox employed anthropologists ,ethnographers ,sociologists ,psychologists to spend time with customers, understand their problems Xerox believes that understanding customer is as important as understanding technology
5. Xerox today manufactures and sells a wide variety of office and production equipment including LCD Monitors photo copiers Xerox Phaser printers multifunction printers large-volume digital printers workflow software under the brand strategy of FreeFlow Xerox also sells scanners and digital presses Xerox also produces fax machines, professional printers, black and white copiers markets software such as Xerox DocuShare, Xerox MarketPort and FlowPort
6. Xerox is a global brand it maintains a joint venture. Fuji Xerox, with Japanese photographic firm Fuji Photo Film Co. to develop, produce and sell in the Asia-Pacific region. Fuji Photo Film Co. is currently the majority stakeholder, with 75% of the shareholding. Xerox India, formerly Modi Xerox, is Xeroxs Indian subsidiary derived from a joint venture formed between Dr. Bhupendra Kumar Modi and Rank Xerox in 1983. Xerox now sponsors the Factory Ducati Team in the World Superbike Championship, under the name of the "Xerox Ducati"
7. Xerox has been a leader in document technology and services. Xerox continue to build on this heritage of innovation. Through our acquisition of Affiliated Computer Services. The new Xerox is dedicated to innovation, service and giving customers the freedom to focus on what matters most: your real business. More than 136000 employees More than 9400 active patents 3.5% of the revenue spend on research and development
8. 2010 Revenue: $22 billion 2010 Income: $606 million 2010 Earnings per $.43 per share Share:
9. Xerox is once again growing and profitable The new brand logo for Xerox Xerox new brand logo better fits the changing digital environment helping to complete the transformation of the company’s image
10. Xerox invented photo copying and for decades flat out dominated the industry it had created. But Xerox’s harrowing experience provides a cautionary tale of what can happen when a company even a dominated market leader fails to adapt to its changing marketing environment
11. George C. Seager President 1906–1912 Gilbert E. Mosher President 1912–1938 Joseph R. Wilson President 1938–1946 Joseph C. Wilson President 1946–1966 CEO 1961–1967 C. Peter McCullough CEO 1968–1982 David T. Kearns CEO 1982 – July 1990 Paul A. Allaire CEO 1990 – April,1999 G. Richard Thoman CEO 1999 – May, 2000 Paul A. Allaire CEO 2000 – July, 2001 Anne M. Mulcahy CEO 2001 – July, 2009 Ursula M. Burns CEO 2009 – present