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Chapter 1

Introduction
Xerox Corporation produces and markets services, office equipment, and document management software. Founded on simple principles of customer satisfaction, and building smarter businesses, Xerox has become one of the largest document management companies worldwide. It provides intelligent solutions for small businesses and large companies. Xerox has established tight control in the technology and services industry, with marketable products including colour copiers and digital printers. It has paired with other companies including, Flextronics, and Fuji Film, helping to increase its size and average return. Still it is not able to penetrate in to the most vibrant sector of India i.e. Small and Medium scale business. So in this report I am analysing the market The evolution of document industry from potential of this sector and also some ways light-lens to digital, from black-andand means to enter in to this market. white to colour and from paper to The major reason to take this project is to electronic document plays directly to know the failure behind why Xerox unable Xerox’s product and service leadership in to reach the customer of this segment even an expanding worldwide market. they launch many product for the SMB‘s sector. This topic will help the company to enter in to the potential market in Hyderbad and Secunderbad. Xerox is belongs to sector which is still undefined because one theory says it is belongs to office equipment sector and the some other analysts says that this belongs to document management solution industry. So we can say that there is many competitor of Xerox as a company in both the sector like HP, Canon, Pitney bowes Ricoh etc. The evolution of document industry from light-lens to digital, from black-and-white to colour and from paper to electronic document plays directly to Xerox‘s product and service leadership in an expanding worldwide market. The opportunity lies in $132 billion market.
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Chapter 2

About the Project

A. Need Of The Study B. Objectives Of The Study C. Scope Of The Study D. Limitations Of The Study E. Literature Study

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NEED FOR STUDY
The need for the study is basically for two reasons:1. As there is a new potential market is coming up in Hyderabad and Secunderabad , the study was conducted to know and measure market potentiality for XEROX product in small and medium scale business of the twin city . 2. In 2008 Xerox has changed its logo, a study was conducted among the channel partner about the knowledge and significance of the logo.

OBJECTIVE OF THE STUDY
1. Assessing market potentiality for Document management solutions in SMB‘s sector. 2. Brand Awareness & Significance of XEROX Corporations logo among its business partners 3. Need of advertisement for the Xerox Corporation and How better they can explore the market.

SCOPE OF THE STUDY
1. The project is focused on randomly selected areas in twin cities of Hyderabad & Secunderabad . 2. The data collection is carried out in Hyderabad & Secunderabad for a period of 40 days. 3. The project also focuses on the need of advertisement for Xerox Corporation. 4. The study helps to know the expectation from the Xerox business partners .

LIMITATION
1. The main focus of the study is limited to Hyderabad and Secunderabad only. 2. Time constraint: The duration of the project is 8-week so the scope of indepth evaluation of the market potentiality is very less. 3. Opinion oriented: Some of the respondents may tend to get bias towards the product they are using and may project a rosy picture which may affect the reliability and relevance of the study. 4. Problem of getting Information from the reliable person.

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LITERATURE STUDY
Shu-Hsien Liao , Rerno Widowati PA and Da-Chian Hu made the research on the ―STUDY OF THE RELATIONSHIP BETWEEN BRANDAWARENESS, BRAND ASSOCIATION, PERCEIVED QUALITY, AND BRAND LOYALTY‖. On this research investigated direct and indirect relationship between brand equity constructs which includes brand awareness, brand association, perceived quality, and brand loyalty. We implement Structural Equation Modelling with LISREL to examine the hypothesis. The finding showed that there is a significant and positive direct effect between brand awareness toward brand associations, and brand association toward perceived quality and brand loyalty. They argue that brand association plays as a suppressor in our model that leads to inverse relation between brand awareness and perceived quality. With respects to the mediating effect of perceived quality to the relationship between brand awareness towards brand loyalty and brand association towards brand loyalty, their finding showed that perceived quality does not play as a mediator role in this study. On the other hand, they find that brand association is a very important variable which mediate the relationship between brand awareness toward brand loyalty.

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Chapter 3

Industry Overview

A. Overview B. Market Position As A Brand C. Fortune Most Admired Company

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INDUSTRY OVERVIEW
As the document industry has changed over the past few years, Xerox has focused more on the sale and maintenance of high-end color image and managing systems. Xerox continually tries to make new technological advances to maintain their equipment sales. Simultaneously, Xerox has taken a larger role as a service-based company. This transition will allow the company to reduce risk and maintain a consistent revenue stream as clients sign long-term agreements with the company. Despite relatively flat revenues, Xerox has shown consistent growth in profit over the past three years including an increase in net income of 2% from 2007 to 2008. The increase in net income has been driven by the company's shift towards highermargin operations that include the sale of high-end color systems and a variety of post-sales services. The Office segment serves small and medium-sized commercial customers as well as government and other public sector customers. The Production sector consists of high-end systems designed for large companies and customers in the graphic communications industry. Developing Markets Operations includes the sale and servicing of products in South America, the Middle East, India, Eastern Europe and Africa. The Other segment includes revenue from paper sales and certain valueadded services. Value added services enable Xerox to use its knowledge and experience to offer solutions that optimize customer output and minimize costs. The major competitors of XEROX are Hewlett-Packard Company, Canon Inc., Ricoh, Pitney Bowes etc. Rank Company Fortune 1000 rank Revenue $ millions 118,364.00 61,101.00 32,479.00 17,608.00 13,880.00 6,262.30 5,315.00 % change from 2007 13.5 -0.1 35.3 2.2 0.1 2.2 -14.2 $ % millions change from 2007 8,329.00 14.7 2,478.00 4,834.00 230 403 419.8 228 -15.9 38.3 -79.7 -14.8 14.5 -16.8

1 2 3 4 5 6 7

Hewlett-Packard Dell Apple Xerox Sun Microsystems Pitney Bowes NCR

9 33 71 147 187 395 446

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From the above table it can be clearly visible that HP is the market leader in office equipment sector. In Fortune 500 companies XEROX position is 147 in 2008. In MPS (Managed Print Service) market XEROX is the clear leader as per Gartner report in April 2009. Xerox provides clients with efficient, turnkey managed Print Services (MPS) solutions that improve the quality of document services, reduce cost, streamline workflows, boost productivity and improve information security. It even helps organisations make significant strides towards their environmental sustainability goals. Although a variety of vendors offer MPS services today, only Xerox has the indepth experience and expertise, comprehensive capabilities, best in class tools and practices, and disciplined management processes clients need to improve printing and document processing throughout your enterprise. With Xerox‘s rigorous lean six sigma assessments, they not only reduced the cost but also go beyond Total Cost of Ownership modelling to minimise the cost. Its process helps the client to adapt a better way of working with the document. These are some of the reason why Xerox is #1 in MPS market share.

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MARKET POSITION AS A BRAND VALUE
Brand value the amount that a brand is worth in terms of income, potential income, reputation, prestige, and market value. Brands with a high value are regarded as 2008 2007 Brand Rank Rank Country of Origin Sector 2008 Brand Value ($m) 66,667 59,031 59,007 53,086 Change in Brand Value 2% 3% 1% 3% 7% 43% 6% 3% 6%

1 2 3 4 5 10 12 36 59

1 3 2 4 5 20 12 36 56

United States Beverages United States Computer Services United States Computer Software United States Diversified Finland

Consumer Electronics 35,942 25,590 23,509 10,876 6,393

United States Internet Services United States Computer Hardware Japan Computer Hardware

United States Computer Hardware

[According to BrandZ-2008-Report (How BrandZ magazine comes to brand value calculation one can see in APPENDICS 3) ] considerable assets to a company, so that when a company is sold a brand with a high value may be worth more than any other consideration. Business that intend to reap the benefits of using brand as a driver of business success need to begin the process by identifying and managing, in a more systematic and structured way, the associates that contribute to brand equity and are critical to enhancing the brand value and extent that is financially impacts on the business. More precisely Brand Value is the financial value of a brand, defined as the sum of all earnings that a brand is expected to generate. So, XEROX is in the 59th position in compare to CANON in 36th and HP in 12th .

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FORTUNE MOST ADMIRED COMPANY
This year Fortune has revamped the Most Admired Survey by combining the former America‘s Most Admired Company (AMAC) survey and the former World‘s Most Admired Company (WMAC) survey into one. The new listing better represents the competitive landscape faced by today‘s companies. The survey covers 64 industries: 25 international industries and 39 primarily U.S.-market industries. The impact of the changes is a reduction in the number of smaller American companies in the international industries and a slight increase in the number of foreign competitors in the 39 U.S.-market industries. A total of 689 companies from 28 countries were surveyed.

Rank 1 2 3 4 5 6

Company Xerox Apple Hewlett-Packard Canon Sun Microsystems Dell

Overall score 7.28 7.07 7.04 6.05 5.92 5.62

Nine key attributes of reputation to arrive at each company‘s score on the industry rankings, we averaged the scores of these nine criteria: 1. Innovation 2. People management 3. Use of corporate assets 4. Community y/environment 5. Quality of management 6. Financial soundness 7. Long-term investment 8. Quality of products/ser v ices 9. Global Competitiveness

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Chapter 4

Company Profile
A. Overview B. History C. Business at Xerox D. Financial Overview E. Xerox India limited F. Xerox Global Presence G. Research and development at Xerox H. Innovation at Xerox I. Six sigma and lean production J. Bench Marking Process 11 12 14 17 19 20 22 25 26 27

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COMPANY PROFILE ― Bottom line: yes, we are feeling the impact of the recession; yes, we are moving aggressively to reduce costs, generate cash and weather the storm; but no, we are neither giving up on 2009 nor mortgaging our future by compromising on investments that will give us momentum as we come out of the economic downturn.‖ Anne M. Mulcahy Chairman and Chief Executive Officer
Xerox Corporation is the world's leading document management technology and services enterprise. It provides the document industry's broadest portfolio of offerings. Digital systems include colour and black-and-white printing and publishing systems, digital presses and "book factories," multifunction devices, laser and solid ink network printers, copiers and fax machines. Xerox's services expertise is unmatched and includes helping businesses develop online document archives, analyzing how employees can most efficiently share documents and knowledge in the office, operating in-house print shops or mailrooms, and building Web-based processes for personalizing direct mail, invoices, brochures and more. Xerox also offers associated software, support and supplies such as toner, paper and ink. XEROX In summary, Xerox stands for Corporation holds a stake in a joint venture "Technology, Document with Fuji Photo Film called Fuji Xerox. Xerox Management, Consulting designs its products for businesses in the Services". financial services, graphic arts, health care, government, and industrial sectors. The company's subsidiaries include the Palo Alto Research Centre (PARC) and marketing software provider XMPie. In summary, Xerox stands for "Technology, Document Management, and Consulting Services".

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HISTORY
Xerox was founded in 1906 in Rochester, New York as "The Haloid Company", which originally manufactured photographic paper and equipment. The company subsequently changed its name to "Haloid Xerox" in 1958 and then simply "Xerox" in 1961. The company came to prominence in 1959 with the introduction of the first plain paper photocopier using the process of xerography developed by Chester Carlson, the Xerox 914. Before releasing the 914, Xerox had also introduced the first xerographic printer, the "Copyflo" in 1955. In 1970 Xerox opened the Xerox PARC research facility. The facility developed many modern computing methods such as the mouse and the graphical user interface. From these inventions, Xerox PARC created the Xerox Alto in 1973, a small minicomputer similar to a workstation and personal computer. The Alto was never commercially sold, as Xerox itself could not see the sales potential of it. Xerox today manufactures and sells a wide variety of office & production equipment including Xerox Phaser printers, multifunction printers, large-volume digital printers as well as workflow software under the brand strategy of FreeFlow. The impact of Xerox FreeFlow products on the graphic arts market & the print industry has grown exponentially since May 2006. Xerox also sells digital presses. On 29 May 2008, xerox launched XEROX iGen 4 digital press. This year ColorQube 9201/9202 /9203 is the world‘s first tabloid/A3-size solid ink advanced MFP launched. A new colour multifunction printer utilizes cartridge-free solid ink technology to shatter price barriers to printing everyday business documents in colour. It also substantially reduces waste. The development which we were seeing now, all the credit goes Xerox is not only the leading company to Anne M. Mulcahy the CEO and Chairman in the office equipment sector but also of XEROX Corporation. the leader in corporate citizenship. Xerox is not only the leading company in the office equipment sector but also the leader in corporate citizenship. They own World‘s Most Ethical Companies for last two year consecutively. XEROX organized around five themes that capture the essence of citizenship efforts: 1. Conducting the business with integrity and transparency builds credibility and attracts investors. 2. Aligning our resources around customer need provides the revenue stream that enables investment in innovation and future growth.
They own World’s Most Ethical Companies for last two year consecutively.

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Nurturing a greener world through sustainable innovation and development saves money, creates value and helps develop new markets. 4. Creating a great workplace for the people working with XEROX and strengthens the competitiveness. 5. Leveraging the resources to make our world better improves the quality of life for the employee and the economic climate for our customers.
3.

XEROX MISSION STATEMENT:Our strategic intent is to help people find better ways to do great work -- by constantly leading in document technologies, products and services that improve our customers' work processes and business results.

XEROX VALUES:Since our inception, we have operated under the guidance of six core values: 1. We succeed through satisfied customers. 2. We deliver quality and excellence in all we do. 3. We require premium return on assets. 4. We use technology to develop market leadership. 5. We value our employees. 6. We behave responsibly as a corporate citizen

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BUSINESS @ XEROX:Business at XEROX divided in three segments which are production, office and others (also known as XEROX global services).

XEROX GLOBAL SERVICES :Xerox global services provide consulting services to help companies worldwide get better results through process innovation. No other company has more experience in making business processes more cost effective and secure. Xerox experts can manage document technology and assets in an office, provide records management and more. All Xerox services use Smarter Document management technologies to Xerox is not just a company who is dealing achieve measurable results that meet with office equipment. This is one of the customer objectives. major misconceptions among the corporate. Xerox Services professionals include consultants and technical experts who identify and assess a client‘s situation, design and implement solutions and then manage the resulting work processes as required. Xerox helps customers reXerox is in three major business segments i.e. XGS (Xerox Global Services), OSG (Office Systems Groups) And PSG (Production System Group).

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engineer business processes, redesign documents, and deliver information more effectively and in doing so, help customers to improve the way they work and maximise on their information technology investment. The Xerox Global Services, end-to-end service offering includes: 1. Determining the organisations current and true cost of ownership. 2. Designing the optimal office-print environment. 3. Managing the transition to the new environment. 4. Assuring the customer that control of the new environment can be managed in the long term. XEROX OFFICE GROUP:Since the invention of the plain paper copier, Xerox has transformed the way people work in an office. From the single person office to the departmental workgroup, from the knowledge worker to the graphic designer, Xerox supports every office environment. The Office Systems Group Division (―OSG‖) provides a range of colour and blackand-white multifunction, printer, and copier products. The Xerox range of digital copiers and advanced multifunction systems, which print, copy, scan, fax and email – belong to one of three product families: CopyCentre, WorkCentre and WorkCentre Pro. These products range in speeds from 16 to 90 pages per minute, from singular function to advanced multifunctional devices and with an array of finishing options. The Office Group also offers Xerox Phaser printers. Xerox uses a variety of printing technologies including laser, LED, Emulsion Aggregate Toner and the Xerox exclusive solid ink. Rounding off Xerox offerings are software solutions and services developed to enhance worker productivity. For example CentreWare Web software helps customers effectively manage all network printing devices in their company, regardless of brand, through a web browser. Docushare allows people to share and store online documents. Xerox office printers, copiers and multifunction systems have earned 146 honours and awards worldwide, from leading IT testing and research organizations including: Buyers Laboratory Inc., Industry Analysts Inc. and Better Buys for Business. The awards are a testament to the four major research and development centres around the world (USA, Canada, Europe, Japan) with an investment of $850 million in R&D annually and 8000 active patents.

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The Office System Group supports its market engagement model with the following pillars: 1. Business Development 2. Channel Management 3. Product Management 4. Promotion and Public Relations So, office segment serves to global, national and small to medium scale business as well as government, public sector and other similar industries and organisations. PRODUCTION SYSTEM GROUP:Xerox is among the printing industry‘s digital pioneers and continues to lead efforts to help businesses profit from the ongoing digital printing revolution. Xerox ignited the customised production-printing industry in 1977 by introducing high-speed laser printing for producing computer-data based output. In 1990, the DocuTech Production Publisher spawned today's fast-growing, print-on demand industry. In 2002 Xerox launched its iGen3 Digital Production Press, the most advanced and costeffective digital colour press. It is revolutionising the colour print market, as it combines the image quality of offset printing with the speed and technical capabilities of digital printing. Xerox's primary high-end product families are DocuPrint for enterprise printing, Xerox Nuvera and DocuTech for digital on-demand printing and DocuColor and iGen3 for digital full-colour printing. Printing Systems Group, (―PSG‖) is responsible for production colour, production black-and-white and highlight colour digital presses in cut-sheet and wide-format systems. These systems are designed for customers in the graphic communication industry and for large enterprises. The Production Systems Group also offers total document solutions and services that can scan, view, manage and produce documents, as well as a variety of pre-press and post-press digital workflow options to meet customer demands. The FreeFlow digital workflow collection consists of software; hardware and tools that help print providers, simplify work processes, attract new business with high volume applications, and better manage print jobs from creation to final invoice and fulfilment. Production Systems Group solutions enable just-in-time printing, one-to-one personalised printing and digital book production across multiple environments. In addition, Xerox develops a wide range of complementary finishing devices and supplies.
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FINANCIAL OVERVIEW:2008 Total Revenue Net Income Earnings per share $17,608 $230 $0.26 2007 $17,228 $1,135 $1.19 69,290 57,400 2006 $15,895 $1,210 $1.22 40,372 53,700 2005 $15,701 $978 $0.94 53,0217 55,200 2004 $15,722 $859 $0.86 55,152 58,100

Common Shareholders at 46,540 year end Employees at year end 57,100

(In Millions except EPS) Although there is a recessionary trend in all over the world XEROX managed to generate revenue. The attitude and focus helped XEROX to turn in credible performance in a very difficult year. The major findings from the Annual Report of XEROX are:1. Total revenue for 2008 was $17.6 billion – Through the 5 percent of our that‘s an increase of $380 million, or 2 revenue invested in innovation, we percent, over 2007. continued to expand our portfolio 2. Full-year net income was $230 million of document management including a litigation charge. Excluding technology this and certain other charges, adjusted net income was $985 million.

$20,000 $15,000 $10,000 $5,000 $0 Total Revenue Net Income 2008 2007 2006 2005 2004

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3. We generated $939 million of operating cash flow. Adjusted cash from core operations for the year was $1.7 billion. 4. Through the 5 percent of our revenue invested in innovation, we continued to expand our portfolio of document management technology and services – already the broadest in the industry and in our history. 5. And we continued to expand distribution, bringing the Xerox brand to more businesses of any size all around the world. REVENUE BY BUSINESS SEGMENTS:-

From this table it is clearly visible that more than 50% of revenue comes from office segments because it is the very first business XEROX in to then they diversifies to production segment and now in to document management solution.

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XEROX GLOBAL PRESENCE:XEROX operates in over 160 countries worldwide. It develop, manufacture, market and support document management systems, supplies and services through a variety of distribution channels around the world. More significantly we can divide it in to mainly four areas. 1. North American Operations: - North American Operations includes the United States and Canada. 2. Xerox Europe: - Xerox Europe covers 17 countries across Europe. 3. Developing Markets: - Developing Markets supports more than 130 countries. 4. Fuji Xerox: - Fuji Xerox, an unconsolidated entity of which we own 25%, develops, manufactures and distributes document management systems, supplies and services. The major share of revenue comes from Europe and U.S. market. This can be clearly visible from the following graph. Almost 52% of the revenue comes from U.S. market and 34% from European market. So more than 85% of the revenue comes from these two markets. The other areas comprises of African market and Asian market, specifically India. More than 70% of the market in India is comprised of Small and Medium scale industries. So XEROX should concentrate in this market. Globally, XEROX has 57,100 direct employees. We have over 7,500 Sales Professionals, over 13,000 Managed Service Employees at customer sites and over 13,000 Technical Service Employees. In addition, we have over 6,500 Agents and Concessionaires and over 10,000 resellers.
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THE XEROX INDIA LIMITED
Xerox India Limited, erstwhile Modi Xerox was the outcome of one man's vision to usher white-collar productivity in India. In the 1960s and 1970s Dr Bhupendra Kumar Modi, erstwhile founder Chairman and President, Modi Xerox experienced firsthand the power of xerography and discovered the simple joy of copying reference study material at the touch of a button. Through a tie up with Rank Xerox, a member of the worldwide Xerox family in UK, Dr Modi founded Modi Xerox, a joint venture partnership and brought to Indian offices a new level of productivity and efficiency in business management. The Xerox India Limited story can be divided into the following phases: PHASE 1:- The Start-up years(1983 - 86) PHASE 2:- The Take-off Phase (1986 - 89) PHASE 3:- Maturing of the Partnership (1989 - 91) PHASE 4:- Evolution into the Document Company (1991 - 95) PHASE 5:- Gearing up for Globalisation & Knowledge Growth (1995 - 99) PHASE 6:- Leading the Digital Document Revolution (2000-ONWARD) Incorporated in 1983, Xerox India Limited is a part of Xerox Corporation. Over the past 20 years, Xerox India Limited has shaped the document management industry in India by ushering in the world's best document processing products and bringing innovative value-added concepts to cater to customer needs. Xerox India Limited has successfully transitioned three major movements in India since its inception, copying to printing, black & white to color, stand-alone analog to digital, networked products. BUSINESS GROUPS:Xerox has three business groups in India. These include New Office Group, Production Systems Group and Xerox Global Services. New Office Group The New Office Group of Xerox caters to the requirements of large and mid-sized and small enterprises, providing them with analog copiers, digital copiers, copiersprinters, advanced multifunction devices, color copiers-printers and engineering copiers. These offerings are marketed through a "Two-Tier" distribution model. Xerox reaches out to its customers through its network of two national distributors (eSys and Redington) and two regional distributors (Micromax and Ansatta). The

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company has a network of 1500 channel partners that are supported by a team of qualified and trained indirect sales personnel. Production Systems Group The Xerox Production Systems Group caters to three main production environments - Publishing, Transaction Printing, and Enterprise-wide Printing through its multiple product categories. The group also offers total document solutions and services that can scan, view, manage and produce documents as well as a variety of pre-press and post press workflow options to fully meet customer demands. The group markets its product portfolio through both direct and indirect model. Xerox Global Services Xerox Global Services brings device and document management services to the marketplace. It enables Xerox to be a fully integrated document solutions company by providing a total end-to-end solution. Xerox Global Services helps clients reduce costs and create value by making smarter connections between people processes and technology.

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RESEARCH AND DEVELOPMENT AT XEROX
Investment in R&D is critical for competitiveness in XEROX fast-paced markets where more than two-thirds of XEROX equipment sales are from products launched during the past two years. Research activities are conducted in the United States, Canada and Europe – often in collaboration with Fuji Xerox Co., Ltd. (―Fuji Xerox‖). Xerox is a company that is founded on -- and thrives on -- innovation. The Xerox Innovation Group explores the unknown, invents next-generation technology and creates new business and shareholder value through its five worldwide research centres and associated operations.  Imaging and Services Technology Centre – New York, United States. The Imaging and Services Technology Centre, founded in 2003, is the focal point for Xerox's core competencies in digital imaging and in document solutions and services.  Wilson Centre for Research and Development - New York, United States. Since its founding in 1960, the Wilson Centre has attained international recognition for its pioneering work on xerography, which provided the technical and patent basis for Xerox imaging products from the 1960s to today. It continues to discover new ways to put images on paper and other media and to enhance images electronically.  Xerox Research Centre of Canada (XRCC) – Ontario, Canada. XRCC is Xerox's materials research centre, enabling the flow of leading-edge imaging materials from research concepts to supplies solutions. Founded in 1974, XRCC leverages its core competencies in materials design, synthesis, characterisation, evaluation and scale-up to deliver with partners environmentally sound materials and processes that support higher-quality and lower-cost colour and monochrome printing.  Xerox Research Centre Europe (XRCE) – Grenoble, France. Founded in 1993, XRCE guides Xerox research activities in Europe. The centre coordinates research, engineering and the Technology Showroom, a customer showcase for Xerox research and a technology exchange forum. The centre also develops connections within the wider European scientific community through collaborative projects and partnerships.  Palo Alto Research Centre (PARC) – Palo Alto California, United States. PARC is a wholly owned subsidiary of Xerox and an integral part of Xerox's strategy for long-term research investment. Founded in 1970 as part of Xerox Research, PARC was incorporated in 2002 as an independent research business.

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As the birthplace of technologies such as laser printing, Ethernet, the graphical user interface, and ubiquitous computing, PARC has an established track record for transforming industries and creating commercial value. XEROX R&D drives innovation and customer value by:1. Creating new differentiated products and services; 2. Enabling cost competitiveness through disruptive products and services; 3. Enabling new ways to serve customers and 4. Creating new business opportunities that drive future growth and reach new customers. Patents, Trademarks and Licenses:XEROX is a technology company. Including Xerox Palo Alto Research Centre (―PARC‖) and XMPie subsidiaries, XEROX was awarded 609 U.S. utility patents in 2008. XEROX was ranked 31st on the list of companies that were awarded the most U.S. patents during the year and would have been ranked about 27th with the inclusion of PARC and XMPie patents. Including XEROX research partner Fuji Xerox Co., Ltd (―Fuji Xerox‖), XEROX was awarded over 940 U.S. utility patents in 2008. As of December 31, 2008, XEROX held approximately 8,900 design and utility U.S. patents. These patents expire at various dates up to 20 years or more. Attribution towards Environmental sustainability:Sustainability can no longer be viewed as a cost of doing business, but as a way of doing business. XEROX responsibility to the environment focuses on four areas where they can have the most impact:1. Climate protection: There aim is to be carbon-neutral, they invest in technologies that reduce the carbon footprint in the operations and the document-management solutions that offer to the customers 2. Preserving biodiversity and the world’s forests: It works with the customers, suppliers and other stakeholders to support the development of a sustainable paper cycle through paper-sourcing guidelines, recycled paper offerings and services that decrease offices‘ dependency on paper. 3. Preserving clean air and water: - They strive to eliminate the use of persistent, bio-accumulative and toxic materials throughout the supply chain. 4. Preventing and managing waste: - Its goal is to produce waste-free products in waste-free facilities to promote waste-free offices for the customers. The recent development of solid ink printers generates 90 less waste than comparable laser printers.

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How XEROX evolved with the growing environmental awareness can be seen in the following figure:

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INNOVATON AT XEROX
Xerox innovation brings together many disciplines and technical competencies. Xerox is unique in this respect in that its research has spanned everything from basic physical sciences, mechanical and electrical engineering through to social science and psychology. Xerox‘s research and technology centres around the world each provide their own unique perspective. Xerox conducts work in color science, computing, digital imaging, work practices, electromechanical systems, novel materials, linguistics, work practice analysis, and nanotechnology connected to Xerox's expertise in printing and document management. The company consistently builds its inventions into business by embedding them in Xerox products and solutions, using them as the foundation for new business, or licensing or selling them to other entities. The Xerox Innovation Group includes everything from the scientists who invent new technology to the experts who help secure intellectual property through patents to the managers who deliver the technology to Xerox business groups, use it as the foundation for new businesses, or license it to an outside company to bring value to their products. The latest innovation by XEROX is new print head technology and cartridge-free ink. It delivers colour prints for up to 62 percent lower cost and 90 percent less supplies waste in the worlds. It is the first high-speed solid ink office multifunction printer. The new Xerox ColorQube™ 9200 Series multifunction printer vaults Xerox‘s proven solid ink technology to the centre of the highly competitive office market.

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USING SIX SIGMA TO IMPROVE LEAD GENERATION PEFORMANCE:Xerox has made a major commitment to using Lean Six Sigma tools and methodology - both to drive improvements in our own business and to deliver measurable results for customers. Our unique, disciplined approach involves analyzing business processes and identifying ways to eliminate both errors and unnecessary steps. Through the use of Lean Six Sigma and Smarter Document Technology, Xerox has helped companies such as Toyota, General Electric, Motorola, and Bank of America save money. These companies have used Xerox information systems to promote enterprise resource planning. Xerox has also implemented this technology internally, saving the company $120 million within the past year. With the growing technological needs of many businesses to streamline information and operate more efficiently, Xerox products have become increasingly valuable in the current global market. Xerox Lean Six Sigma is a rigorous, data-driven, results-oriented approach to process improvement. It combines the tools and processes of two industryrecognized management methodologies, Lean and Six Sigma - creating powerful engine for improving quality, efficiency and speed in every aspect of your business. That is Lean SPEED enables Six Sigma Quality (faster cycles of experimentation/learning) and Six Sigma QUALITY enables Lean Speed (fewer defects means less time spent on rework). XEROX employs a variety of lean six sigma methodologies including:1. DMAIC (Define, Measure, Analyze, Improve, Control):- A standard approach for re-engineering existing processes. 2. DMEDI (Define, Measure, Explore, Develop and Implement):- Ideal for optimizing new processes. 3. DFLSS (Design For Lean Six Sigma):- Used, with specialized tools, for customer-driven design of new technologies and services. MEASURABLE RESULTS By the help of XEROX New-York state’s largest sheriff’s department reduced the average cost for processing accident reports from $28 to $8. The Nation’s 5th largest public library system dramatically improved customer service and satisfaction, while reducing cost by 70%.

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BENCHMARKING PROCESS at XEROX
Benchmarking can be defined as a process for improving performance by constantly identifying, understanding and adapting best practices and processes followed inside and outside the company and implementing the results. The main emphasis of benchmarking is on improving a given business operation or a process by exploiting 'best practices,' not on 'best performance.' Simply put, benchmarking means comparing one's organization or a part of it with that of the other companies. Companies can adopt one or more of the following types of benchmarking:1. Strategic Benchmarking 2. Competitive Benchmarking or Performance Benchmarking 3. Process Benchmarking 4. Functional Benchmarking or Generic Benchmarking 5. Internal Benchmarking 6. External Benchmarking 7. International Benchmarking The 'Leadership through Quality' program introduced by Kearns revitalized XEROX. The program encouraged Xerox to find ways to reduce their manufacturing costs. Benchmarking against Japanese competitors, Xerox found out that it took twice as long as its Japanese competitors to bring a product to market, five times the number of engineers, four times the number of design changes, and three times the design costs. Xerox defined benchmarking as 'the process of measuring its products, Services, and practices against its toughest competitors, identifying the gaps and establishing goals. Our goal is always to achieve superiority in quality, product reliability and cost.' Gradually, Xerox developed its own benchmarking model. This model involved tens steps categorized under five stages - planning, analysis, integration, action and maturity. The five-stage process involved the following activities: 1. Planning: Determine the subject to be benchmarked, identify the relevant best practice organizations and select/develop the most appropriate data collection technique. 2. Analysis: Assess the strengths of competitors (best practice companies) and compare Xerox's performance with that of its competitors. This stage determines the current competitive gap and the projected competitive gap. 3. Integration: Establish necessary goals, on the basis of the data collected, to attain best performance; integrate these goals into the company's formal planning processes. This stage determines the new goals or targets of the

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company and the way in which these will be communicated across the organization. 4. Action: Implement action plans established and assess them periodically to determine whether the company is achieving its objectives. Deviations from the plan are also tackled at this stage. 5. Maturity: Determine whether the company has attained a superior performance level. This stage also helps the company determine whether benchmarking process has become an integral part of the organization's formal management process. Xerox introduced a Customer Satisfaction Measurement System that integrated customer research and benchmarking activities. The first major payoff of Xerox's focus on benchmarking and customer satisfaction was the increase in the number of satisfied customers. Highly satisfied customers for its copier/duplicator and printing systems increased by 38% and 39% respectively. Customer complaints to the president's office declined by more than 60%. Customer satisfaction with Xerox's sales processes improved by 40%, service processes by 18% and administrative processes by 21%. The financial performance of the company also improved considerably through the mid and late 1980s. Overall customer satisfaction was rated at more than 90% in 1991. Some of the other benefits Xerox derived were: 1. Number of defects reduced by 78 per 100 machines. 2. Service response time reduced by 27%. 3. Inspection of incoming components reduced to below 5%. 4. Defects in incoming parts reduced to 150ppm. 5. Inventory costs reduced by two-thirds. 6. Marketing productivity increased by one-third. 7. Distribution productivity increased by 8-10 %. 8. Increased product reliability on account of 40% reduction in unscheduled maintenance. 9. Notable decrease in labour costs. 10. Errors in billing reduced from 8.3 % to 3.5% percent. 11. Became the leader in the high-volume copier-duplicator market segment. 12. Country units improved sales from 152% to 328%. Xerox went on to become the only company worldwide to win all the three prestigious quality awards: the Deming Award (Japan) in 1980, the Malcolm Baldridge National Quality Award in 1989, and the European Quality Award in 1992. Analysts attributed this success to the 'Leadership through Quality' initiative, and, more significantly, to the adoption of benchmarking practices. So, XEROX has done another exemplary thing to be the market leader in office equipment sector.
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Chapter 5

Product Profile
Xerox Corporation‘s latest collection of office products and tools take multitasking to a new level – allowing customers to get more work done faster and easier than ever before. The new products range from a high-volume color multifunction printer (MFP) to a professional-quality color printer for the office – and tools that deliver vibrant, accurate color prints. The new products range from the Xerox Phaser® 7500 color printer – printing up to 35 color pages per minute (ppm), to the Xerox WorkCentre® 6400 color MFP that prints, copies, scans and faxes. The Xerox WorkCentre® 7400 color MFP series offers additional features such as advanced paper handling and finishing capabilities for booklet making and hole-punching. The products build on a heritage in color printing that has consistently earned top marks from customers. For the second straight year, Xerox products were rated ―best‖ overall when compared to competitors such as Canon, Hewlett-Packard and Ricoh in the 2008 Industry Analysts Inc.‘s annual Color End-User Survey. ―Color by Words,‖ a breakthrough innovation feature of the Phaser 7500, is a colormatching technology that answers the customers‘ need for color accuracy. Users can select from a unique menu of words, such as ―red apple,‖ ―blue sky‖ or ―green grass,‖ to fine tune the colors they want. With Color by Words, everyone from a graphic designer to the part-time PowerPoint warrior can get the right color and vibrant prints the first time. ―We‘ve been hard at work bringing our advanced MFP and printer technologies to our entire product line, delivering increased productivity to workgroups of all
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sizes,‖ said Rick Dastin, president, Global Products Delivery Group, Xerox Corporation. ―These new desktop products now have the same security features and workflow ease of use as our console machines.‖ All of the devices are ENERGY STAR® qualified and part of Xerox‘s Green World Alliance. The Xerox Green World Alliance is a worldwide initiative to encourage customers large and small to recycle or dispose of supplies in a manner that minimizes impact to the environment.

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Chapter 6 Strategy at XEROX

A. Strategy followed At Xerox B. Sales Strategy Followed At Xerox Corporation C. Push Marketing Strategy D. Xerox Service And Supplies Programme E. Xerox Logo Rebranding

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STRATEGY FOLLOWED AT XEROX
Xerox strategy to be the market leader is marked as four pillar structure.

EXECUTE ON GROWTH INITIATIVES

EXPAND DISTRIBUTI ON

OPTIMISE PRODUCTIVITY AND INFRASTRUCTU RE

SECURE FUTURE TECHNOLOGY LEADERSHIP

Executing on Growth Initiatives:1. Accelerating the transition to color – XEROX has the broadest color portfolio in the industry and leading technologies. Economic cost and quality improvements are driving the transition from black-and-white to color. 2. Building on services leadership – XEROX lead the industry with end-to-end Document Management Services and participate in three areas of the outsourcing services market:  Infrastructure Outsourcing, where they help the customers to reduce their enterprise spend through differentiated technology, skills and automation.  Application Outsourcing, where they help the customers to streamline their document intensive business processes through automation and deployment of software applications and tools.  Business Process Outsourcing, where the customers leverage Xerox global delivery capability and proprietary production imaging software to manage both high volume standardized activities as well as lower volume complex workflows. 3. Driving the New Business of Printing® – XEROX is driving the New Business of Printing opportunity by identifying applications which are suitable for digital production.

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Expanding Distribution Channels:1. XEROX continue to expand the presence in the small and mid-size business (―SMB‖) market through the acquisition of Veenman B.V. in the European market, as well as additional acquisitions made by Global Imaging Systems, Inc. in the U.S. markets. 2. They continuously increase the investments in Developing Markets, a highgrowth market opportunity.

Securing Future Technology Leadership:Expanding the Document Management Technologies that optimize the capabilities of the XEROX products and streamline customers‘ processes. Xerox develops breakthrough ink technologies such as Solid Ink and Cured Gel ink to reduce the cost.

Optimizing Productivity and Infrastructure:Xerox is improving the efficiency and effectiveness in the infrastructure and Optimizing the resources to support innovation and growth.

SALES STRATEGY FOLLOWED BY XEROX CORPORATION SPANCO:The selling process is a crucial factor for any business. Yet often, sales management is based on individual goodwill. Of course, goodwill is essential to achieving an objective, but it is not enough on its own. It has to be combined with the necessary factors for success, motivation, incentives, training, etc. not forgetting the methodology. The sales process can be broken down into stages. Each of these stages is associated with a series of actions to be undertaken. By clearly identifying the stages in the sales process, you will be able to see the state of your portfolio of leads, so that at any moment, the salesperson (and their line management) can identify where and how to intervene in order to turn a lead into a customer. ―SPANCO‖ stands for: 1. Suspect- Definition of the target 2. Prospect- Identification of the lead 3. Approach Analysis- Evaluation and qualification of requirements, identification of the solution 4. Negotiation- Negotiation process 5. Closing- Finalization of the order
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6. Order Ongoing Account follow-up (up and cross-selling, etc.) Order management and sales monitoring SPANCO enables you to display sales figures as well as to generate, manage and convert leads into customers. Areas of difficulty which may arise in terms of the various phases will be clearly highlighted, so that corrective action will be all the more effective and thus improve the performance of the sales department.

PUSH MARKETING STRATEGY
In sales process Xerox follows PUSH marketing strategy. In business parlance, pushpull marketing refers to different ways of promoting a business model in order to reach a target market. In push marketing, you ‘push’ your content or product towards the audience which may or may not be aware of it. Conversely, in a pullmarketing scenario, the customer ‘pulls’ your content or product towards themselves, because they are interested in learning more about it. Push-marketing involves the active engagement of a target market. In pushmarketing, you largely focus on the features of your product or service and you seek a direct response from the targeted audience. In a sense, push-marketing often involves short-term strategies which involve specific event or time-based campaigns.

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Xerox basically followed B2B marketing very strategically. Xerox taken seven great B2B marketing initiative. 1. Develop and monitor the performance of the channels by channel partner. 2. Retain and augment the most valued customers by giving effective document management solution 3. Measure value creations for the customers by doing customer satisfaction survey with almost sixty thousand every year. 4. Collaborate with customers by taking online feedback from the customer . 5. Get industry focused by bring new and better eco friendly equipment every year. 6. Integrate customer contact points through website. 7. Break out the measuring stick by improving service performance every year.

XEROX SERVICE AND SUPPLIES PROGRAMS
Xerox offers multiple choices for managing product service and supplies, giving you the flexibility to manage your MFPs and printers in the way that best fits your business. Whether you prefer a single monthly payment that covers all costs associated with your equipment, service, and supplies, or to purchase supplies and service as you go — Xerox can meet your needs. 1. Xerox Metered Supplies Program The Xerox Metered Supplies Program features a single, all-inclusive invoice that covers the cost of your Xerox equipment, supplies, ongoing maintenance and service. Get the right mix of equipment coupled with a set page volume tailored to your office workload – all at a monthly price that fits your budget. With one and three-year contracts available, the Metered Supplies Program can help you stabilize and plan printing costs. The benefits of choosing the Metered Supplies Program include:a. Stability – A single invoice covers all of your printing costs, and only changes if your use exceeds the established print volume defined in your contract. b. Flexibility – Choose a mix of equipment, a set page volume and a monthly payment that meet your needs and fit your budget. c. Simplicity – A single bill and easy automatic supplies replenishment – it doesn‘t get any easier than this. Your cost per page is standard and defined – you won‘t pay extra for high-coverage photographs or charts and graphs.

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d. Expandability – Build the program for 10, 100 or 1,000 employees, or cover 5, 10 or 50 products, this program can expand to meet your unique requirements. 2. Xerox Full Service Maintenance Agreement (FSMA) The Xerox Full Service Maintenance Agreement includes all routine maintenance, software upgrades and required service in one monthly bill. With FSMAs, you have the flexibility to purchase printing and MFP equipment, and manage the cost and process of purchasing consumable supplies without having to worry about fluctuating service and maintenance costs. The FSMA can also be expanded to include the cost of your equipment and supplies – the program is designed to give you peace of mind with a monthly payment tailored to your company‘s needs. The benefits of choosing an FSMA include:a. Peace of Mind – With a Xerox FSMA, the cost of service and routine maintenance is included in your monthly bill. b. Productivity – Productivity and product life are maximized by rapid service response and ongoing preventative maintenance. c. Flexibility – All service and maintenance costs are included, with the option to include equipment and consumable costs. d. Upgradeability – The FSMA Product Upgrade Centre can help you upgrade to new equipment when the time is right. 3. Time and Material For equipment that is out of warranty or without an agreement, factory authorized service is available directly from Xerox. Xerox is uniquely capable of meeting your needs, and gives you the confidence of knowing you‘ve selected the best possible service to support your investment.

XEROX LOGO RE-BRANDING
The word "xerox" is commonly used as a synonym for "photocopy" (both as a noun and a verb) in many areas; for example,"I xeroxed the document and placed it on your desk." or "Please make a xeroxed copy of the articles and hand them out a week before the exam". Though both are common, the company does not condone such uses of its trademark, and is particularly concerned about the ongoing use of Xerox as a verb as this places the trademark in danger of being declared ageneric word by the courts. The company is engaged in an ongoing advertising and media campaign to convince the public that Xerox should not be used as a verb.

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To this end, the company has written to publications that have used Xerox as a verb, and has also purchased print advertisements declaring that "you cannot 'xerox' a document, but you can copy it on a Xerox Brand copying machine". Xerox Corporation continues to protect its trademark diligently in most if not all trademark categories. Despite their efforts, many dictionaries continue to mention the use of "xerox" as a verb, including the Oxford English Dictionary. In India, Parle Agro's "Kaccha Mango Bite" candy ran a tagline claiming "Kacche Aam Ka Xerox" which means "Xerox of the raw mango". The tag was later modified to "Kacche Aam Ki Copy", which means "Copy of the Raw Mango." In 2008, Xerox changed its logo to a red sphere with a white X with three grey stripes. The change is meant to reflect less on the photo copying duties Xerox has carried out and instead to refocus on document management and solutions across the world for companies.

A new corporate logo is the most visible change in the makeover that extends to product design, product naming, building signage; everything the Xerox brand touches. "We are a very different company today than we were when our current brand architecture was developed," says Richard Wergan, director of worldwide brand at Xerox. "The new logo is meant to disrupt the mental model of Xerox as just a copier company . According to Ursula M. Burns, president, Xerox. ―Our customers, our employees and our shareholders connect the most with what the brand stands for — quality, innovation, customer-focus and a values-rich culture. Today, we‘re strengthening all our attributes and giving our brand a contemporary look that is more relevant for business today - a bit less formal, a lot more lively with links to our heritage and a nod to the future.‖ The new branding is softer, friendlier and incorporates the web 2.0 feel. I personally welcome the change and do believe that it will help
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Xerox gain market share from competition such as HP, Canon, Ricoh and others. Xerox unveiled a new logo in what it claims is the most sweeping transformation of its corporate identity. Earlier in 1961, it had dropped ―Haloid‖ from the Haloid Xerox name. The old logo was designed in the 1960s by Chermayeff & Geismar. This logo (the familiar block-capital-letter XEROX wordmark) has been considered largely inappropriate for the 3-D world of Internet and mobile-phone marketing canvases. The new logo, created in FS Albert font, is accompanied by a symbol—a red sphere that is trying to convey a sense of the globe. The intersecting graphic ribbons encircling the sphere signify the worldwide connections between Xerox's customers, employees, and other stakeholders.

The new graphic identity of the company is meant to make Xerox a more approachable brand without compromising its reputation for engineering. In fact, an internal document circulated between Interbrand and Xerox describes the new graphic font this way: ―I am FS Albert. I am a modern and approachable font. My rounded corners make me more human and less technical.‖ The sphere symbol will be especially used on the Internet and will spin in other animated applications, says Maryanne Stump, Interbrand‘s senior director of brand strategy. ―The old Xerox logo and graphics just didn‘t lend themselves to the new media landscape.‖ From all the logo we can clearly say that Xerox passes through a long phase, started from 1906 to 2008.
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The hope, of course, is that the makeover will spur customers and investors to take a look at Xerox through a different set of glasses. In the past six years, Xerox's global brand value (a figure arrived at through a proprietary formula that looks at market capitalization and how much can be ascribed to the value of the brand), as measured in the BusinessWeek/Interbrand Top 100 Global Brands (BusinessWeek, 8/6/07), has stagnated, going from $6.02 billion in 2001, good enough for 51st place, to $6.05 billion in 2006 and 56th place. Canon, by comparison, has gone from $6.68 billion in 2001 and 43rd place to $10.58 billion in 2006 and 36th place. But any company that can generate two-thirds of revenues from products launched in just the last two years has a certain amount of innovation at its core. Perhaps this new way of communicating that to the world will move Xerox's brand image into the 21st century.

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Chapter 7

Theoretical Prospective
A. Market Potential Analysis Process B. Branding In B2B Companies 41 46

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MARKET POTENTIALITY ANALYSIS PROCESS
There are mainly seven processes to ascertain the market potential:1. Market potential Analysis 2. Market segmentation 3. Product Optimisation 4. Customer and Employee satisfaction 5. Brand Awareness 6. Communication 7. Qualitative and Quantitative market research

MARKET POTENTIAL:Market analysis help to know the economic opportunity available in any geographical area. Whether you sell to consumers or to the businesses and to deploy sales and marketing resources effectively. So, market potentiality mainly comprises of three objectives:1. Discover demand for your products & services 2. Rank & prioritize markets to enter 3. Find unfulfilled potential in existing markets Benefits of Market Potential Analysis: Understand market potential for a company in a new market  Deploy resources effectively by ranking markets in priority order  Forecast total opportunity in terms of number of customers and revenue potential and estimate the market share A market potential analysis include: A customer profile to understand where to find more like them  Market penetration and market share reports showing performance in existing markets and expected performance in new markets  Market ranking reports allowing you to prioritize resource deployment into new markets  A geographic view of market opportunity on detailed maps Bottom Up or Top Down Market Analysis  A bottom up approach to market sizing starts with your customers. How much and often do they buy? What is their profile? How many potential customers do you have in the market based on your customer profiles? How can you reach them?
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A top down approach starts with market and industry data. It takes a close look at a geographic market area and profiles the consumers and/or businesses to let you know their propensity to buy your products and services.

Segmentation, targeting, and positioning are marketing tools used by a company to gain competitive advantage in the market. They help the company to differentiate its product offering from that of its competitors and ensure that the same reaches the exact market profile for which it is intended. Market segmentation is the process of dividing the market into similar groups according to the characteristics intended for the product at hand. Targeting is the process of selecting the most lucrative market segments for marketing the product. Positioning involves the formulation of a definitive marketing strategy around which the product at hand would be finally marketed amongst the target audience.

India's SMB Market is a huge Opportunity for XEROX.................. WHY?
Small they may be but the Indian SMB (small and midsize business) segment plays a key role in driving the country's industrial development. The level of technology adoption among India's small businesses (SBs), with up to 99 employees, differs from that of midsize businesses (MBs) with 100 to 999 employees. While SBs are aggressively investing in the basic computing infrastructure, MBs are looking at boosting their IT infrastructure for increased revenue growth and competitiveness. Given the huge heterogeneity of this segment, it is important that the right clusters are identified so that early successes can provide a 'lighthouse' effect. India has the second largest population of small and medium businesses (SMBs) among BRIC countries and the US. SMBs contributes more than 60 percent to the Indian GDP while their spending on IT is only 30 percent of India's total IT spending, states a recent study 'IT opportunity in the Indian SMB landscape' by management consulting form Zinnov. There is a huge potential as regards the increase in IT spend among the SMB sector. The total revenue contribution of SMBs to Indian GDP is more than USD 600 billion. The SMB contribution to GDP has been growing at a steady rate of CAGR 12 percent over the last seven years. Pointing at the technology adoption by SMBs. IT spend by SMBs was USD 6.5 billion in 2007-08 which happens to be around 30 percent of the total IT spend in India. It gives a clear insight into factors inhibiting the adoption of technology in SMBs.

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There are some significant barriers to IT adoption by Indian SMBs. Among them: a. Lack of awareness b. Lack of solutions targeted to the needs of India's SMBs c. Need for a clear return on investment d. SMBs' existing investments in legacy systems e. Need for affordable technical support f. Need for solutions that integrate well with other technologies

PRODUCT OPTIMISATION
Product optimization is the practice of making changes or adjustments to a product to make it more desirable. A product has a number of attributes. It is possible to optimize a product by making minor adjustments. Typically, the goal is to make the product more desirable and to increase marketing metrics such as Purchase Intent, Believability, Frequency of Purchase, etc. Product optimisation is the major part of the market potential analysis because it helps the company to optimise its product according to the spending by these business categories and can able enters in to the target market. What XEROX did to enter in to the India’s SMB market? Xerox India has announced the launch of eight new office products to maximize its penetration in the SMB market. The new products introduced by Xerox include laser printers and multifunction namely, Xerox Phaser 6120, Xerox WorkCentre PE220, Xerox WorkCentre 3119, Xerox WorkCentre 7132, Xerox WorkCentre 4118, Xerox Phaser 7760, Xerox DocuPrint 255 and Xerox WorkCentre Pro 123. According to Executive Director, New Office Group, Xerox India Ltd, Natesh Mani said, ―We will be pushing these products in the country by adding upto 15 percent more partners by the year end and will offer six new channel schemes to motivate and educate partners on the Xerox products.‖ Xerox India has adopted a dual strategy of strengthening its SMB product portfolio and increase its geographic reach up to 10 percent more to strengthen its presence within this segment. The company has also assigned Rs.12 crore towards demand generation and market development activities for the SMB segment in India. Post the launch of new products, Xerox now has a wide range of over 20 SMB products that are priced between Rs.4500 and Rs.5 lakh. Highlighting Xerox‘s business priorities for 2006, Managing Director, Xerox India Ltd., Andrew Horne said, ―Xerox will work towards accelerating the growth
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momentum and spend Rs.17 crore in brand building product marketing initiatives in 2006. On the product front, we will continue to bring the most advanced products for the Indian market and launch close to 40 products in 2006.‖ "We now have the right products and channel programs to serve the fast-growing SMB market. Customers have more Xerox offerings to choose from and more ways to buy them," said Xerox Chairman and CEO Anne M. Mulcahy. "We are becoming a partnercentric company, bringing a broader array of offerings and revenue growth opportunities to value-added resellers and independent agents. Our commitment is to be the best partner in the document domain." Xerox will roll out focused market engagement activities to increase awareness for its SMB products in 2006. These include close engagement with channel partners and demand generation activities in 12 cities over the next four months. These include Pune, Aurangabad, Baroda, Surat, Coimbatore, Kochi, Vizag, Bhubaneshwar, Jamshedpur, Allahabad, Raipur and Nagpur. SMB solutions and services:Xerox also launched several new and enhanced office assessment services, software tools and pricing programs for distribution partners and SMB customers. The company enhanced its Xerox Office Productivity Advisor tool and developed a streamlined version called QuickXOPA. These Web-based tools help partners provide customized recommendations to reduce costs based on printing patterns. Two complementary assessment tools from software provider Print Audit are available to Xerox agents. Print Audit's Rapid Assessment Key enables agents to simply connect a USB key to a PC and gather meter reads from all networked printing devices at a customer location. The second tool, Print Audit Assessor, is software that tracks a customer's print environment, including who is printing, what kind of documents is printed, and how much is printed. Xerox is also making its PagePack cost-per-page pricing program available to sales agents. This tool allows partners to offer flexible, affordable monthly service and supplies contracts based on how many pages their customers print. All these decision have made by XEROX in 2006-07 but till yet they are not able to cater in to the SMB segment in INDIA. May be they are over ambitious about their target. Then it should be a major concern for the company like Xerox. In my study I found some critical fact about Xerox for which they should look into. Xerox is not doing anything for brand awareness and brand promotion. Although Xerox doing some promotion by its partner but not as company. And another important thing is that people are still using the word Xerox as a verb or noun not as a photocopier company. Even though they have changed the logo they are not able to promote the
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logo effectively in the SMB market. The only way by which Xerox can be the market leader in India if they can able to concentrate properly into this market segment.

CUSTOMER AND EMPLOYEE SATISFACTION
Customer satisfaction, a business term, is a measure of how products and services supplied by a company meet or surpass customer expectation. It is seen as a key performance indicator within business and is part of the four perspectives of a Balanced Scorecard. In a competitive marketplace where businesses compete for customers, customer satisfaction is seen as a key differentiator and increasingly has become a key element of business strategy. If the customer is satisfy with the product he is using then it is very difficult to convince him about another product. Customer are very loyal about their brand and product some of the major attributes to know the customer satisfaction level are Quality, Performance, Service, Speed, Features, User-friendly etc. So the customer satisfaction is another important tools for adjudging the market potential. Employee satisfaction is a measure of how happy workers are with their job and working environment. Keeping morale high among workers can be of tremendous benefit to any company, as happy workers will be more likely to produce more, take fewer days off, and stay loyal to the company. Many experts believe that one of the best ways to maintain employee satisfaction is to make workers feel like part of a family or team. The backbone of employee satisfaction is respect for workers and the job they perform. In every interaction with management, employees should be treated with courtesy and interest. An easy avenue for employees to discuss problems with upper management should be maintained and carefully monitored. Even if management cannot meet all the demands of employees, showing workers that they are being heard and putting honest dedication into compromising will often help to improve morale. So, customer and employee satisfaction are the other two major tools which affect and market share.

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BRANDING IN B2B COMPANIES
Brand management for industrial goods and services represents a unique and effective opportunity for establishing enduring, competitive advantages. A brand is a name, term, sign, symbol or a combination of them intended to identify the goods and services of one seller or group of sellers and to differentiate them from those of competition. For example, Coke, Nestle and Microsoft are well renowned brands. In technical speaking whenever a marketer creates a name logo symbol he or she has created a brand. Brand building goes far beyond creating awareness of your name and your customers promise. It is a voyage of building a corporate soul and infectiously communicating it inside and outside the company to all your partners, so that your customers truly get what your brand promises. When talking about brands most people think of Coca Cola, Apple, Ikea, Starbucks, Nokia, and maybe Harley Davidson. These brands also happen to be among the most cited best-practice examples in the area of Business-to-Consumer (B2C) branding. For these companies their brand represents a strong and enduring asset, a value driver that has literally boosted the company‘s success. Hardly any company neglects the importance of brands in B2C. In Business-to-Business (B2B), things are different – branding is not meant to be relevant. Many managers are convinced that it is a phenomenon confined only to consumer products and markets. Their justification often relies on the fact that they are in a commodity business or specialty market and that customers naturally know a great deal about their products as well as their competitors‘ products. According to Scott Bedbury, author of the book A New Brand World puts it as follows: “Branding is about taking something common and improving upon it in ways that make it more valuable and meaningful.” Brands serve exactly the same general purpose in B2B markets as they do in consumer markets: They facilitate the identification of products, services and businesses as well as differentiate them from the competition. They are an effective and compelling means to communicate the benefits and value a product or service can provide. They are a guarantee of quality, origin, and performance, thereby increasing the perceived value to the customer and reducing the risk and complexity involved in the buying decision. A brand is an intangible concept. To simplify it and make it easier to grasp is quite often equated with the more tangible marketing communications elements that are
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used to support it – advertising, logos, taglines, jingles, etc – but a brand is so much more than that:1. A brand is a promise. 2. A brand is the totality of perceptions – everything you see, hear, read, know, feel, think, etc. – about a product, service, or business. 3. A brand holds a distinctive position in customer‘s minds based on past experiences, associations and future expectations. 4. A brand is a short-cut of attributes, benefits, beliefs and values that differentiate, reduce complexity, and simplify the decision-making process. Brands and brand equity need to be recognized as the strategic assets they really are, the basis of competitive advantage and long-term profitability. It is crucial to align brand and business strategy, something that can only effectively be done if the brand is monitored and championed closely by the top management of an organization. So, Xerox severely needs a proper channel of communication and an effective brand promotion in the office equipment industry as other major player like HP and Canon. It has already stepped in to that but not able promote the change of logo in market properly. Brand identity is comprised of:1. PRICING: A component of value; higher prices may signify to consumers higher quality and lower prices may suggest decreased value. 2. DISTRIBUTION: Availability; limited distribution of a product or service may imply exclusivity to discerning consumers. 3. QUALITY: Which impacts satisfaction; obviously, higher quality will translate to more satisfied customers who come back again and again to purchase my offerings. 4. PRESENCE: Prominence in the paid & unpaid media; products and services with a high profile market presence will lead to brand recognition and increased sales 5. AWARENESS: Top off mind awareness, residual awareness and recognition, which are directly related to presence; the higher your offerings awareness the better my sales results will be. 6. REPUTATION: Enduring public opinion of brand character, which is built over time and difficult to change once established. 7. IMAGE: Perception of brand traits or prototypical buyers; often represented by qualities the consumers relates to, like reputation, image is difficult to change once established.

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8. BENEFITS: Consumers may equate certain positive and negative consequences with use of your product or service these may be warranted or unwarranted. 9. POSITIONING SILENCE: Differentiation from the competition, which is established by a combination of all elements of the brand. 10. SHARE OF MARKET: Increased market share is a direct result of a successful branding campaign. 11. CUSTOMER COMMITMENT: Loyalty is built through long term branding and close consumer contact.

LOGO PROMOTION AND IT’S SIGNIFICANCE
The logo of a company is the shortest and most precise form to express the individuality, judgment, image and intention of a person or a company. Often people identify a particular organization by its logo. It is short, smart and has an immediate appeal to the clients of a company. With time the concept of logo has undergone immense changes. Logos, today are much more stylish, dramatic and upgraded which graces the building of a company. LOGO AS DEFINED TODAY: A logo carries the image of a company. Its function is to create a long lasting, recognizable impression on the mind of a potential client or customer.  Set in a special typeface, it is a graphic element, symbol, and icon of a trademark or brand, which are the shapes, colours, fonts and images usually different from others in a similar market.  A logo is an iconic symbol designed to represent a company, product or service. It also depicts an organization's personality.  Logos are the cryptogram of your business and are frequently display in additional places.  A moment in which an image and the existence of your company is embedded in the mind of the client for longer period.  A company, trade enterprise or a communal body to symbolize their trade interest, apparition and develop substance/monetary benefits through it, the personality of uses logos. It represents individual, or the group of people who are promoting that business interest.

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Chapter 8

Research Methodology
The term ‗research‘ is composed of two words a prefix ‗RE‘ and a verb ‗Search‘. RE means again. Search means to examine closely and carefully, to test and try, to probe. The two words form a noun to describe a careful and systematic study in some field of knowledge, undertaken to establish facts or principles. Research is conducted to search for new facts or to modify the existing facts. The obvious function of research is to add new knowledge to the existing store as well as to remove the misconceptions and ignorance of mankind. Thus, research is a process and means to acquire knowledge about any natural or human phenomena. It is the pursuit of the truth with the help of study, observation, comparison and experiment. The way I did my project and the process by which I went for conducting the survey research is mentioned in the next page.

Sample size, time and place
In Hyderabad and Secunderbad I go for heterogeneous group of company to do the study. I decided to cover at least 150 different users for deduce a reliable and more conclusive conclusion. For this we consider the following parameter:i. Try to get the data from all sector starting from high end business to small and medium scale business ii. From different industrial area in an around of Hyderabad and Secunderabad iii. A representative of all the hierarchy of management.

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Chapter 9

Analysis of the Study

PART-1 Assessing market potentiality for Document management solutions in SMB’s........................................................... 52 PART-2 Brand Awareness & Significance of XEROX Corporations logo among Its business partners....................................................................... 63

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PART-1 Assessing market potentiality for Document management solutions in SMB’s

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ANALYSIS By the help of Bar graphs , Pie Charts and cross tabulation * Divide the companies’ sector wise and number of photocopier they are using.

To know the size of the customer for photocopier basing on the rate & volume of the purchase. To find out the customer size and potentiality mainly on two parameter i.e. less than 6 and more than 6 machines. The first question is that which sector these companies belongs to, is my suspect by looking at the number of employee and the business they are into. Here I apply the first rule of direct sales SUSPECT (SPANCO). Out of all of the survey made I found around two major things 1. 61% of the companies are using less than two machines. 2. 21% of the companies are using between 3 to 4 machines. 3. And 5 % of the companies have 5 to 6 machines. I found that most of the companies using less than 6 machines are Small and Medium sectors. Then I started doing my analysis only on SMB‘s (small and medium scale business) because it took a major part of my survey. I found many of the SMB‘s are from newly developed Industrial areas of Hyderabad and Secunderabad.

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* To know the type of machine companies are using

The major objective of this question is that to know which type of machines the companies are using in the office. From the pie chart it can be deduce that 41% of the companies are using printer the major reason is that these companies have stand alone machine and 7% of the companies are using only copiers. From the survey 11% of the companies are using both copier and printer which can converted in to MFP‘s and much to my surprise 21% of the survey companies are using both MFP and printer. If they change this printer in to MFP‘s then that can help company to save more cost. So my suggestion to Xerox is to concentrate the companies who are both photocopier and printer. So I am suggesting to Xerox to have a proper quotation for these small companies because they will happy to save cost to minimise the expenditure.

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* Which companies’ product they are using

This question is asked to know which companies product they are using. Much to my surprise people are telling yes we have a Xerox machine and it is of HP Company or Canon Company. In my survey only 1. 7.6% of the companies have Xerox machine. 2. 1.16% have Xerox and Canon machine. 3. 2.9 % have Xerox and HP machine. 4. And the other 88.34% have other companies‘ product.

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Form this graph I can clearly say that HP is the market leader because of it‘s aggressive marketing strategy and promotion. If we add up only HP product it is almost 70% , which itself is a big figure .
Q1(Type of machine they are using) Only Only MFP Copier 3.45% 0.74% 10.54% 6.29% 0.00% 0.00% 0.00% 0.00% 13.99% 7.02% Only Copier & Printer Copier ALL the Grand Printer Printer & MFP & MFP three Total 3.03% 0.41% 0.00% 0.00% 0.00% 7.62% 35.96% 10.54% 18.93% 3.76% 2.30% 88.31% 0.00% 0.00% 1.17% 0.00% 0.00% 1.17% 2.36% 0.00% 0.54% 0.00% 0.00% 2.90% 41.35% 10.95% 20.63% 3.76% 2.30% 100.00%

Sum of S.No Q2 (USANCE OF XEROX PRODUCT) Only XEROX Other Than Xerox Xerox and Canon Xerox and HP Grand Total

In the above cross table I try to analyse the relationship between the product company using and the name of the company. In the above bar graph we have clearly come to the conclusion that HP is the market leader but they have mainly sold printer not the copier or MFP‘s so still there is potential for this market. From the above table we can say that 35.96% of my survey are of Only printer and 18.93% have Printer and MFP‘s. So proper negotiation and trade-off policy can change the market to the favour of Xerox otherwise it is very difficult to cater in to. * On an average no of printing and copying are being done.

As these industries are small and medium scale industries it is expected that they must have doing very less number of copying and printing work.
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My findings are:1. 53% of the companies are doing less than 5000 copies 2. 33% of the companies are doing between 5000 to 10000 3. 5% of the companies are doing more than 15000 copies and 4. Around 9% of the companies are doing between 10000 to 15000 copies Xerox should enter the market by STP (Segmentation, targeting and positioning) method of marketing. As it is a diversify market XEROX have to divide it segment wise and target the market accordingly. Positioning of XEROX product is more important in the SMB sector. As per survey data majority of the companies i.e. around 85% of the companies are doing less than 10,000 that means launching a product which has low price and able to cater this market properly. * Money spends for printing and copying.

As these companies are always tried to reduce cost, they spend very less in printing and copying. On my major findings:1. 65% companies spending less than Rs.3000 2. 25% companies are spending between Rs.3001 to 6000 So, this market is very price sensitive and they do not willing to spend more on daily expenses. Some of the company even spend some money outside for copying because of incurring higher cost in printing work.

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Sum of S.No Q4 (Expenditure) LESS THAN Rs. 3000 Rs. 3000 TO Rs. 6000 Rs. 6000 TO Rs. 10000 MORE THAN 10000 Grand Total

Q3 (No. of Prints/Copies) LESS THAN 5000 52.61% 0.00% 0.00% 0.00% 52.61% 5000 TO 10000 12.84% 20.21% 0.00% 0.00% 33.06% 10000 TO 15000 0.00% 3.05% 2.35% 0.00% 5.40% MORE THAN 15000 0.00% 1.59% 1.49% 5.86% 8.93% Grand Total 65.45% 24.85% 3.84% 5.86% 100.00%

I used Cross tabulation method the relationship between the printing and copying done in a month and how much they are spending for this printing and copying. The major findings are: 1. Around 52.61% of companies which are doing less than 5000 copies per month spend less than 3000 Rs. 2. Around 20.21% of companies are doing in between 5000-10000 copies per month spend between 3000 – 6000 Rs. In my conclusion they are spending around 75 Ps per page. So I suggest Xerox to come up with a product which has less than 75 Ps per page cost to enter into the market. * Spending on consumables on an average in a month

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Maximum numbers of companies are spending very less in consumables. Around 90% of the companies are spending less then Rs.5000 on consumables. This question is put know about the relationship between number printing and copying they are doing on an average in a month and there spending in a month on consumables. Here it can clearly conclude that they are spending around Rs. 1 per page printing so it is important information for the company to enter into that market. If Xerox comes up with fewer prices per page offer they can easily get into this market. * To know the market potential for colour and copier

These two questions are put to know the potentiality in the colour printer segment. Much to my surprise when I have asked them to know about, whether they have any colour printer or not, 59.26% have told that they don‘t have any colour printer and 40.74% have told that they have colour printer.
Sum of S.No Q7 (Intention) YES NO Grand Total Q6 (Colour Printer) YES 6.19% 34.55% 40.74% NO Grand Total 11.51% 17.70% 47.75% 82.30% 59.26% 100.00%

When I asked them about their intention to buy any colour printer in the next 6 months or more, around 82.3% have disagreed to buy. In my earlier analysis the 59.26% who have not any colour printer, out of them 11.51% companies agreed to buy a colour printer in future. This can be seen clear on the cross tabulation method.
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So the major finding here in these two questions is that there is a potentiality for colour printer in future in this market. Most of the companies do not want to buy right now because of recessionary trend in the market. * To know the company’s network structure

These two questions i.e. 1. Is the product network connected? 2. How many users are connected to the product? Are strategically put to know about their number of employees and how big is the companies. From the survey it can clearly show that many of them i.e. almost 50% of them have more than 10 employees who have network connected. So, there is chance these companies are the potential customer who have chance to grow in future. Around 82% of companies have told that their printers and copiers are network connected and only 18% of companies have stand-alone machines. So maximum of these companies are latest IT-enabled systems. So it is obvious that their products are of latest model and they have purchased these machines very recently. In 36% of total companies, 5-10 systems are network connected. 38% of total companies have less than 5 users. So on a way I can say that around 62% of total companies have more than 5 users connected. So in my conclusion the companies who have maximum number of network connected users are potential customer.

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* To know the potential customer

When I put the question to know about the expansion plans of the companies the major findings are: 1. 78.39% companies have no plans of expansion in future as they are small and medium scale industries. 2. 11.97% companies have plans to set up a branch in a new location. I think these are the potential customers for Xerox India Ltd. If I put together the data combined, around 20% of the companies have either adding of new employee, diversification plans or opening in a new location in the next 6 months. So it is better for Xerox to concentrate on these companies to sell new equipment. Although 78% of the survey told that they have no expansion plan there is chance that they will think about to reduce the cost in future. * To know the decision maker in the organization

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In my survey of SMB sector I found that most of the decision makers are the proprietor/director. In my findings: 1. 51% decision maker are director/CEO 2. 24% decision to purchase a new machine are taken by purchase head 3. 16% decision taken by IT Head, and 4. 9% of the companies buying decision taken by operational head. So in small companies the buying decision is taken by mostly director and purchase head. If Xerox people want to visit these companies they have to do the negotiation process with these people. * To know the important factor which influence to buy a new product?

To buy a new product I put 4 major attributes i.e. Quality, Promotion, After-sales service and Price. In my study I found a typical conclusion out of it. Normally when I asked the people about the product they told me that they have Canon Xerox product, they actually meant a Canon photocopy machine. But much to my surprise nobody told me that promotion is the prime factor to purchase a product, only 17% people told me that promotion is the important factor. In my findings quality and price is the major factor. Quality is almost about 65% and price is about 55%. But here I defer from the conclusion. In my conclusion I think promotion is also one of the major factors to enter into the consumer perception.
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PART-2 Brand Awareness & Significance of XEROX Corporations logo among Its business partners

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The major part of my project I did market dynamic measurement for small and medium scale industries. I found a very profound reason Why has not able to enter in to this segment. The major reason is that Xerox has no Brand Awareness among the customer. They know there photocopier machine is a XEROX machine. People identifying the company as a machine. So in this second project I want to know whether XEROX channel partner facing the same thing or not. It is good to be the leader in push market and maximum reach to the customer but in this process Xerox cannot be the market leader in years to come. Even if it is a B2B company it has to promote its product. It is not essential to have so many patents where people do not know Xerox as a company. So I conduct a survey among the channel partner to know about their view. There are very small numbers of channel partner in this twin city around 15. Surprisingly in my survey when I ask them that do they think Xerox should advertise their product to reach the people at large all of them said yes. Xerox should make advertisement to reach to the people.

ADVERTISEMENT

PROMOTION

PRICE
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This question I strategically put onto them to business partner as what they think is the most important factor from the customer perspective to purchase a product because even though they are business partner they are also consumer. My conclusion comes very true what I perceived that is about 77.78% percent of partner give advertisement is the major reason and price has given 3rd rank. So, my suggestion to XEROX is to come up with a good advertisement in near future to enter into the SMB market.

When I ask them about which media they think is the most effective one? Almost 77.78% of the partners told me that Hoarding is the best way to promote the company and putting brand awareness among the customer. So, If Xerox come of any plan to promote the product hoarding is the best medium.

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When I ask them which companies advertisement they recall , 88.89% of the partner told me about HP and 100% of them think that HP is the best brand in advertisement and promotion . i think that is the reason why HP is the market leader and why XEROX is not even Xerox is one of the oldest company in the market.

By asking so many questions on advertisement and promotion I thought I should ask something about the logo of Xerox. Recently in 2008 Xerox has come up with an excellent logo with Web 2.0 technology. Whether the partners know why Xerox changed its logo and what is the significance of it I found a total contrast view. They are talking so much about advertisement and promotion but they don‘t know why Xerox changed its logo being a channel partner. Around 66.67% told me that they don‘t know why Xerox changed its logo. But the other 33% partners‘ facial expression showed that they also didn‘t know about the change of logo. So it is very shameful experience for me to ask the next questions about the significance of the logo. Even though 11% told me that they know about the sphere and the ribbon but I think sphere looks like a globe, so they thought sphere represents the world. As the master don‘t know about the logo how the peers can know about it. So I strongly suggest Xerox should

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prepare an induction manual for the employee of channel partners and of course a big manual for the business partner. Apart from sending a mail to the partners as the development of the promotion and brand, they should also give a written document to the partners.

This question is slightly technical. In future if Xerox comes up with any promotion in which part it should concentrate more I try to derive that from this question. Around 66.67% of the partners told me that visual and image effect is more significant than any other. So I suggest that Xerox should come up with an advertisement ―If possible‖ in future than it should concentrate more on visual and image effect as it is a document management company.

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Chapter 10 Findings & Recommendations

A.Findings B. Recommendations

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Findings
In the course of my survey I learned many things and know a lot about the market and its competitiveness. In my study many interesting points have been observed and it gave me good experience in understanding the markets and the competitive environment. The below mentioned are found during the study:1. It is observed that the buyers could not identify Xerox as brand . hence they used to buy other companies product such as HP, Canon, Ricoh and called it as HP Xerox machine. 2. It is observed that no representative is there of any companies have ever visited to the newly developed industrial area in Hyderabad and Secunderabad mainly Nacharam, Cherlapally and Mallapuram where the market potentiality is very high 3. Survey found that multiple benefits available in single machine and its cost effectiveness has not informed properly to the buyer by any company. 4. Many companies‘ people do not have knowledge about the product specification also i.e. product awareness. 5. The buyers are price sensitive. 6. Customer are not satisfied with service given by the companies even Xerox also. 7. Many existing customer of Xerox have changed their product to Ricoh. 8. It is found that there is a resistance at the entry level if the sales person is appearing with tie. This is acting as a barrier for getting appointment by the sales people to meet either the end user or the decision maker in buying photocopier. 9. Xerox has changed its logo several times with a purpose which is discussed at inside the pages. But this has not been properly informed to the business partner by the company. 10. The sales-force who is working with business partner is also not aware about the company properly profile.

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Recommendation
1. According to management guru Prof. C. K. Prahalad‘s book ―Fortune at The Bottom of the Pyramid‖, in India one find the maximum opportunity in the Small and Medium scale industries. In my point of view the bottom part of the pyramid is not the usual one it is more bulky in nature. So the real opportunity to expand in B2B business, like XEROX is to explore this sector. As we know this sector is cost conscious and very large, which can contribute very large to the profitability of the company. 2. Around 60% of the companies are using both photocopier and printer, there is a potential market for MFP‘s. 3. In the study area it is found that many companies are using only stand alone machine though they have internet connectivity. That means there machines are not network connected so there is a potential for new equipment with better technology. It will be opportunity to the company if they explain to the consumer about the advantage of the network connectivity machine and its multiple benefits. 4. It is found that new offices are coming up in the study area, which are having high potentiality in buying the MFP‘s. These areas are not covered by many photocopier companies. It is suggested to the Xerox company, if they guide their sales force to cover these offices and also their decision maker who normally available at their city corporate offices. 5. More than 45 percent of the companies are spending Rs. 6000 and more on consumables so it can be infer that there is a potential market but proper promotion and rigorous advertisement is a need to penetrate. 6. About brand awareness many employees of business partners have not any knowledge about the significance of the new logo of Xerox Corporation so a induction manual should prepare by keeping these things in mind. 7. It is advisable to Xerox to come up with advertisement and promotion to reach the SMB‘s sector.

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8. Proper packaging of the product should be there for example highlighting the core competence of Xerox in the packet itself. 9. Promote on-site service very strategically take for example putting this service in a prominent place in the packing so that customer can able identify it properly. 10. Increase channel partners and exclusive brand partners, and plan to increase market penetration by reaching Tier II and Tier III cities. 11. Develop IT partners and improve the level of device support. 12. Develop strong relationships with systems integrators and value-added resellers that have established government accounts, which can help with winning tenders and can also increase market penetration within the enterprise market. 13. I have seen that Xerox is more concentrate on selling its high-end product rather than the low-end product. The major benefit to sell a high-end product is that they can able to meet the sales target very easily but they forgot that they have just made one customer. But in the other hand if they can able to sell ten low-end products they will get ten new customers which itself is a great achievement because they will get a free promotion of one of the powerful media i.e. WORD OF MOUTH.

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APPENDICS Questionnaire Market Dynamic Measurement Name of the organisation:Name of the person:Designation:Address:Do you have any photocopier or printer? YES NO IF YES: What do you have in your office? a) Printer b) Scanner c) Copier & Printing d) MFP Which company’s product you are using? a) Canon b) HP c) XEROX d) Others IF NO: How are you getting it done? On an average how many number of printing and copying are being done in month? a) < 5000 b) 5000 - 10000 c) 10000 - 15000 d) > 15000 On an average how much money do you spend for printing and copying? a) < 3000 b) 3001 - 6000 c) 6001-10000 d) > 10000 Which paper size do you use the most? a) A4 b) A3 c) A0 d) Others Do you have a colour printer/copier? YES NO Do you intend to buy a colour printer? YES NO Is the product network connected? YES NO How many users are connected to the product? a) < 5 b) 5-10 c) 10-20 d) >20 Do you have any expansion plans? a) Adding up new employees b) Diversification c) Open in a new location d) Merger What influences you to buy a new product? a) Quality b) Promotion c) After-sales Service d) Price Generally who takes the buying decision in your organization? a) IT Head b) Operational Head c) Purchase Head d) Director/CEO Would you like to share your experience regarding performance of the equipments?

Would you buy our equipment if finance options are available?

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Customer Satisfaction measurement Survey
Which photocopier/printer you are using? a) Canon b) HP c) XEROX d) Ricoh e) Others

How many photocopiers/printers do you have? a) 1-2 b) 3 - 4 c) 5 - 6 d) >6 YES NO

Do you get prompt and proficient service during any breakdown?

How much expenditure on consumables do you incur per month for printing? a) < 2000 b) Rs.2000-5000 c) Rs.5000 –Rs.10000 d) > 10000

Rate your experience in a scale of 1 to 5? (1 being “Highly dissatisfied” and 5 being “Highly satisfied”) 1 Quality Performance Service Speed Features User-friendly 2 3 4 5

Will you recommend any other users to use our product?

Do you have any plans to buy a new product in the next 6 months?

Would you like our senior managers to contact you for any further correspondence?

Any suggestions and feedbacks:

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BRAND AWARENESS AMONG THE XEROX BUSINESS PARTNER AND EFFECT OF ADVERTISEMENT AND PROMOTION TO PURCHASE A PRODUCT
1. Do you think XEROX should go for advertisement to reach the people at large? YES NO

2. As a XEROX business partner which do you think is the most important factor from the customer perspective to purchase a product? (Rank the following) Advertisement Promotion Price

3. Which media should XEROX adopt to promote the product? Hoarding Business Newspaper TV (Business news channel) Trade Fair Business Magazine

4. In your view which of the following would be the most effective way to reach the people? (1-most effective, 2-effective, 3-average, 4-less effective, 5-not effective at all) 1 Slogan Picture Colour Music Brand Ambassador 5. Which company advertisement can you recall? RICOH HP CANON XEROX TOSHIBA 2 3 4 5

6. Which brand do you think is the best in advertising and promotion? RICOH HP CANON XEROX TOSHIBA

7. Do you know why XEROX has changed to a new logo? YES NO

8. What do you know about the significance of the XEROX logo? Ribbons Sphere Red colour Font

9. When you hear the brands name what immediately springs to your mind Visuals or Images Bits of Advertising 10. Do your employees have knowledge on significance of the logo? Packaging/Product elements Signs/Symbols

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11. Any suggestion and Feedback: .................................................................................................................................................... .................................................................................................................................................... .................................................................................................................................................... ..

Name of the organisation:Name of the person:Designation:Address:-

Gitam Institute of International Business (MBA – IB) 2008-10

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BIBLIOGRAPHY
Marketing Management by Phillip Kotler Principles of Marketing by Phillip Kotler & Gray Armstrong Marketing Research by Naresh . K . Malhotra B2B Brand Management by Phillip Kotler and WaldemarPfoertsch Marketing Without Advertising by Michael Phillips & Salli Rasberry edited by Peri Pakroo Three Questions You Need to Ask About Your Brand by Kevin Lane Keller, Brian Sternthal, and Alice Tybout www.wikipedia.org and other internet sources.

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