Strategy

XHK’s vision talks about “growth through satisfied customers and increased market share; profitability
through increased productivity and return on assets.

 XHR offered better service in installation, maintenance, troubleshooting and others which was
their main point of difference compared to their competitors.
 Option to return the products to XHK without being asked speaks about the customer centric
focus of the organization.
 They followed a flexible financing (lease, trade in and cost per copy) thereby increasing the
revenue generation options
 To increase the sales, they followed focused more on the productivity i.e. getting the best out of
the tangible and intangible resources.

Strategy: Productivity and Quality

Culture

 The company’s culture was very conservative with sales reps sharing minimal information
among themselves.
 Within the sales department the culture was individualistic and focused on 1-year gains rather
than having a long-term vision.
 The company’s senior management showed rigidity in decision making by considering
digitization as an alien attribute.
 XHK’s believed more in the human touch than the technology. The reason being, the sales reps
believed that using technology lowered their productivity which was one of the strategies of
Xerox.
 And also, customer centricity being one of the core values of the organization which had an
impact on the quality of the service which was one their strategies.

In a nutshell, Xerox was not technologically mature to embrace SAMP without actually understanding
the benefit of first mover advantage.

Corporate Structure

 The company had a functional organization structure with each department working in silos.
 Hierarchical approval process for billing and assigning the task was very bureaucratic with each
department’s head approval holding the process.

Functional Organization structures have a steep learning curve within the departments due to
limited scope of work thereby increasing the overall productivity of the work.
Systems

 Due to multiple levels of hierarchy the approval process in billing and verifying the technician
and assigning the task was time consuming. The official waiting period was 7 days for this
process.
 Information about the client lists was stored in paper-based system.
 Sales reps started their day with meeting to plan the day’s activities, afternoon for review and
end of the day for field work. Norm was 5 Client Visits and 10 Client telephone calls.