Xerox saw declining returns in the 1970s due to lack of customer focus. To address this, Xerox implemented several initiatives to better understand customer needs like conducting relationship and transaction surveys, monitoring social media, and designating a "Customer Care Officer" daily to directly address issues. These efforts helped improve product quality by 93%, decrease development time by 60%, and lower costs.

1. How Xerox listens to its
customers

2. Case Brief
• 1959 Xerox introduced
• 1960 Sold all its produce
• But in 1970s Its ROA was as low as 20%
Because of
• Growing market
• Competition
• No Focus of customers

3. No Focus of customers
A research has found that customers quietly
leave without any complain.
TARP research has found a 1 to 26 ratio for
Every customer who quit without complain.
So it is very important to ask the customer what
they want and get their feedback on various
issues they are facing.

4. How Xerox listens to its customers
• Relationship Surveys
• Transactional Surveys
• Social media
• Real-time alerts.
• Xerox Corporate Focus Executive
Program’’ to build relationships with its
top 100 customers

5. How Xerox listens to its customers
• “Customer Care Officer of the Day” to listen
to the customers and solve their problems.
• “Xerox Focus Forward”. These events are
aimed to connecting company with current and
future customers and explore opportunities.
• Lean Six Sigma techniques to
addresses customers’ requirement

6. Results
• Overall product quality Improved 93 %
• Product development time decreased 60%
• Purchased cost reduced 45 %
• Suppliers reduced to 500 (From 5,000)
• Purchased cost reduced 45 %
• Manufacturing cost reduced 20 %

7. Thank You