PROJECT TITLE:

MARKET STUDY & EFFECTIVE COMMUNICATION

OF THE RE-BRANDING INITIATIVES

DONE BY:
SRIRAM CHOWDARY P
PGP/FW/09-11/HR
PROJECT DURATION: 1 MONTH [March 15th – April 15th 2010]

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 PREFACE

The main objective of the study is to understand the effectiveness of the sales
management techniques of XEROX INDIA. It also enabled us to highlight on the
aspects to understand on how effectively the organization has evolved and adapted
to the changing trends of the documentation market and also the effectiveness of
the organization in driving with customer needs. It also enabled us to understand
the brand image among the consumers, the immediate brand recall of the
consumers, the mode of brand awareness, the pricing image set by the organization
in the minds of the consumers, threat analysis, substitute analysis, merchandising
adhered upon by the distributors and the dealers which in turn attracts the
customer’s to initiate and make successful purchases. In short, it helped us to
understand all the activities which are carried out to make a prospect, a consumer
and to retain all through as a satisfied customer for ever.

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 ACKNOWLEDGEMENT

The satisfaction that accompanies a successful completion of any task would be

incomplete without mentioning the people who made it possible, whose guidance

and encouragement crowned ones efforts with success.

I consider my privilege to express our gratitude and respect to all those

who guided me in the completion of our project.

I express my deep sense of gratitude to my Sales Manager-value business

C.S.Rajan for his able guidance and assistance in every aspect of the project. I take

immense pleasure in thanking him for the freedom of thought and action, I have

enjoyed during entire course of our project work.

I express my Heartfelt thanks to our esteemed college for its constant

encouragement and provision of such a wonderful opportunity.

Finally I would like to thank all the people who helped directly or

indirectly, for successful completion of our project.

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 UNDERTAKING

This is to declare that all the contents of the project are original and

authenticated, and there is no duplication in contents from anywhere.

This project is my own work and I take whole responsibility of

this project on my – “Summer Internship in XEROX INDIA” as a part of the

curriculum.

Date: 22nd April, 2010.

Sriram Chowdary.P

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 CONTENTS

S.No. Title Page No.

1. Preface………………………………………………………..2
2. Acknowledgement……………………………………………3
3. Undertaking…………………………………………………..4
4. Contents………………………………………………………5
5. Executive Summary…………………………………………..6
6. Introduction…………………………………………………...7
7. Aim of the Study……………………………………………...8
8. Literature Survey……………………………………………..9
9. The Organization……………………………………………..10
10. Methodology………………………………………………… 26
11. Observations and Data Presentation………………………….30
12. SWOT Analysis………………………………………………33
13. Learnings……………………………………………………..35
14. Recommendations…………………………………………..36

15. Bibliography…..……………………………………………40

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 EXECUTIVE SUMMARY
AN INSIGHT ON THE DOCUMENTATION SOLUTIONS
INDUSTRY

1 in 5 workers spend at least 60% of their time dealing with documents. Up to 30%
of the identified document output expenditure within an organisation could be
saved by passing control to a document expert (According to Gartner). Document
management is fast becoming an important aspect of every business with
businesses realising its benefits. This is a huge opportunity and Xerox with its
cutting edge solutions aims to reduce the hidden costs by as much as 40%.
Document management is a relatively new concept in India and there is a need for
creating awareness about the advantages of document management solutions and
processes. In India, people are still to realise that 3% of their revenue is spent in
order to save documents and data.
Xerox’s Document Management Services provides a one-point contact for
people to save on their documents and guarantee cost cutting by a huge amount.
Slowly but steadily, document management scenario is catching up with the Indian
companies because they to have realised the need to save documents.

INTRODUCTION
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Xerox is a technology and services enterprise and a leader in the global document
market, developing, manufacturing, marketing, servicing and financing the
industry’s broadcast portfolio of document equipment, solutions and services.
Importance of sales management is critical for any commercial organization.
Expanding business is not possible without increasing sales volumes, and effective
sales management goal is to organize sales team work in such a manner that
ensures a growing flow of regular customers and increasing amount of sales.
Managing sales is not difficult while a company is small, customer count and sales
persons count are limited, and sales process is simple and transparent. However,
when sales start to grow, companies understand that it is very hard to manage
enlarged sales workflow as effectively as they did before. Managing increased
sales volumes is more difficult because sales management process becomes more
complicated and sales department has to deal with all aspects of the process. Not
only the number of sales tasks grows but also grows in terms of the number of
regions, customers and products. It is almost impossible for salespersons to handle
sales growth without a special system for planning, tracking, analyzing, reporting,
and controlling all aspects of sales activity, projects and tasks. Sales management
system helps sales departments to organize sales process details, find potential
bottlenecks, discover new opportunities and strategic advantages, save cost and
time, etc. The system should provide clear vision of what salespersons did
yesterday, what they are doing now and what they will do tomorrow.

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 AIM OF THE STUDY

 Re-branding Xerox to the corporate world, its customers and prospects.

 Exploring customer’s perception of Xerox and its product portfolio.

 Finding customer’s expectations with respect to documentation solutions.

 Collecting database regarding to the current documentation solutions used in

various organization.

 Knowledge sharing session between the organization and its customers or

prospects with regards to company profile and products

 Identifying new prospects for sales of the company’s products.

 Identifying opportunities in those prospects.

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 LITERATURE SURVEY

Xerox Corporation (NYSE:XRX) is the world's leading document management

technology and services enterprise. A $17 billion company, Xerox provides the
document industry's broadest portfolio of offerings. Digital systems include color
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. The company's operations are guided by
customer-focused and employee-centered core values -- such as environmental
sustainability, citizenship, diversity and quality -- augmented by a passion for
innovation, speed and adaptability.

 Headquarters: Norwalk, Connecticut,

 Chairman and CEO: Anne M. Mulcahy
 Employees: 57,400 worldwide

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 THE ORGANIZATION
XEROX INDIA

VISION:

Xerox India Limited’s strategic intent is to become the leader in the document
market in India by helping improve customer work processes and positively
impacting productivity and costs. In other words ‘helping people find better ways
to do great work’.

GROWTH:
Xerox forayed into India in the year 1983 at a time when the photocopying
industry was at its nascent stage. Over the past 20 years, Xerox India has shaped
the document management industry in the country by bringing the world’s best
document processing products and bringing in innovative value-added concepts to
provide the consumer with better options with respect to their needs and
requirements. Xerox India Limited has successfully transitioned three major
movements in India since its inception, from copying to printing, black & white to
colour and stand-alone analog to digital, networked products.
Xerox today provides products and solutions in various areas spanning
from digital printing targeted at commercial printers to Office products for SMBs
and large enterprises and document outsourcing process services to vertical
segments such as BFSI, pharma etc.

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XEROX INDIA’S PRODUCTS FOR DOCUMENT MANAGEMENT AND
PROCESSING:

Xerox has a specialised division to deal with the document management needs of
the industry. Xerox Global Services has a fully integrated portfolio of services for
the enterprise, from office to operations to IT services and print production
support. Xerox’s Smarter Document Management Technology suite is based on
recognised and established Xerox technologies and processes aimed at making
paper and digital documents accessible and intelligent. Document management and
processing is a part of Xerox global services, which offers the following services:

BusinessProcessServices:
1. Imaging and Archive Services: This includes capturing, converting and
managingtheimages.
2. ContentManagementServices
3. RepositoryandWorkflow
4. Consultation
5. Document Process Outsourcing Services: This includes Client Account
Lifecycle, Finance and Administration, Records Management, Product Lifecycle
Services.
6. Industry-SpecificOfferings:EngineeringDrawingManagement.

Xerox Office Services: It is a suite of services for managing document output and
infrastructure assets to help organisations deliver measurable efficiencies, reduce
costsandimproveproductivity.

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Document Outsourcing and Communication Services (DOCS): DOCS is a full
range of consulting and managed services aimed at optimising costs from
document design and composition to production and distribution. The service line
was launched in October 2006 and targets BFSI, manufacturing, retail and
advertising agencies in India.

RESEARCH & DEVELOPMENT:

R&D is an ongoing process and like all other printing vendors, Xerox also has a
significant focus on R&D to bring new and more cost efficient technologies for its
customers.
We are working towards defining new ways to conduct work through documents,
and we are defining entirely new forms of ‘the document.’ One way to look at the
mission of Xerox R&D is that we are continually:
1. Reinventing our machines and our systems,
2. Re-thinking how people work,
3. Redefining the document.

Some of the interesting innovations of Xerox:

MicroText-Specialty-Imaging-Font:
Xerox scientists at Rochester have developed the new MicroText Specialty
Imaging Font in 2006, the font which is just 1/100th of an inch high, is designed to
help make valuable documents with personal information such as birth certificates,
personal identification papers, and checks even harder to forge.

Erasable paper:
12
Xerox scientists have invented a way to make prints whose images last for only a
day, so that the paper can be used again and again.
The technology, which is still in its nascent stage of development, blurs the line
between paper documents and digital displays and could ultimately lead to a
significant reduction in paper use.

Colour-language:
Xerox scientists are developing a new technology that will make adjusting colours
in a document as easy as simply describing the colour. Users can type ‘make the
sky a deeper blue’ or give a voice command ‘make the background carnation pink’
and the software will do the work. The invention, still in the research stage, creates
‘colour language’ by translating human descriptions of colour into the precise
numerical codes that machines use to print colour documents.

RELATED BUSINESS GROUPS:

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XGS - XEROX GLOBAL SERVICES:

XGS helps organizations streamline and simplify document processes to increase

productivity and customer satisfaction. XGS has a team called the XGS Smart
Document Platform team on site at XRCE Grenoble to work closely with the R&D
teams on emerging technologies from the labs. The XGS team is focussed on XML
and content processing technologies (document categorization, information
extraction, etc.) applied to a wide spectrum of documents ranging from forms,
invoices and letters to contracts and other so called 'transactional documents'.

XOG - XEROX OFFICE GROUP

XOG develops and manufactures a range of colour and black-and-white

multifunction, printer, copier and fax products. Xerox supports every office
environment, from the single-person office to the global enterprise, from the
knowledge worker to the graphic designer. XRCE develops value-added services
for Office group products, in particular for the suite of networked multi-function
devices. R&D is also carried out on streamlining CRM for office products.

PSG - PRODUCTION SYSTEMS GROUP

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PSG is currently revolutionizing the colour print market with the iGen3® Digital
Production Press. The iGen combines the image quality of offset printing with the
speed and technical capabilities of digital printing and is the industry's most
advanced and cost-effective digital colour press. The group is responsible for
production-level colour, highlight colour, and black-and-white printers and presses
in cut-sheet, wide-format, and continuous-feed formats. PSG 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. XRCE expertise in image processing is
focussed on providing world class automatic image enhancements as part of the
FreeFlowTM product offering.

All numbers in thousands

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PERIOD ENDING 31-Dec-07 31-Dec-06 31-Dec-05

BALANCE SHEET
Assets
Current Assets
Cash And Cash Equivalents 1,144,000 1,635,000 1,322,000
Short Term Investments 27,000 146,000 244,000
Net Receivables 5,654,000 5,392,000 4,937,000
Inventory 1,305,000 1,163,000 1,201,000
Other Current Assets 410,000 418,000 1,032,000
Total Current Assets 8,540,000 8,754,000 8,736,000
Long Term Investments 5,983,000 5,796,000 5,731,000
Property Plant and Equipment 2,174,000 2,008,000 2,058,000
Goodwill 3,448,000 2,024,000 1,671,000
Intangible Assets 891,000 503,000 289,000
Accumulated Amortization - - -
Other Assets 1,158,000 834,000 1,921,000
Deferred Long Term Asset Charges 1,349,000 1,790,000 1,547,000
Total Assets 23,543,000 21,709,000 21,953,000

Liabilities
Current Liabilities
Accounts Payable 2,480,000 2,144,000 1,664,000
Short/Current Long Term Debt 555,000 1,502,000 1,139,000
Other Current Liabilities 1,042,000 1,052,000 1,543,000
Total Current Liabilities 4,077,000 4,698,000 4,346,000
Long Term Debt 7,585,000 5,702,000 6,765,000
Other Liabilities 2,940,000 3,898,000 3,634,000
Deferred Long Term Liability Charges 250,000 223,000 -
Minority Interest 103,000 108,000 -
Negative Goodwill - - -
Total Liabilities 14,955,000 14,629,000 14,745,000

Stockholders' Equity
Misc Stocks Options Warrants - - -
Redeemable Preferred Stock - - -
Preferred Stock - - 889,000
Common Stock 4,096,000 4,666,000 4,741,000

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Retained Earnings 5,288,000 4,202,000 3,021,000
Treasury Stock (31,000) (141,000) (203,000)
Capital Surplus - - -
Other Stockholder Equity (765,000) (1,647,000) (1,240,000)
Total Stockholder Equity 8,588,000 7,080,000 7,208,000
Net Tangible Assets $4,249,000 $4,553,000 $5,248,000

BUSINESS OUTLINE:
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Office Products: As the backbone of our business, Fuji Xerox globally develops
and markets digital color/monochrome multifunction devices for offices.
Major products include the ApeosPort series (digital multifunction devices that
connect with mission-critical business systems), the DocuCentre series (digital
multifunction devices that offer high performance and high quality) and the
DocuWide series (wide-format digital multifunction devices for the engineering
market).

Fuji Xerox also offers various types of software, including DocuWorks, document
handling software that enables users to handle scanned paper documents and
electronic documents easily on a PC. Using such software, together with
multifunction devices, we offer a variety of solutions and services for document
management as well as mission-critical systems.

Office Printing Systems:

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In April 2007, Fuji Xerox consolidated Fuji Xerox Printing Systems Co., Ltd. to
strengthen our integrated manufacturing system covering all processes—from
technological development to product development, production and sales. Through
this merger, we aim to enhance the competitiveness of our office printing systems
business and expand the business further on a global scale. Based on the
Xerography technology, Fuji Xerox is developing its color/monochrome laser
printer business. The flagship color laser printers incorporate compactness, high
performance and high image quality, and shipments to overseas have been strong.
Approximately 70 percent of all color laser printers shipped during FY2006 was
destined for overseas markets.
In particular, shipments of color laser printers to the Asia-Pacific market,
including China, nearly trebled over the past three years, and shipments to the
European and North American markets, which include provision through original
equipment manufacturing (OEM) to Xerox Corporation and other companies,
almost doubled during the same period. In the Japanese market, Fuji Xerox is
making proactive efforts to solve customers’ management issues by offering
network-compatible color scanners as well as software that enables IC card
authentication.

Production Services: Fuji Xerox is developing our production services business

globally, focusing primarily on on-demand printing systems and workflow support
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services for the digital printing market, as well as continuous-feed and cut-sheet
printers to output data from missioncritical systems. Xerox iGen3® 110 Digital
Production Press, a state-of-the-art publishing system that realizes high image
quality comparable to that of offset printing as well as superior print productivity,
meets the need for printing diversified, short-run jobs. It also opens up new
possibilities for digital printing, including one-toone marketing that provides
personalized information tailored to the individual preferences of customers.
Meanwhile, in order to support our customers globally, Fuji Xerox has opened
Executive Print Innovation Centers, or “epicenters,” in Tokyo, Sydney, Singapore
and Shanghai to work with customers to create new business models and
applications for digital printing. In June 2006, Fuji Xerox established the Color
Center in its “epicenter” in Shinagawa, Tokyo, to maximize the utility value of
documents and assist customers to create new businesses in the general realm of
digital printing—from upstream (planning, proofreading, etc.) to downstream
(output, processing, etc.) processes.

Global Services: In April 2007, Fuji Xerox reorganized the Office Services
Business Group into the Fuji Xerox Global Services based in Singapore with the
aim of further reinforcing our system of providing customers with services
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centered on outsourcing of document-related operations in Japan as well as in other
countries. In today’s business activities, documents are positioned as an
increasingly important managerial resource. In order to develop business more
actively and swiftly, it is important to efficiently manage a series of documentation
processes, including creation, storage, output and use of documents. In an effort to
assist customers in solving these issues, Fuji Xerox provides comprehensive
services in which we undertake overall document management operations starting
with consulting, thereby assuring customers of genuine benefits including
reduction in operational costs as well as higher productivity, so as to contribute to
the growth of their businesses.

P/L OVERVIEW:

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SALES AND SERVICE:

22
Fuji Xerox’s sales and service areas cover Japan, China and other Asia-Pacific
countries and regions. The Americas, Europe and other regions are covered by
Xerox Corporation and Xerox Europe.

Performance:
Revenue Consolidated: Ordinary Profits Consolidated:

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Consolidated revenue by business area (FY2006)

Consolidated revenue by region (FY2006)

24
 METHODOLOGY
BUSINESS-TO-BUSINESS:
Business-to-business (B2B) is a term commonly used to describe electronic
commerce transactions between businesses. B2B is also commonly used as an
adjective to describe any activity, be it B2B marketing, sales, or e-commerce, that
occurs between businesses and other businesses rather than between businesses
and consumers.

QUESTIONNAIRE CONSTRUCTION:
A questionnaire is a research instrument consisting of a series of questions and
other prompts for the purpose of gathering information from respondents.
OPEN ENDED QUESTIONS:
No options or predefined categories are suggested. The respondent supplies their
own answer without being constrained by a fixed set of possible responses.

TELEMARKETING:
Telemarketing is a method of direct marketing in which a salesperson solicits to
prospective customers to buy products or services, either over the phone or through
a subsequent face to face or Web conferencing appointment scheduled during the
call. We had to contact the IT Managers, Network Engineers, Facility Manager,
Administration Head, etc through telephone and get their appointments to meet
them in person.

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DATABASE MARKETING:
Database marketing is a form of direct marketing using databases of customers or
potential customers to generate personalized communications in order to promote a
product or service for marketing purposes. The method of communication can be
any addressable medium, as in direct marketing.

STRUCTURED INTERVIEW:
A structured interview (also known as a standardised interview or a researcher-
administered survey) is a quantitative research method commonly employed in
survey research. The aim of this approach is to ensure that each interviewee is
presented with exactly the same questions in the same order. This ensures that
answers can be reliably aggregated and that comparisons can be made with
confidence between sample subgroups or between different survey periods.
Structured interviews are a means of collecting data for a statistical surveys. In this
case the data are collected by an interviewer rather than through a self-
administered questionnaire. Interviewers read the questions exactly as they appear
on the survey questionnaire. The choice of answers to the questions is often fixed
(close-ended) in advance, though open-ended questions can also be included within
a structured interview. A structured interview also standardises the order in which
questions are asked of survey respondents, so the questions are always answered
within the same context. This is important for minimising the impact of context
effects, where the answers given to a survey question can depend on the nature of
preceding questions. Though context effects can never be avoided, it is often
desirable to hold them constant across all respondents. During the first level

26
meeting we had to convey to them the message that XEROX INDIA was in the
process of re-branding.
DIRECT SELLING:
Direct selling is the marketing of products or services to consumers through sales
tactics including presentations, demonstrations, and phone calls. It is sometimes
also considered to be a sale that does not utilize a "middle man" such as a retail
outlets, distributors or brokers. At its best, direct selling can be an opportunity for
individuals to find fulfilment, express their entrepreneurial talents and gain
financial independence.

LEAD GENERATION:
Lead Management is a term used in general business practice to describe
methodologies, systems, and practices designed to generate new potential business
clientele, generally operated through a variety of marketing techniques. These
processes are designed for business-to-business and direct-to-consumer strategies.
This critical connectivity facilitates business profitability through the acquisition of
new customers, selling to existing customers, and creating a market brand. This
process has also accurately been referred to as customer acquisition management.
Generating a lead, or lead generation can relate to a myriad of marketing
technologies and methodologies. Regardless of how it is achieved, however, from
an architectural perspective lead generation is simply the ability to attract the
interest of a consumer and capture enough data to validate and prioritize their
interest, then contact them.

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ORGANIZATION STRUCTURE:

NATIONAL HEAD

REGIONAL SALES MANAGER

CORPORATE CORPORATE CORPORATE CORPORATE

SALES SALES SALES SALES
MANAGER MANAGER MANAGER MANAGER

MANAGEM MANAGEM MANAGEM

MANAGEM -ENT -ENT -ENT
-ENT TRAINEE TRAINEE TRAINEE
TRAINEE

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 OBSERVATIONS AND DATA PRESENTATION
SECONDARY DATA:
MARKET SHARE:
One of the very subtle, but also very important aspects of the imaging industry is
that not all customers are created equal. An ink jet printer placed in the consumer’s
home for use as a personal printer may print as little as 50 pages per month.
However, a workgroup laser printer with multi-function capabilities (fax, copy, or
scan) which is connected to an office network can print as many as 10,000 or more
pages a month. As a result, the multifunction laser printer can be as much as 100
times more profitable than the inkjet printer. And when the comparison is to color
workgroup printers, or very high performance printers used in print shops (such as
Xerox’s DocuColor line), the comparison can be even more dramatic.

29
A company that is able to chase more profitable footprints will ultimately be more
profitable than the company chasing less profitable footprints, even if it ends up
with a smaller market share. So, in short, our premise is market share is not equal
to profitability. Our point can be proven by the two graphs listed below. The first
graph shows unit share for laser printers, MFPs, copiers, and ink jet printers. HP
(HPQ) is the unit share leader, followed by Canon (CAJ), Epson and Lexmark.
However, when one looks at the same firm’s share of industry operating income
(tracked by the Photizo Group as part of the Imaging Industry Advisory Service),
the story changes considerably. Suddenly, Canon is the number one firm in terms
of share of operating income, followed by HP, Ricoh (RICOY.OB) and Xerox
(XRX). Lexmark – the number four firm in terms of market share comes in a
distant seventh in terms of operating income market share.

30
 Another way to evaluate this is to look at the difference between each firm’s
market share and their operating income by subtracting market share from share of
operating income [OI]. If a firm has greater operating income than market share,
then they must be doing a better job of capturing the ‘more profitable’ customers
and this equation will have a positive result. Conversely, if they capture less
operating income than market share, they are capturing more of the less profitable
customers and the equation will have a negative result. Based on this analysis, the
table below how five firms, Canon, Ricoh, Xerox, Konica Minolta and Kyocera
Mita (KYO) are gathering the most profitable customers.

31
Most respondents said that they have an HP monochrome laser printer installed.
More interesting to aftermarket vendors looking to expand their product offerings
is the large number of respondents who said they have Dell, Samsung, Lexmark
and Xerox monochrome laser printers.

SWOT ANALYSIS

Strengths:

 Pioneer in photocopier
 A powerful brand Xerox
 High brand recall value
 Market leader in the photocopying segment
 Innovation & Creativity at its force

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  Strong R&D team
 Dedicated workforce

Weakness:

 Aesthetic designs
 Wide product features
 Ineffective service partners

Opportunities:

 Booming infrastructure in the country

a) Offices
b) IT parks
c) Expansion of existing businesses

 Wide network of customers and reachability by

customers

Threats:

 Excessive branding by Xerox at photocopying

 New brands in the market at competitive prices
 Spare parts maintainability

33
 LEARNINGS

 First Hand Experience of Direct Selling

 Organization Behavior

 Contacts

 Negotiation – (Not necessarily monitory negotiation but also time

negotiation)

34
 Putting my Communication Skills into real time action

 Corporate Culture

 Targets & their Pressure

 Managing things in Life

RECOMMENDATIONS

 Brand Awareness

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1. Office Banner – New Logo – The banner in front of the office has to be

changed as soon as possible in order to first create awareness in and around

the locality of the office.

2. Press Ads in Journals – Currently we are advertising in journals like Harvard

Business Review which might be very helpful to capture the attention of

MNC’s and very high end customers. To attract the small and medium

business groups and to keep reminding the common man about our brand we

need to advertise in journals like India Today, and Newspapers.

3. Event Sponsorship – Our organization recently sponsored a Golf

Tournament in India, which is a country where not even 5 % of its

population would play the game of Golf. India is a country where sports like

Cricket and Hockey are the ones which grab attention of almost every single

individual and sports like Golf do not manage to get any attention.

4. No more MODI Element – When L&T changed to Ultra Tech they

advertised very well in order to position their new brand name by having

advertisements and banners saying L&T is now Ultra Tech but when we

36
 changed over from MODI to 100% subsidy of the U.S. XEROX we did not

inform the people about this transition through appropriate media.

5. Collaboration with DELL / ACER – Since our competitors like HP also have

desktops they have undue advantage of selling their printers along with their

desktops. We should try to rope in DELL or ACER as our business partners

so as to position our products with their desktops which would in turn prove

to be beneficial for both XEROX and our business partner.

6. The magic word “XEROX” – There has been over branding of XEROX that

in India the word XEROX has become synonymous with photocopying. It is

hard to change this under the current scenario but we have to start working

towards the brand awareness among the next generation by positioning the

brand in front of the product and clearly differentiate both of them so that

the over branding does not persist even after 10 years from now. This can be

done only by making promotional events and event sponsorship for college

functions and students’ programs where the students are educated about the

existence of a brand called XEROX and photocopying and printing being its

business.

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7. Branding Initiatives – Since the brand has already been over branded in the

country, the change of logo is not going to affect the brand recall among the

people. The organization has to involve in branding initiatives where we

brand our printers as XEROX PHASER & MFD’s as XEROX

WORKCENTRE. The words PHASER and WORKCENTRE have to be

branded and have to reach the people with the right positioning. Royal

Enfield did face the same problem when all their bikes where referred to as

bullets but they concentrated on branding the model names and now model

names such as Thunderbird and Machismo have created a brand recall for

themselves.

 Authorized Service Providers

1. Dedicated – HP is successful because of its dedicated resellers and business

partners such as USAM. Our organization has to identify such dedicated

resellers and business partners.

2. More Efficient – ASP’s like Vintech, En Em and Caravan Appliances have

many complaints against them. The ASP’s have to be improving on their

efficiency continuously otherwise we will loose our customers due to poor

service to them.

 Toll Free number concept

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1. Register the service call with the CSM

2. CSM à Service Engineer

3. CSM à ASP / Reseller

 Lack of co-ordination between sales and service team

RSM

1 CSM 1 CSM 1 CSM 1 CSM

1 SE 1 SE 1 SE 1 SE

BIBLIOGRAPHY

1. www.wikipedia.org

2. www.xerox.com

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