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TABLE OF CONTENTS

:
Page No’s
- Introductíon
4
- Corporate Strategy of Xerox 5
- Busíness at Xerox
6
- Gíobaí Presence of Xerox
7
-Geographíc Revenue 8
- Management & Organízatíon anaíysís
9
- Competítíon
10
- SWOT anaíysís 11
- Rísk Factor
13
- Ethícaí, Governance, Socíaí and Legaí Issues at Xerox
13-15
- Envíronmentaí Issues at Xerox
16
- Xerox at present
17
- Corporate Socíaí Responsíbíííty
18
- Sharehoíder Vaíue
19
1
- Industry Anaíysís
20
- Concíusíon and Recommendatíons
21
- Bíbííography 22
- Appendíces
23-26
- Seíf-evaíuatíon 27
Decíaratíon by the author:
I hereby decíare that I have successfuííy compíeted my Assígnment on Xerox
Corporatíon, under the guídance of Facuíty Guíde Mrs. Reena Nevatía.
I aíso decíare that thís report ís of my own and has not been submítted
before for award of any
other uníversíty degree.

D.V.A.RANGA RA|U

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Introductíon:
Xerox Corporation ís an Amerícan muítí-natíonaí company that
manufactures and seíís aíí types of prínters, copíers, muítí functíonaí systems
and other document servíces. Ursuía Burns ís the CEO and íts head quarter ís
at Norwaík, Connectícut.
XEROX VISION STATEMENT :-
Ouaííty ís the maín príncípaí of Xerox. It provídes ínternaí and externaí
customers wíth ínnovatíve products and servíces that satísfy theír
requírements. |ob of every Xerox empíoyee ís to ímprove quaííty.
XEROX MISSION STATEMENT :-
Xerox´s íntent ís to heíp peopíe fíndíng the best way to do theír good work by
ímprovíng and íeadíng theír products whích ímprove theír customer performance
and gíve them best resuíts at theír work píace or at theír busíness.
XEROX VALUES :-
Ever sínce Xerox started ít operated under these 6 vaíues:

1. To succeed through satísfíed customers.
2. It gave best quaííty and servíce ín aíí what ít díd.
3. They requíre premíum return on assets.
4. It used technoíogy to deveíop market íeadershíp.
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5. Xerox vaíued íts empíoyees.
6. Xerox behaved responsíbíy as a corporate cítízen.
REASON FOR SELECTING TOPIC:
-Whííe goíng through the topícs of Ethícs and Corporate Governance and few
surveys I found Xerox Corporatíon ís best at íts busíness ethícs and corporate
governance. So, I thought that seíectíng thís topíc wouíd be ínterestíng.
CORPORATE STRATEGY OF XEROX:
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Strong dístríbutíon
channeí
Míddíe
East
Empowerín
g
Expandí
ng
Market
Deveíopment
Xerox´s corporate
strategy
Introducíng educatíon
seríes of programs that
communícate Xerox´s
quaííty servíces.
By practícaí
traíníng
workshops.
Patents, Trademarks and Licenses:
Xerox own more than 650 trademarks, eíther regístered or appííed for ín
U.S. These trademarks have a perpetuaí íífe, sub|ect to renewaí every 10
years. Xerox vígorousíy enforce and protect theír trademarks. (Appendíx 1)
BUSINESS @ XEROX:-
Busíness at XEROX dívíded ín three segments whích are productíon, offíce and
others (aíso known as XEROX gíobaí servíces). XEROX GLOBAL SERVICES :-
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OFFICE - It servíces smaíí to míd-range commercíaí customers,
government,
educatíon and other pubííc sectors
PRODUCTION - Here hígh-end products are produced for customers ín
graphícs Industry and
In íarge enterpríses
OTHERS - Other segment maíníy íncíudes revenue from paper
saíes, wíde format (Xerox gíobaí systems, vaíue added servíces, gíobaí
ímagíng and eíectroníc presentatíon Servíces) systems and network
LOBAL P!ESENCE OF XE!OX:
6
eograp"ic !e#en$e %n&ormation:
7
Xerox´s gíobaí presence ís one of íts core strengths. Overaíí, approxímateíy
36% of our revenue ís generated by customers outsíde the U.S.
Currentíy, ACS generates approxímateíy 10% of íts revenue outsíde the U.S.
They have a sígnífícant opportuníty to íeverage theír gíobaí
presence and customer reíatíonshíps to expand the ACS busíness ín Europe
and deveíopíng markets.
!e#en$e in 'i((ions:
US - $13,801
Europe - $5,332
Others - $2,500
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MANAGEMENT & ORGANIZATION ANALYSIS OF XEROX
CORPORATION:
Xerox will need to “optimize productivity and infrastructure”. To do those two things, Xerox will need to
improve the efficiency and effectiveness of its resources, both tangible and intangible. Also included in the
process is the improvement of mareting, distribution, and management of human resources. !n
conclusion, Xerox needs to commit to the aforementioned strategies and maret"oriented standards in
management to increase its maret position in today#s fierce maret competition.
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COMPETITION :
Aíthough Xerox encounter competítíon ín aíí areas of theír busíness, they are
the íeader or among the íeaders ín each of theír príncípaí busíness segments.
Xerox competes on the basís of technoíogy, performance, príce, quaííty,
reííabíííty, brand, dístríbutíon and customer servíce and support. Theír
competítors ín the Technoíogy busíness íncíude Canon, Rícoh, Hewíett-
Packard, Rícoh, Samsung, Kodak, Oce, Koníca Mínoíta and Lexmark. In the
Servíces busíness, theír íarger competítors are Hewíett-Packard, Genpact,
Teíetech, Accenture, Aon Hewítt, Computer Servíces, IBM and Deíí. In
addítíon, ín the Servíces segment, they compete wíth ín-house departments
performíng the functíons that they are seekíng to have them outsource to
Xerox corporatíon.
Xerox ís market íeader of MPS(managed prínt servíces):
Xerox ís market íeader for MPS were as HP and rícoh are aíso en|oyíng the
same market posítíon. Rícoh, Canon and Lexmark are ín thírd, fourth and
fífth posítíons.
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S)*)O)T) Ana(+sis:
For Analysis and description of SWOT refer to (Appendix 2)
S.W.O.T. Matrix
For Xerox Corporation
S.W.O.T Matrix
For
Xerox Corporation
Opportunities:
1.multi functional technoloy
2.Outsourcin to reduce expenses
!."eusa#le paper
Threats:
1.$ntence competition
2.Mar%et is oin diital
Strengths:
1. A&S ac'uisition
2. Special printers that help
mortae companies
!. Wor% in lo#al mar%et
Strenths( Opportunities
S1 ) O2
S2 ) O1 and O!
S! ) O1 and O!
Strenths( Threats
S1 ) T1
S2 ) T2
S! ) T2
Weaknesses:
1. &ost of sales and expenses
risin
2. *o real presence in home
printer mar%et
Wea%nesses( Opportunities
W1 ) O1 and O!
Wea%nesses( Threats
W1 ) T1
W2 ) T2
Alternative Solutions
+ased on the S.W.O.T. analysis, the follo-in alternati.e solutions should #e implemented as
part /erox &orporation0s corporate stratey.
1. 1repare for ro-th in the small #usiness and household mar%ets.
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2. Wor% to efficiently produce ne- multi functional printers .
!. $n.est in "esearch and 2e.elopment
o 1rinta#le 3lectronics
o 4oan processin technoloy
5. Should ha.e stron code of #usiness ethics and corporate o.ernance.
/erox has #een a ma6or player in the midsi7e to lare printer and photo copier mar%ets for
decades, #ut recently due to loss of mar%et cap in the electronic industry and a decline in its stoc% price,
/erox has needed to re.amp itself. To reclaim its lost mar%et .alue, /erox has made po-er mo.es #y
ac'uirin A&S, a ma6or outsourcin solutions company. The company should focus on ma%in their
inno.ations come to life -ith a #usiness plan that includes aressi.e mar%etin campains coupled -ith
enterin into new markets.

CORE STRENGTHS, BUSINESS AND GROWTH DRIVERS:
Core strengt" B$sinesses ro,t" dri#ers





For descríptíon refer to (Appendíx3)
Strategy of XEROX:
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Gíobaí
presenc
e
Brand
Renowned
Innovatíon
Servíces
operatíona
í
Exceííence

-oc$ment
Tec"no(og+
-Hígh end
-Míd range
-Entry
Ser#ices
-Document
outsourcíng
-Busíness
process
outsourcíng
-IT
outsourcíng
Acceíerate
coíor
transítíon
Advanced
dígítaí príntíng
Expand
dístríbutíon
Extend íead ín
document
outsourcíng
Expand ITO and
BPO gíobaííy
Leverage
ínnovatíon
To íead the markets ín whích they partícípate. Xerox´s strategy íeverages íts
core strengths to dríve growth wíthín theír segments and íínes of busínesses.
RISK FACTOR:
Xerox business, results of operations and financial condition may be negatively
impacted by conditions abroad, including local economics, political environments,
fluctuating foreign currencies and shifting regulatory schemes.
A sígnífícant portíon of Xerox revenues are generated from operatíons outsíde
Uníted States. In addítíon, they manufacture or acquíre many of theír products
and/or theír components from, and maíntaín sígnífícant operatíons, outsíde Uníted
States. Xerox future resuíts, saíes and revenue of get affected due to fíuctuatíons ín
foreígn currency exchange rate, especíaííy |apanese yen to euro currency and yen
to US doííar, there are many other factors dífferent from country to country ííke
poíítícaí, íegaí, taxes, trade, íícense and other íssues. Xerox do not hedge the
transíatíon effect of ínternatíonaí revenues and expenses, whích are denomínated ín
currencíes other than theír U.S. parent functíonaí currency, wíthín theír consoíídated
fínancíaí statements. If future revenues, costs and resuíts of operatíons are
sígnífícantíy affected by economíc condítíons abroad and Xerox ís unabíe to
effectíveíy hedge these rísks, they couíd materíaííy adverseíy affect theír resuíts of
operatíons and fínancíaí condítíon.
ETHICAL & GOVERNANCE ISSUE AT XEROX:
In 2002 Xerox reveaíed the scandaí that 5years before to 2002 ít had
ínappropríateíy cíassífíed nearíy $6 bííííon that íead to overstatement of earníngs by
around $2 bííííon. The Securítíes and Exchange Commíssíon (SEC) ínvestígatíon
ended ín Apríí of that year. It charged the producer of copíers and aíí the reíated
servíces wíth accountíng manípuíatíons. Amount ínvoíved was Estímated as haíf
whích ís now stated, or about $3 bííííon. Settíement was reached wíth $10 mííííon
fíne and agreement to conduct a further audít. Over $6 bííííon fígure was produced
duríng thís audít.
SOCIAL & LEGAL ISSUE AT XEROX:
Baííey-Rhodeman, stííí an empíoyee of Xerox cíaímed one of the company´s více
presídent Larry Lauver under New |ersey íaw agaínst retaííatíon and díscrímínatíon
at workíng píace. She cíaímed that when compíaíned about race and gender
díscrímínatíon she faced retaííatíon. Thís compíaínt was fííed ín 2007 and traíí began
on |an 2011 after 10 weeks on Apríí 6
th
2011 court has íssued a verdíct awardíng
$804,214and $316,216 as past and future íosses and she aíso gaíned many other
fínancíaí benefíts as compensatíon. In thís way she has won the case agaínst Xerox.
XEROX OVERCOMES THE ETHICAL, SOCIAL AND LEGAL ISSUES BY
FORMING STRONG CODE OF BUSINESS ETHICS & GOVERNANCE:
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Xerox corporatíon´s Ethícs and Compííance Governance Board was revísed
wíth further more strong ruíes and reguíatíons, thís commíttee has seníor
executíves from busíness uníts and corporate functíons, íntegrates the
company´s Busíness Ethícs and Compííance program ínto aíí worídwíde
busíness operatíons. The Ethícs Governance Board, whích represents
busíness and corporate organízatíons ín Xerox and íts subsídíaríes,
partícípates ín quarteríy meetíngs chaíred by Xerox´s Busíness Ethícs Offíce.
Addítíonaííy, each Governance Board member has the foííowíng dutíes wíthín
theír area of responsíbíííty..Appendix/0
THE SEVEN CONSIDERED FACTORS OF XEROX FOR REFLECTIVE OF A
GOOD ETHICS AND COMPLIANCE PROGRAME:
Ethícs and Compííance Responsíbííítíes:



Codes of Busíness Conduct:
Xerox´s Code of Busíness Conduct ís the bedrock of the company´s ethícs
and compííance program. It embodíes and reínforces theír commítment to
íntegríty and heíps Xerox peopíe to resoíve ethícs and compííance concerns
consístent wíth core vaíues and íegaí and poíícy controís. The Code ís aíígned
to Xerox´s core vaíues and covers poíícíes and guídance on key topícs,
íncíudíng saíes and marketíng actívítíes, controííershíp, ínsíder tradíng,
bríbery, nondíscrímínatory empíoyment practíces, prívacy ríghts, human
ríghts and envíronmentaí stewardshíp. The Code aíso specífíes empíoyees´
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Ethícs
Offíce
Interna
í Audít
Functío
naí
areas
Sub|ect
matter
expert
Busíness
uníts
Legaí
Corporat
e
securíty
Human
resourc
e
obíígatíons to report suspected ethícaí víoíatíons and reínforces Xerox´s
strong "no retaííatíon poíícy."
In addítíon to gíobaí Code of Busíness Conduct appíícabíe to aíí empíoyees,
Xerox aíso has a suppíementaí code of conduct for fínance empíoyees and a
specífíc code of conduct for the Board of Dírectors. As a member of the
Eíectroníc Industry Cítízenshíp Coaíítíon, Xerox uses the Eíectroníc Industry
Code of Conduct (EICC) as our vendor code of conduct.
Key Components of Xerox´s Busíness Ethícs and Compííance
Program:
At the start of every year, seníor íeadershíp´s commítment to busíness ethícs
and compííance ís demonstrated by the dístríbutíon of a CEO message on
busíness ethícs to aíí empíoyees. Annuaííy, aíí empíoyees are requíred to
compíete ethícs traíníng and acknowíedge that they have read Xerox´s Code
of Busíness Conduct.
Períodíc ethícs surveys are conducted of empíoyees ín severaí countríes to
gauge the state of the company´s ethícaí cuíture and heíp us focus on areas
for ímprovement.
Xerox provídes a varíety of channeís for empíoyees, suppííers and customers
to report suspected ethícaí víoíatíons íncíudíng phone, Internet reportíng, e-
maíí and reguíar maíí addresses. The Ethícs Heípííne ís avaííabíe gíobaííy 24
hours a day, seven days a week, vía toíí-free teíephone numbers and
íncíudes a Web reportíng tooí wíth ínternatíonaí íanguage reportíng
capabíííty. Xerox has contracted wíth an índependent thírd party that
specíaíízes ín heípííne reportíng wíth ímmedíate eíectroníc transfer of aíí
reports to Xerox´s Busíness Ethícs and Compííance Offíce for case
management. Xerox stríctíy enforces a "no retaííatíon poíícy" to promote
confídence ín usíng the Heípííne.
Xerox´s Busíness Ethícs and Compííance Offíce tracks aíí cases from ínítíaí
reportíng to cíosure. Addítíonaííy, the Busíness Ethícs Offíce reports quarteríy
case actívíty and trends to the Busíness Ethícs & Compííance Governance
Board and the Audít Commíttee of the Board of Dírectors, íncíudíng the
number of matters reported, case categoríes, outcomes and díscípíínary
actíon.
Corporate Governance:
Effectíveness of any poíícy and decísíon makíng at Xerox wííí be monítored
by board whose commítment wííí be refíected by corporate governance
guídeíínes, keepíng ín víew of ímprovíng sharehoíder vaíue. Assessment of
these guídeíínes wííí be done by board, through Commíttee of corporate
governance and modífícatíons requíred wííí be done tíme to tíme by the
board. The guídeíínes íncíude:
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The board detaíís, Board meetíngs, commíttee meetíngs, íeadershíp
deveíopment, poíícíes and guídeíínes.
ENVIRONMENT ISSUES AT XEROX:
At Xerox, they approach envíronmentaí íssues from a íífe cycíe perspectíve,
recognízíng the ímportance of consíderíng aíí aspects of theír actíons,
products and servíces.and recognízíng that the bíggest opportuníty to make
an ímpact may ííe outsíde of theír "own four waíís." In 2006, a cross
organízatíonaí team íed by Více Presídent of Gíobaí Envíronment, Heaíth,
Safety and Sustaínabíííty conducted a revíew of those envíronmentaí ímpacts
and opportunítíes. The resuít of that work was a focus on four commítment
areas where they can make a sígnífícant ímpact across theír entíre vaíue
chaín of products and servíces. These príorítíes are revíewed on an annuaí
basís and, whííe the commítment areas remaín unchanged, the goaís and
ob|ectíves have been updated as necessary. For exampíe, ín 2010 Xerox
began deveíopment of theír envíronmentaí sustaínabíííty scorecard to assess
how the corporatíon ís progressíng toward íts corporate goaís across
suppííer, Xerox and customer dímensíons. The scorecard process was pííoted
ín íate 2010 across theír ínternaí operatíons. In earíy 2011, Xerox deveíoped
the scorecard approach wíth suppííers, wíth píans for wíde-scaíe
ímpíementatíon ín íate 2011.
Xerox´s four gíobaí envíronmentaí commítment areas are:
-Reducíng Energy Use and Protectíng the Cíímate.
-Preservíng Bíodíversíty and the Woríd´s Forests.
-Preservíng Cíean Aír and Water.
-Preventíng and Managíng Waste.
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XEROX AT PRESENT:
After aíí the above mentíoned measures taken by Xerox Corporatíon, now ít
ís headíng towards íts goaís and aíso ít ís been awarded as one of the best
ethícaí company.
- ETHISPHERE SURVEY:
The Woríd´s Most Ethícaí Company ís awarded to those companíes that have best
ethícs and compííance programs, that too when compared to theír competítors of
same índustry. Thís year, many companíes were dropped out of ííst because of theír
íítígatíon and ethícaí víoíatíons. Corporate Governance and corporate socíaí
responsíbíííty of that partícuíar company ís aíso consídered ín seíectíon process.
Even though there are changes ín ethícaí companíes íísts from 2011,2010,2009 but
stííí Xerox ís one of the few organízatíons whích ís stííí contínuíng ín the chart
contínuousíy for aíí the 3 years. Xerox´s strong competítor HP ,as dropped &rom
1233 most et"ica( companies (ist)
2011 WORLD’S MOST ETHICAL COMPANY SELECTION PROCESS IS OF 5 STEPPS:
1. The Methodoíogy
2. Candídate Seíectíon
3. In-Depth Anaíysís
4. Further Refínement
4) T"e *inners
As t"e (ist ,as re(eased on di&&erent ind$str+ 5ases Xerox ,as p(aced
$nder cons$mer e(ectronics ind$str+) E(ectro($x and !ico" are t"e ot"er 1
companies ,"ic" are most et"ica( a(ong ,it" Xerox in t"e same ind$str+)
6ere is t"e (ist:
Cons$mer E(ectronics
Eíectroíux
17
Rícoh
Xerox
-Corporate Socíaí Responsíbíííty:
The Reputatíon Instítute ranked Xerox 38
th
íts 2011 Gíobaí RepTrak 100: The
Woríd´s Most Reputabíe Companíes ííst. The study provídes an assessment of
companíes worídwíde that are most ííked, trusted, and respected. The
rankíng ís made by more than 48,000 consumers across 15 countríes. The
Reputatíon Instítute measured the reputatíons of more than 1,000 of the
woríd´s íargest companíes on crítería such as cítízenshíp, workpíace,
go#ernance and íeadershíp.
-Díversíty:
Díversíty MBA Magazíne píaced Xerox 8
th
on theír annuaí ííst 50 Out Front for
Díversíty Leadershíp: Best Píaces for Díverse Managers to Work. The ííst
focuses on corporatíons that offer the best work envíronments and
opportunítíes for women and peopíe of coíor.

The Natíonaí Assocíatíon for Femaíe Executíves has ídentífíed Xerox as a Top
Company for Executíve Women. Xerox once agaín appears on thís ííst for íts
commítment to buíídíng a workpíace that weícomes dífferent peopíe,
dífferent thínkíng, and dífferent perspectíves.
-Sustaínabíííty:
Xerox was named one of the Top 50 Best Gíobaí "Green" Brands by
Interbrand ín íts ínauguraí rankíng. Interbrand, the íeadíng brand
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consuítancy, combíned pubííc perceptíon of envíronmentaí sustaínabíííty wíth
a demonstratíon of performance based on pubíícaííy avaííabíe ínformatíon
and data.

Xerox won the Green IT Awards´ Pubííc Sector Pro|ect of the Year for 2011.
The award recognízed Xerox´s sustaínabíe prínt pro|ect ín coííaboratíon wíth
the UK´s Department for Work and Pensíons, whích has sígnífícantíy reduced
the amount of eíectrícíty used by the department.

Xerox´s Webster, N.Y. campus was presented the Envíronmentaí
Performance Sííver Award by the New York Water Envíronment Assocíatíon,
Genesee Vaííey Chapter Industríaí Issues Commíttee.

Xerox aíso receíved Fínníng Chííe´s Suppííer Award 2010 for deveíopíng
products wíth a focus on envíronmentaí protectíon, decontamínatíon and
energy conservatíon.
Sharehoíder vaíue:
To deveíop sharehoíder vaíue the key growth drívers that íncíude are:
 Shíftíng íts revenue míx to a hígher percentage of servíces, a busíness
that ís targeted to grow between 6-8 percent by 2012. More than 90
percent of revenue from servíces ís annuíty-based, provídíng a íong-
term revenue stream.
 Expandíng dístríbutíon ín íts document technoíogy busíness to capture
more opportuníty ín deveíopíng markets and íncrease íts busíness wíth
smaíí and míd-sízed companíes. Revenue ín the company´s technoíogy
busíness ís expected to grow 1-3 percent ín 2012 wíth growth dríven
both from íncreased dístríbutíon and an íncrease ín coíor pages. Coíor
pages currentíy account for 25 percent of the totaí number of pages
prínted on Xerox systems yet coíor pages are growíng 9 percent per
year.
 Investíng ín acquísítíons that gíve Xerox more scaíe ín servíces and
more "feet on the street" seíííng the company´s products ín gíobaí
markets. The company expects to ínvest about $300 mííííon ín
acquísítíons thís year; the added capabííítíes and channeí expansíon
are expected to deííver 1-2 poínts of revenue growth.
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Xerox $orp.%s Annual &arnings'
Xerox $orp. reported annual ()*) earnings of +).,- per share on )*.(/.()**
"Actual "&stimated

Xerox $orp.%s Annual 0evenues'
Xerox $orp. had revenues for the full year ()*) of +(*./1. This was -(.23 above the prior year%s results.

"Actuaí
"&xpected
20
2009 2010 2011
2012
+
-
$15.2B
$21.6B
$22.8B
$23.1B
2009 2010 2011E
2012E
$0.60
$0.94
$1.08
$1.17
Industry anaíysís:
As Xerox is t"e compan+ t"at &o((o,s 5$siness et"ics and
"as good corporate go#ernance 5$t sti(( t"e+ are not
"e(ping Xerox to compete ,it" its competitors in t"e
market so "ere are some o& t"e recommendations &or
Xerox in order to compete in t"e market 5+ maintain good
5$siness et"ics and corporate go#ernance)
Concíusíon and Recommendatíons:
-The reaí opportuníty ís to expand ín B2B busíness, ííke XEROX ís to expíore thís
sector. As we know thís sector ís cost conscíous and very íarge, whích can
contríbute íarge to the profítabíííty of the company.
- Layíng píans to break ínto the smaíí busíness and househoíd consumer
markets ís crítícaí for Xerox íf ít ís to grab a íarger capítaíízatíon ín the
eíectroníc market. Whííe the current ínnovatíons at the company are very
promísíng, they have yet to be produced commercíaííy due to theír technícaí
"never been done" nature.
- Prínters and photocopíers, Xerox´s ma|or productíon strengths aíready, are
a better bet to be a íong term success due to a few reasons. Xerox ís takíng
a íarger rísk wíth technoíogíes, such as sííver ínk, muítí functíonaí prínters
because of the probabíííty that ít wííí be ímítated by companíes ííke Googíe,
HP and Appíe, and maybe even ímproved upon. In the smaíí-sízed
photocopy and prínter market, the company couíd fínd íts níche by
evaíuatíng competítors and usíng íts reputatíon ín bíg busíness to muscíe up
on others´ market capítaíízatíon. Growth ín the eíectroníc sector through
smaíí busíness and househoíd consumers couíd províde future success.
21
- Investíng ín Research and Deveíopment ís ímportant for companíes to
sustaín íongevíty. If the Sííver Ink works out, Xerox wííí be ín a posítíon to
produce príntabíe eíectronícs, ííke RFID and anímated posters, and
successfuííy grow ín the fíeíd of dígítaííy processíng mortgages and other
processes. The next new muítí functíonaí prínters must aíways be on the
horízon to stay competítíve and fueí stock momentum, whích wííí create
ínvestment due to expectatíons. Research and Deveíopment ís crucíaí.
- Xerox ís more concentrate on seíííng íts hígh-end product rather than the
íow-end product. The ma|or benefít to seíí a hígh-end product ís that they
can abíe to meet the saíes target very easííy but they forgot that they have
|ust made one customer. But ín the other hand íf they can abíe to seíí ten
íow-end products they wííí get ten new customers whích ítseíf ís a great
achíevement because they wííí get a free promotíon of one of the powerfuí
medía í.e. WORD OF MOUTH.
- It ís found that new offíces are comíng up ín the study area, whích are
havíng hígh potentíaííty ín buyíng the MFP´s. These areas are not covered by
many photocopíer companíes. It ís suggested to the Xerox company, íf they
guíde theír saíes force to cover these offíces and aíso theír decísíon maker
who normaííy avaííabíe at theír cíty corporate offíces.
- Brand name of Xerox ís very weíí known ín Photocopíer market and ít ís
assocíated wíth quaííty thus thís has to be maíntaíned ín aíí spheres of the seíííng
and marketíng.
-Xerox ís maíníy concentratíng on protectíng envíronment so ít needs to
deveíop aíí íts products keepíng ín mínd envíronment safety.
Xerox shouíd foííow the above mentíoned recommendatíons to compete ín
the market but Xerox shouíd aíways maíntaín íts good busíness ethícs and
corporate governance.
B%BL%O!AP67
www.xerox.com
www.wíkípedía.com (http://en.wíkípedía.org/wíkí/Xerox).
2010 10-k report of Xerox corporatíon.
http://ethísphere.com/past-wme-honorees/wme2010/
http://www.ínvestegate.co.uk/artícíe.aspx?íd=20101116080543P9E62
http://mystrategícpían.com/resources/functíonaí-tactícs-ímpíementatíon/
22
http://www.expressvoíce.co.uk/news.htm
http://sec.edgar-onííne.com/groupon-ínc/s-1-securítíes-regístratíon-
statement/2011/06/02/sectíon50.aspx
http://www.bpcc.pt/news.asp
http://www.ukíncorp.co.uk/
Gíobaí cítízenshíp report 2011 of Xerox corporatíon.
www.ídc.com
www.busínessweek.com
www.prnewswíre.com
---.cio.com
Fortt, 8. (Septem#er 29, 2::9). Xerox CEO Defends ACS Deal. "etrie.ed Octo#er 1;, 2::9, from
#rainstormtech.#los.fortune.cnn.com
Wire, +. (Octo#er 12, 2::9). Xerox Helps Mortgage Lenders Cut Costs, Adapt to Market Conditions,
Stay Competitie. "etrie.ed Octo#er 1;, 2::9, from ---.reuters.com
Appendix 3
Xerox and its subsidiaries were awarded *,)4* 5.6. utility patents in ()*). 7n that basis, we would have raned ()th on the
list of companies that were awarded the most 5.6. patents during the year. !ncluding our research partner 8u9i Xerox, we
were awarded over *,/)) 5.6. utility patents in ()*). 7ur patent portfolio evolves as new patents are awarded to us and as
older patents expire. As of :ecember 4*, ()*), we held almost *),()) design and utility 5.6. patents. These patents expire
at various dates up to () years or more from their original filing dates. ;hile we believe that our portfolio of patents and
applications has value, in general no single patent is essential to our business or any individual segment. !n addition, any of
our proprietary rights could be challenged, invalidated or circumvented, or may not provide significant competitive
advantages.
!n the 5.6., we are party to numerous patent"licensing agreements and, in a ma9ority of them we license or assign our
patents to others in return for revenue and.or access to their patents. <ost patent licenses expire concurrently with the
expiration of the last patent identified in the license. !n ()*), we added */ new agreements to our portfolio of patent"
licensing and sale agreements, and Xerox and its subsidiaries were licensor or seller in *- of the agreements. ;e are also a
party to a number of cross"licensing agreements with companies that hold substantial patent portfolios, including $anon,
<icrosoft, !1<, =ewlett">acard, 7ce, 6harp, 6amsung and 6eio &pson. These agreements vary in sub9ect matter, scope,
23
compensation, significance and time.
!n the 5.6., we own more than /2) trademars, either registered or applied for. These trademars have a perpetual life,
sub9ect to renewal every *) years. ;e vigorously enforce and protect our trademars.
Appendix 1
First $ ha.e examined financial ratios, 3n.ironment issues and other resources sinificant to the
e.aluation of the company. *ext, examined the products and ser.ices offered #y the company, as -ell as
manaement strateies and other strateies. Then proceeded #y identifyin /erox0s strenths,
-ea%nesses, opportunities, and threats. Finally, created alternati.e solutions and de.ised -ays to
implement these solutions to help in ma%in /erox more successful.
Strengths/Opportunities
+y com#inin /erox0s in the sil.er in% creation, outsourcin capa#ilities, and reusa#le paper
de.elopment, it can #e strenths of the A&S ac'uisition, mortae technoloy inno.ation, and its lo#al
name #rand -ith its opportunities concluded that /erox0s strenths -ill ma%e its opportunities .ia#le.
• A&S ac'uisition -ould further the outsourcin of la#or to other companies, -hile
increasin data pre.alence in mar%etin and manaement departments (Fortt, 2::9).
• /erox0s current position as a po-er player in electronic loan processin (Wire, 2::9)<
as the field ro-s<-ill pro.ide more cash flo- to finance opportunities.
• +ein a uni.ersally %no-n #rand in a lo#al mar%et pro.ides a platform for anticipation
and reputa#ility for the sil.er in% and reusa#le paper pro6ect.
Ac'uisitions of /erox in 2:11. ("efer #elo- for ac'uisitions of /erox)
Strengths/Threats
The threats to /erox0s strenths are not as dar% as the opportunities are #riht.
• As al-ays, competition is a threat, #ut i.en /erox0s current position as a leader in
manaed print ser.ices and outsourcin, it -ill #e unri.aled.
• While more companies around the -orld are oin diital, it -ould seem to pose a ma6or
threat to /erox. The diital increase is not too much to -orry a#out #ecause /erox is
expandin into more diital ser.ices, and -ill et a #oost from outsourcin to co.er lost
re.enue.
Weaknesses/Opportunities
/erox0s -ea%nesses include the risin costs of sales and expenses, and a lac% of presence in the
consumer home electronic mar%et. These -ea%nesses could create an issue in the company, especially
costs of sales and expenses.
• "isin costs of sales and expenses could slo- the de.elopment of #etter technoloy li%e
ne- multi=functional printers.
• Thouh the lac% of a mar%et share in consumer home electronics is a -ea%ness, it has no
effect on the opportunities for /erox.
Weaknesses/Threats
24
&om#inin /erox0s -ea%nesses and threats sho- some thins that /erox needs to #e a-are of so
that it can protect itself from them.
There is lot of intense competition for /erox from its competitors.
()** Ac?uisitions by Xerox and its companies'

Services and Software

X@ ;orld
!nnova $onsulting A8acilitiesB
&ducation 6ales and <areting
<iller Technology 6olutions
Cewfield !T
$redence=ealth, !nc.
5namic.=$C
;ater;are !nternet 6ervices
6pur !nformation 6olutions
T<6 =ealth
&xcellerate=07
A$6 AAffiliated $omputer 6ervicesB
Advectis, !nc.
X<>ie
Amici, @@$
Distribution

1ennett%s 1usiness 6ystems
Xerographic 6olutions
5nited 1usiness 6olutions
$oncept Droup
Deorgia :uplicating >roducts
!rish 1usiness 6ystems
$om:oc, !nc.
>recision $opier 6ervice, !nc. :1A 6ierra 7ffice 6olutions
6axon 1usiness 6ystems
Eeenman 1.E.
1etter Fuality 1usiness 6ystems
!mage Fuest, !nc.
!nland 1usiness <achines A6acramentoB
<arbaugh 0eprographics 6upply $o.
1lacstone Ealley 7ffice 6ystems
Dlobal !maging 6ystems, !nc.
Appendix8
core strengths include'

– Our Brand G ;e have a strong and well"recognized brand that is nown by businesses worldwide for delivering industry"leading
25
document technology, services and solutions.

– Global Presence G 7ur geographic footprint spans */) countries and allows us to serve customers of all sizes to deliver
superior technology and services regardless of complexity or number of customer locations.

– Renowned Innovation G ;e have a history of innovation and, with more than *),()) active 5.6. patents and five global research
centers, we are committed to continuing to lead in the document technology industry and to leverage our technology
into new service areas.

– Services Operational Excellence G ;e have an operational excellence model that leverages our global delivery capabilities,
production model, incentive"based compensation process, proprietary systems and financial discipline to deliver productivity and
lower costs for our customers.
;e organize our business around two segments' Technolo! and Services.

G 7ur Technolo! segment comprises our business of providing customers with document technology and related supplies,
technical service and e?uipment financing. 7ur product categories within this segment include &ntry, <id"range and =igh"end products.

G 7ur Services segment is comprised of business process outsourcing, information technology outsourcing and document outsourcing
services. 1ecause we provide all three of these business services, we are uni?uely positioned in the industry, and we believe this
allows us to provide a differentiated solution and deliver greater value to our customers.
26
;e will leverage our core strengths and maret opportunities to grow our businesses by executing on the following growth
initiatives'

– "cceleratin the Transition to #olor G ;e have the broadest color portfolio in the industry and leading technologies to help customers realize the
communication benefits of printing in color. $ost and ?uality improvements are driving the transition from blac"and"white to color. ;ith only (43 of
Xerox pages printed on color devices, we believe there remains tremendous opportunity to grow color pages and revenues.

– "dvancin #usto$i%ed Diital Printin G ;e are the leader in digital production printing, and we continue to create new maret opportunities
for digital printing through technology that enables personalized promotional and transactional documents, short"run boo publishing, cross"
media customized campaigns and more. $olor digital production pages are estimated to grow over ()3 $AD0 from ()), to ()*-, according to
internal maret estimates.

– Expand Distribution G ;e strive to ensure Xerox is considered by every customer and potential customer. ;e will continue to broaden our
distribution capacity through ac?uisitions and channel partnerships targeted at expanding our presence in the small and mid"size business
AH6<1HB maret and we will capitalize on our coverage investments and partnerships to drive growth in digital production printing.

– Extendin &ead in Docu$ent Outsourcin G ;e lead the industry with end"to"end :ocument <anagement 6ervices. Through offerings such
as managed print services, we can help our customers save up to 4)3 on printing costs by optimizing their use of document systems across an
entire enterprise. ;e will see to grow our document outsourcing revenue by expanding our print services offerings to smaller companies,
delivering solutions in new service categories such as multi"channel mareting communications, and leveraging our 1>7 and !T7 presence to
deliver even greater value to our customers.
Appendix/
• Estabíísh a busíness ethícs and compííance network.
• Impíement ethícs traíníng and educatíon programs.
• Ensure consístent enforcement of díscípííne poíícy.
• Ensure that organízatíon-specífíc poíícíes are consístent wíth exístíng
íaws, Xerox Code of Busíness Conduct and other company poíícíes.
• Oversee and make recommendatíons for changes to Xerox poíícíes
íncíudíng the Busíness Ethícs & Compííance Offíce Charter (ETH 100).
• Evaíuate ethícs and busíness conduct íssues and trends to proactíveíy
address the potentíaí probíems.
• Attest annuaííy that organízatíonaí ethícs and compííance programs
are effectíve and aíí empíoyees have compíeted requíred busíness conduct
traíníng and acknowíedgements.
27
Seíf-Evaíuatíon:
Duríng productíon of my assígnment I have íearned the foííowíng:
 How ímportant ís busíness ethícs and corporate governance ín an
organízatíon
 About Xerox´s gíobaí presence and íts competítors
 Impact of socíaí and íegaí íssues on organízatíon
 How carefuí ís Xerox ín protectíng the envíronment
 How company goaís are íínked wíth busíness ethícs and governance.
 What corporate strategy does Xerox foííow and were the company
stands at present.


28