Please see attached for full data.  Do young children use cell phones? Apparently so, according to a recent study (A. Ross, “Message to Santa; Kids Want a Phone,” Palm Beach Post, December 16, 2008,pp. 1A, 4A), which stated that cell phone users under 12 years of age averaged 137 calls per month as compared to 231 calls per month for cell phone users 13 to 17 years of age. No sample sizes were reported. Suppose that the results were based on samples of 50 cell phone users in each group and that the sample standard deviation for cell phone users under 12 years of age was 51.7 calls per month and the sample standard deviation for cell phone users 13 to 17 years of age was 67.6 calls per month. a. Using a 0.05 level of significance, is there evidence of a difference in the variances of cell phone usage between cell phone users under 12 years of age and cell phone users 13 to 17 years of age? b. On the basis of the results in (a), which t test defined in Section 10.1 should you use to compare the means of the two groups of cell phone users? Discuss.  Running Header: OVERVIEW SWOT ANALYSIS 2 SWOT Analysis Shannon James April 27, 2015 Shelia Porter Overview Xerox cooperation is a company that deals with business solutions that relate to document processing and management. Currently, the company operates in 160 companies across the globe. The headquarters of the company is in Norwalk Connecticut. The company employees 139650 people and recorded a profit of 22626 million dollars. The operating profit for the same company was about 1796 million dollars. The company has managed to the employee the latest technologies in carrying out its operations and that is why it has managed to remain relevant to the current dynamic market. In order for the company to remain relevant, there is a need for management to have proper strategies that would ensure that the business goals are achieved. The goals There are a number of related goals that the company needs to be achieved (Peter 2000). The common ones include customer satisfaction and excellent services. Others include premium return on assets and Use technology to develop market leadership. Each of the goals will need some specific strategies for it to be achieved. In order to achieve customer satisfaction, the management will need to have a special plan that will help in boosting customer service. All employees should be trained to excellent customer service such that it should not just be the work of front office staff. The company must ensure the that the products and the services are of very high quality so that customers can be satisfied and in the event that the customers have complains, there should be a help desk for the customers to launch their complains. The management should also have a suggest box that must regularly be che.

1. Please see attached for full data.
Do young children use cell phones? Apparently so, according to
a recent study (A. Ross, “Message to Santa; Kids Want a
Phone,” Palm Beach Post, December 16, 2008,pp. 1A, 4A),
which stated that cell phone users under 12 years of age
averaged 137 calls per month as compared to 231 calls per
month for cell phone users 13 to 17 years of age. No sample
sizes were reported. Suppose that the results were based on
samples of 50 cell phone users in each group and that the
sample standard deviation for cell phone users under 12 years of
age was 51.7 calls per month and the sample standard deviation
for cell phone users 13 to 17 years of
age was 67.6 calls per month.
a. Using a 0.05 level of significance, is there evidence of a
difference in the variances of cell phone usage between cell
phone users under 12 years of age and cell phone users 13 to 17
years of age?
b. On the basis of the results in (a), which t test defined in
Section 10.1 should you use to compare the means of the two
groups of cell phone users? Discuss.
Running Header: OVERVIEW
SWOT ANALYSIS
2

2. SWOT Analysis
Shannon James
April 27, 2015
Shelia Porter
Overview
Xerox cooperation is a company that deals with business
solutions that relate to document processing and management.
Currently, the company operates in 160 companies across the
globe. The headquarters of the company is in Norwalk
Connecticut. The company employees 139650 people and
recorded a profit of 22626 million dollars. The operating profit
for the same company was about 1796 million dollars. The
company has managed to the employee the latest technologies in

3. carrying out its operations and that is why it has managed to
remain relevant to the current dynamic market. In order for the
company to remain relevant, there is a need for management to
have proper strategies that would ensure that the business goals
are achieved.
The goals
There are a number of related goals that the company needs to
be achieved (Peter 2000). The common ones include customer
satisfaction and excellent services. Others include premium
return on assets and Use technology to develop market
leadership. Each of the goals will need some specific strategies
for it to be achieved.
In order to achieve customer satisfaction, the management will
need to have a special plan that will help in boosting customer
service. All employees should be trained to excellent customer
service such that it should not just be the work of front office
staff. The company must ensure the that the products and the
services are of very high quality so that customers can be
satisfied and in the event that the customers have complains,
there should be a help desk for the customers to launch their
complains. The management should also have a suggest box that
must regularly be checked by an external person in order to
avoid compromise, the suggestions by customers should be
taken seriously.
As for excellent services, the management should focus on new
technologies and innovation so that the services can be
excellent. Excellent services and products are majorly the main
drivers of company growth. When the products and the services
achieve a certain level of excellence, then the company can also
built a string brand that would sell and also ensure customer
loyalty. Having a string brand is the greatest selling point for
the company to survive the current business dynamics and the
stiff competitions that are ever increasing. When a company
built loyalty, then the company can also save costs in terms of
marketing (Henriana 2011).
Getting premium returns on assets is a major goal as far as the

4. company is concerned because it is the only way that growth
can be measured. The company would grow when there is an
expansion, the expansion strategies should focus on making sure
that the company's assets increase. Another way through which
assets can gain premium returns is by maximizing the fact that
currently the company has many customers that are loyal and it
has also encouraged the use of technology, this means that it
actually combines the traditional way of running business as
well as the latest technology (Galo 2009).
Having the above plans will direct and guide management on
how to achieve the goals. It is also important to note that many
companies fail because they have goals but they lack proper
plans for the execution of those plans. In summary, the company
will achieve its goals through expansion, customer satisfaction
and getting premium returns on assets.
Effects of planning Decisions
As the company plans to execute its plans for the goals, there
are a number of effects which will be experienced by
stakeholder for example if the company has to achieve excellent
service, then all the employees should be involved in trainings
and innovation. The company’s management will be affected
because the process may have to force workers to put in extra
working hours and also go beyond the normal expectations to
work harmoniously. The competitors will be affected in the
sense that the company would be setting high standards, this
means that competing companies will also have to invest more
in order to keep up with the pace. The shareholders will need to
invest more especially where expansion is concerned since
assets will have to be increased.

5. References
Galo, M. (2009). SWOT analysis for successful companies.
Oxford: Oxford University Press
Henriana, B. (2011). Introduction to business environment.
Nairobi: KIE
Peter, J. (2000). How to manage growth. London: Macmillan
Organizing Work Grading Guide
MGT/521 Version 11
1
Learning Team Assignment: Organizing Work
Purpose of Assignment
The Organizing Work assignment allows students to collaborate
with their Learning Team members regarding the organizational
structure of a Fortune 500 company. This assignment provides
students with an understanding of the process of structuring an
organization and the many factors to consider. By completing
this assignment, students gain experience constructing
organizational charts in Microsoft® PowerPoint® and become
aware of the organizational charts that may exist in their own
businesses. Overall, this assignment familiarizes students with
the management function of organizing.
Resources Required

6. Ch. 10, 11, & 13 of Management
One team member’s company used to complete the Week Three
assignment
Grading Guide
Content
70 Percent
Met
Partially Met
Not Met
Comments:
Includes an organizational chart in Microsoft® PowerPoint® for
the current structure of the selected company
Includes an organizational chart in Microsoft® PowerPoint® for
the recommended structure of the selected company
Recommends structural changes or adaptations to the existing
structure—if no recommendations are being made, the decision
must be defended
Describes the work that must be completed to accomplish the
changes or adaptations being recommended—if no changes are
recommended, the decision must be defended

7. Includes a description of how the work could be done most
effectively. Would the work be completed by individuals,
teams, or a combination of both? If no changes are
recommended, explain how the work is being completed and
why the current method is successful.
The paper is no more than 1,050 words in length
Total Available
Total Earned
7
#/7
Writing Guidelines
30 Percent
Met
Partially Met
Not Met

8. Comments:
The paper—including tables and graphs, headings, title page,
and reference page—is consistent with APA formatting
guidelines and meets course-level requirements
Intellectual property is recognized with in-text citations and a
reference page
Paragraph and sentence transitions are present, logical, and
maintain the flow throughout the paper
Sentences are complete, clear, and concise
Rules of grammar and usage are followed including spelling and
punctuation
Total Available
Total Earned

9. 3
#/3
Assignment Total
#
10
#/10
Additional comments:
Copyright ©2015, 2014, 2013, 2012, 2011, 2009, 2008 by
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COMPANY PROFILE
Xerox Corporation
REFERENCE CODE: F3E2A2FD-1A23-423F-AEB2-
42D1748BF8D1
PUBLICATION DATE: 21 Aug 2012
www.marketline.com
COPYRIGHT MARKETLINE. THIS CONTENT IS A
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OR DISTRIBUTED.
TABLE OF CONTENTS

10. Company
Overview................................................................................
..............3
Key
Facts.......................................................................................
........................3
SWOT
Analysis..................................................................................
...................4
Xerox Corporation Page 2
© MarketLine
Xerox Corporation
TABLE OF CONTENTS
COMPANY OVERVIEW
Xerox Corporation (Xerox or “the company”) offers business
process and document management.
The company operates in 160 countries across the world. Xerox
is headquartered in Norwalk,
Connecticut and employed 139,650 people as of December 31,
2011.
The company recorded revenues of $22,626 million during the
financial year ended December 2011
(FY2011), an increase of 4.6% over FY2010. The operating
profit of the company was $1,796 million
in FY2011, an increase of 69.3% over FY2010. The net profit
was $1,295 million in FY2011 compared

11. to $606 million in FY2010.
KEY FACTS
Xerox CorporationHead Office
45 Glover Avenue
Norwalk
Connecticut 06856-4505
USA
1 800 275 9376Phone
Fax
http://www.xerox.comWeb Address
22,626.0Revenue / turnover
(USD Mn)
DecemberFinancial Year End
139,650Employees
XRXNew York Ticker
Xerox Corporation Page 3
© MarketLine
Xerox Corporation
Company Overview
SWOT ANALYSIS
Xerox Corporation (Xerox or “the company”) offers business

12. process and document management.
The company’s strong market position in document technology
with formidable presence in the
multifunctional peripherals market provides operational strength
to the company. However, trends
indicate that the document technology is substituted with digital
media impacting the demand for
Xerox’s products and services.
WeaknessesStrengths
Lackluster performance in the technology
division
Market position in document technology with
formidable presence in the multifunctional
peripherals market
Business model transformation into services
business
Annuity model and strong cash generation
ThreatsOpportunities
Trends indicate structural declines in
document technology
Color to drive the production printing
environment
Macro economic headwinds impacting
business spending
Enhancing presence in the SMB segment
Services poised to capture growth in cloud,
mobility and analytics Intense competition

13. Strengths
Market position in document technology with formidable
presence in the multifunctional peripherals
market
Xerox is a market leader in several aspects of its document
technology business. The industry
estimates indicate that the company is a leader in copiers, laser
printers and document publishing
equipment, Additionally, Xerox has the leading market share for
digital publishing in the US and
Europe, due to its robust spending on research and development.
In the equipment business Xerox
is the market leader and in 2011 it continued to gain share. The
industry estimates also indicate that
the company is a market leader in managed print services
business as well. Xerox attributes market
share gains to offering a more extensive and affordable
portfolio of color products and by expanding
the company’s distribution to serve more small and midsize
businesses around the world. The
company is a global brand in the worldwide document
processing market.
Xerox Corporation Page 4
© MarketLine
Xerox Corporation
SWOT Analysis
The company’s presence in the multifunction peripherals (MFP)
market is a further extension to its
leadership positioning in the document technology market. This

14. is of specific significance as the
MFP is likely to evolve as the de facto hardcopy device for the
office as the hardcopy market's
transformation shifts to more software (leveraging the MFP
architecture) and services (such as
managed print/document/IT services) aspects. The company’s
broad portfolio of offerings caters to
a range of clients which positions Xerox as a leader in MFP
market. The company’s MFP product
line comprises 17-90 ppm models which targets a variety of
channels and customer types. The MFP
line includes a range of monochrome and color MFPs with a
varied range of speeds catering to small
as well as large enterprises. MFPs are offered in three families;
Phraser model have A4 configurations;
WorkCentre models are a mix of A3 and A4 configuration and
inculcates both the printer and copier
perspectives; A3 ColorQube family is based on the company’s
exclusive solid ink technology which
equips Xerox with a unique value proposition in the color
market based on parameters such as total
cost of ownership and environmental advantages. Xerox has
effectively used the halo of its leadership
legacy in the US printer and copier markets to effectively drive
market leadership in the US MFP
market as well. The company is likely to further cement its
leadership in document technology as it
enhances shipments of MFP products.
Xerox also gained market leadership as it reinvents itself as a
service led company. MFP plays a
crucial role in this approach, as these products lay a foundation
to integrate workflows and business
process while supporting broader document based solutions
beyond print. Xerox as part of the MFP
offering also offers Extensible Interface Platform (EIP), through

15. which the company offers a set of
tools that enable developers to create customized document
management solutions that are
accessible from the MFPs. By leveraging this EIP architecture,
Xerox expects to integrate solutions
like mobility, scanning, document management, and security
with the back-office systems to create
more streamlined workflows across both horizontal and vertical
accounts. Another key factor is its
broad and deep channel mix which comprises direct as well as
indirect channels. The company’s
positioning in the MFP market highlights its strong presence in
the document technology business
and also indicates that the company is translating this into MFP
which is likely to emerge as a new
trend in the document technology. This will ensure Xerox’s
technology leadership despite evolution
of its core document technology business.
The leadership in the document technology provides operational
strength as the market position will
add positively to the bottom line and cash flow as the company
invests to drive its services business.
The printers business is extremely competitive with competitors
like HP trying aggressively to take
share from Xerox. The company’s ability to defend and grow its
market share amid such a scenario
indicates the appeal its products enjoy in the marketplace which
is a testimony to the company’s
product development capabilities. For instance, the company’s
market position in digital printing in
the US and Europe was enhanced as 27 new products that Xerox
launched in 2011 had color output
capability, in line with the client preference.
Business model transformation into services business

16. The company has taken initiatives to transform its business into
services business from a technology
company. The acquisition of ACS in 2010 has transformed
Xerox into a services business. The
company derived 47.9% of its revenues from services business
and 45.3% from technology business.
Xerox Corporation Page 5
© MarketLine
Xerox Corporation
SWOT Analysis
Furthermore, services business has grown at a faster pace
compared to the company’s technology
business. Services business grew by 12.5% in FY2011 while the
technology division declined by
0.9%. The company expects to invest up to $300 million to
expand its service operations and has
spent approximately $200 million in acquisitions in 2011. The
company’s leadership in managed
print services complements its service offerings. Xerox’s MPS
continuum complements and provides
opportunities to expand existing BPO and ITO services. Within
BPO accounts, Xerox MPS helps to
improve workflow and enhance employee productivity. In ITO
accounts, MPS complements the client
IT services that the company is currently offering and positions
Xerox as a complete IT services
provider.
The transformation is significant for the company to enhance
sustainable growth prospects.

17. Furthermore, stability in services segment will offset potential
variability in equipment operating
trends. The company anticipates its services segment to be the
growth driver which facilitates financial
flexibility to weather the impact of slowing technology
business. Unlike some of its peers like Lexmark,
Xerox has services business to fall back on.
Annuity model and strong cash generation
The fundamentals of Xerox’s business are based on an annuity
model that drives significant recurring
revenue and cash generation. Approximately 83% of the
company’s 2011 total revenue was
annuity-based revenue that includes contracted services,
equipment maintenance, consumable
supplies and financing, among other elements. Annuity revenue
model reduces business risk and
provides visibility into revenues. Additionally, the annuity
business also aided strong cash generation.
Over the past three years Xerox consistently delivered strong
cash flow from operations, driven by
the strength of its annuity-based revenue model. The company’s
free cash flow margin averaged
about 10% during 2009-11. A free cash flow margin over 5%
indicates sound cash generating
capabilities. Strong cash generation indicates the company’s
ability to fund expansions internally.
Cash flows also provide a cushion during economic
uncertainties which have a potential to adversely
impact the growth prospects.
Weaknesses
Lackluster performance in the technology division

18. The company’s technology division has been witnessing a
lackluster growth. In FY2011, revenues
from technology division declined by 0.9%. The downtrend
continued into FY2012. In second quarter
of 2012, the technology division revenues declined by 7%. The
division has been impacted by the
macro economic headwinds and has been a drag on the
company’s growth prospects. Xerox derived
45.3% of its revenues from technology division in FY2011.
Further declines in the segment will
adversely impact the company’s operational performance.
Opportunities
Xerox Corporation Page 6
© MarketLine
Xerox Corporation
SWOT Analysis
Color to drive the production printing environment
Color printing is gaining ground and has been a driver of
growth in the production print environment.
The retail value of digital printing (excluding office, home and
large format printing) in the US and
Western Europe was $63 billion in 2011 when considering all
production printing environments from
copy shop and small in-plant to large commercial printers and
data center service bureaus. According
to the industry estimates, the revenues will grow by about 4%
annually between 2011 and 2016.
The estimates suggest that the growth rate for color impressions
in production copying and digital

19. printing has accelerated compared to the previous forecasts. The
growth rate is expected to be
about 18.5% compounded annual growth rate (CAGR). The
color share of all the US impressions
is expected to grow from 23% in 2011 to 48% in 2016. Western
Europe is estimated to show an
even stronger shift towards color, with an average annual
growth of 20.4% for impressions made
on color devices. The European market is already more inclined
towards color print and by 2015
more digital impressions in Western Europe will be done on
color devices than on black & white
devices. This represents a large shift for a market in which
black & white accounted for 80% of
impressions only five years ago.
Xerox has made significant inroads with the color technology.
According to the company, Xerox has
the broadest portfolio of color printing technology in the
industry. Cost and quality improvements are
driving the transition from black-and-white to color. With only
27% of Xerox pages printed on color
devices, the company expects tremendous opportunity to grow
color pages and associated revenue.
During 2011, Xerox launched 27 new products, with an
emphasis on broadening its color portfolio
for both production and office markets and expanding its
channels of distribution for these products.
The company experienced a 6% increase in color annuity
revenue, 4% increase in color equipment
sales revenue. The company is well poised to drive the top line
growth from this segment.
Enhancing presence in the SMB segment
Xerox is enhancing its SMB footprint to drive growth from this

20. market. To this end, the company
acquired companies during 2011 that expand its distribution
capacity for Xerox technology to small
and midsize businesses and in under-penetrated markets. In
total, the company made nine
acquisitions to expand distribution in SMB space in 2011. In
February 2011, the company acquired
Concept Group. This acquisition expanded the company’s reach
into the SMB market in the UK. In
April and May 2011, Xerox acquired Premier Office Equipment
and Midwest Business
Solution
s,
both based in Iowa. In December 2011, the company acquired
the Merizon Group Incorporated,
which operates MBM, a Wisconsin-based office products
distributor. These acquisitions further the
company’s strategy of creating a nationwide network of locally
based providers focused on improving
document workflow and office efficiency for small and midsize
businesses. Xerox has lesser
penetration in the SMB segment and the focus on this segment
will drive higher revenues from
technology. The company has differentiated itself in the SMB
market space by launching products
that target this customer base instead of going for one size fits

21. all approach. The strength of Xerox
brand and global footprint position the company well to
penetrate more of the small and midsize
business opportunity, especially in developing markets. The
industry estimates indicate in several
areas such as managed print services, SMBs are fuelling the
growth as the adoption at SMBs
outpaces that of large enterprises.
Xerox Corporation Page 7
© MarketLine
Xerox Corporation
SWOT Analysis
Services poised to capture growth in cloud, mobility and
analytics
The services division at Xerox is looking to expand by
capturing growth in three key growth segments
of cloud, mobility and big data. The company partnered with IT
solutions provider BoxTone in first
quarter of 2012 to develop an end-to-end, cloud-based mobile

22. device management (MDM) solution,
which supports a full range of devices and can be scaled to meet
the enterprise mobility requirements
of SMBs to MNCs. The company offers enterprise cloud
solutions and expanded its cloud offerings
to SMBs. Additionally, the company offers mobile solutions
that will drive growth as enterprise mobile
adoption gathers pace. The industry estimates indicate strong
growth in cloud computing and mobile
adoption which will add positively to the company’s initiatives
in these markets. According to the
industry estimates, the global market for cloud computing will
increase from $41 billion in 2011 to
more than $240 billion in 2020. The enterprise tablets market is
estimated to grow at a CAGR of
about 50% during 2011–16. The enterprise smartphone market
is also estimated to witness strong
growth with enterprise smartphone shipments will likely to
surge from 20 million units per year in
2010 to 54 million per year in 2016.
Xerox is also keen on tapping opportunities in the analytics
segment by combining this with its BPO
services. The company is developing proprietary methods for
predictive analytics applied to business

23. processes. In first quarter of 2012, Xerox introduced
ProfitSight, a comprehensive, cloud-based
spend and procurement analytics offering based on Rosslyn
Analytics’ RA.Pid platform. Such
initiatives will enable it to tap into large opportunity offered in
the analytics space. The industry
estimates indicate that the US is expected to see 8.6% growth in
spending on 2012. The Asia Pacific
region (excluding Japan); Central and Eastern Europe, the
Middle East and Africa and Latin America
are forecast to drive the highest growth opportunities in 2012.
In these three regions, about 15
countries are estimated to register a double digit growth.
Overall, the industry is estimated to grow
between 9-10% in 2012.
In the technology space, cloud, mobility and analytics are three
large opportunities and Xerox is
positioning itself to leverage on these trends to enhance growth
in the services segment. The company
has an uphill task trying to capture growth opportunities in the
services space as it competes with
large and entrenched players. However, by focusing on
emerging segments such as cloud, mobile
and analytics which offer significant room for growth for

24. relatively new and smaller players will enable
Xerox to establish presence in the services segment.
Threats
Trends indicate structural declines in document technology
The document technology is increasingly threatened by the
adoption of paperless workflows. This
is made possible as advancements in information technology
have replaced traditional means of
sending and storing information by digital media. As a result,
Xerox and other document industry
firms are bearing the brunt of a slowdown in demand for paper-
related systems and products. With
the advent of smartphones and mobile devices documents are
being phased out. As it is increasingly
becoming easier to read documents on smartphones and tablets
the need for printing has declined.
Xerox Corporation Page 8
© MarketLine
Xerox Corporation
SWOT Analysis

25. Furthermore, green initiatives adopted by several organizations
have been focusing on driving paper
less offices and have been discouraging printing. These trends
indicate that the document technology
is substituted with digital media impacting the demand for
Xerox’s products and services.
Macro economic headwinds impacting business spending
Growth at Xerox is highly correlated to the large business
growth. The macro economic uncertainty
and sluggish growth levels at several countries has been
impacting the business budgets adversely.
Technology, specifically document technology is considered
highly discretionary and printing is the
most dispensable part of a business. As Xerox derives growth
from color printing which is more of
a luxury rather than a necessity for businesses, the company’s
revenues are likely to be more
impacted by the cyclical aspects. In 2011 Xerox’s revenue was
hampered by market conditions. The
ongoing uncertainty in business environment especially in the

26. US and Europe will negatively impact
the growth prospects for the company.
Intense competition
Xerox faces intense competition from the services and
technology businesses. In the services
segment, the company competes with entrenched players like
IBM, Accenture and Cognizant
Technologies. These companies differentiate themselves based
on scale, strong consulting practices
and strong vertical capabilities. While several of the company’s
peers have built competitive
advantages, Xerox is relatively new to this segment. Although
the company acquired a strong player
like ACS and thus entered the services space, the company has
to learn the services business
model which it is relatively new to. Furthermore several of its
peers are large companies with
capabilities to capture market share from smaller players.
In the document technology business also, the company faces
significant competition from Hewlett
Packard, Lexmark and Canon among others. Specifically,
Lexmark and Canon have been investing

27. in broadening the product portfolio and geographical presence
much in the same way as to replicate
Xerox. The company’s competitive advantages could be eroded
as the competitor’s catch up. Intense
competition could lead to price wars impacting margins and will
pressure market share growth
especially in mature businesses like document technology.
Xerox Corporation Page 9
© MarketLine
Xerox Corporation
SWOT Analysis
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