1) INTRODUCTION

The company that we choose is Xerox Corporation. Xerox Corporation is an American company
that was a developer in office technology. Xerox had been the first to produce xerographic plain-
paper copiers. Their headquarters are in Norwalk, Connecticut. The company is famous for its wide
array of scanners, fax machines, multifunctional devices, and digital printing and publishing systems.
The company made the first plain paper copier for commercial use.

1.1 Company background

Xerox was established in 1906 in Rochester, New York by Haloid Xerox. The company name
was Haloid Company. Then, in 1938, they changed their company name from Haloid Company to
Haloid Photographic Company. In 1961, the son of Haloid Xerox, Joseph C. Wilson, took over the
Haloid Photographic Company and changed its name to Xerox Corporation. Xerox then moved into
additional particular products and publishing companies after the triumph of its first copier, and in
1970 created PARC (Palo Alto Research Center), a facility for research and development in Palo Alto,
California. The business developed word- processing machines in 1974, laser printers in 1977, and
Ethernet, an office communications system, in 1979 in order to maintain its position as a prominent
large format printer company. In 1985, Xerox sold its publishing businesses to other companies
because printers, copiers, digital machines and software are needed for documentation among the
company’s product lines. Xerox created digital photocopiers in the 1990s.

Mergers and acquisitions have a long history at Xerox Corporation. The company has bought
and formed joint ventures with a number of renowned companies all over the world. The joint
venture between Xerox and Fuji Photo Film has created Fuji Xerox. The goal of this joint venture was
to develop the company's performance in the Asia-Pacific region. In 1962, Xerox established Fuji
Xerox Co., Ltd. in Japan with a 50 percent share. Then, later in the 2000s, there was a merger
between Fuji Photo Film Co. and Xerox, in which Xerox sold half of its share. Today, Fuji holds 75
percent of the shares and Xerox holds 25 percent of the shares, and Fuji Xerox is a global brand
offering document services. Xerox Corporation is now operating in business process outsourcing and
also as a document technology provider.

The company was honored with the IEEE Corporate Innovation Recognition award in 2003
because of their progress of top quality products or ideas that boost electrotechnology. Xerox won
the award for its DocuTech new product, which merged photocopy and computer resources to assist
for the digital transfer of data of documents for legal purposes. In 2006, Xerox applied for a patent
for photosensitive prints with pictures that only lasted a day, enabling the material to be reused
indefinitely. Global Imaging Systems (GIS), a technology sales and services company, was bought by
Xerox in 2007. The National Medal of Technology was awarded to Xerox the same year, the greatest
honor bestowed by the president on the country's greatest innovators.

1.2 Competitive advantage

A competitive advantage is a condition or situation that puts a company in an advantageous or

higher-ranking business position.

The competitive advantage of Xerox Corporation is the ability to innovate through its existing
and new goods, but the rest of the company was tugging in multiple directions. As a result,
competing businesses were permitted to profit from these items, while Xerox was compelled to
reorganize. For example, in 2017, Xerox unveiled 29 new products in what was dubbed the "largest
launch event in decades." The event was centered on introducing these cutting-edge tools that
might be used to focus and streamline the operations of many of their customers' businesses. They
are capable of attracting these potential customers and growing their business by offering such
unique products.

Next, the competitive advantage Xerox has is known for solving color management system
challenges by offering an automated method through their products that aid in the process. The
process was time-consuming before, but now the performance is very quick and efficient. It also
provides the right color with the right mix of external factors such as light and temperature for the
process. Other competitors do not have this feature.

Lastly, Xerox is delivering innovation to its gadgets through applications that are designed to
overcome barriers that any organization could experience in their workflow, and they are far
superior to services supplied by rivals, giving them a competitive advantage. These applications
further improve the operations of these organizations and help them perform better in their
companies.

1.3 Objectives

 Explain the roles and governing factors of Xerox that improve their performance.
 Analyze the impact of business solutions towards the problem Xerox have in our team point
of view and also apply one business management tool and POLC method.

2.0 ROLES AND GOVERNING FACTORS IN FIRM’S PERFORMANCE

2.1 Roles Of Management

The board of directors is the technique associated with arranging and keeping an
environment in which individuals, participating in social events, gainfully accomplish picked focuses
as per Koontz and Weihrich. Subsequently, the administration of a company's presentation is totally
solid from individuals responsible for the organization, which is the governing body.

There are three chains of command of directors who are engaged with the organization, which are
top supervisors, center administrators, and first-line chiefs. The top supervisors in the organization
incorporated a leader administrator, president, (CEO), head working official (COO), head promoting
official (CMO), and then some. These top directors are assuming liability for the drawn out
achievement of the association, setting destinations, targets, and objectives of the association,
arranging and settling on choices that could give impact against monetary venture, organizations,
and consolidations and acquisitions. They are likewise answerable for filtering conditions like the
outer climate of the association, which incorporated the economy and recommendations for laws
that could give an impact against benefits, buyers, and advertising. For instance, John Visentin is vice
chairman and chief executive officer of Xerox Holdings Corporation. He took control over the
organization in May, and has laid out his vision on where he needs to take Xerox in 2019. On Dec. 17,
he sent an interior email that depicted various primary and faculty transforms he had made to
smooth out the organization, with the expressed objective of turning into a "tech force to be
reckoned with." Visentin has stitched the Americas together in one unit driven by Mike Feldman,
who will currently supervise U.S., Canada, Mexico, Central and South America. In the meantime
Herve Tessler, leader of worldwide activities, will lead the organization's EMEA deals, in Europe, the
Middle East, Africa and India.

Subsequently, there are additionally elaborate center chiefs who are in runner up in the pecking
order of directors. The center directors incorporated the general manager (GM), branch
administrators, and all division chiefs. These chains of command of chiefs assume liability for
allotting assets, create and execute exercises, report to top administration, and administer the
primary line supervisors. For instance, Mark McPhillips is the general manager of Xerox for 7 years.
He administered the extension of Xerox's Large Enterprise Organization in the UK and executed
development methodologies to speed up Xerox's change into an administrations driven, innovation
driven organization. He was also liable for re-organizing a business which had immaterial
development in a developing business sector space while restoring an association of north of 100
Business Development experts in five industry business gatherings. Execution of a quick New
Business progression technique with famous private and public region clients.

There are additionally first-line chiefs who are at the actual lower part of the progressive
system of directors. The primary line administrators included team laeser, group supervisor, section
officer, shift boss, and the sky's the limit from there. They are answerable for partaking in everyday
tasks, administering workers, and coordinating activities. They are additionally liable for
accomplishing the destinations, targets, and objectives set by the top supervisors. The connection
among businesses and employees is vital. When businesses have a decent connection with their
employees, the organization would profit from benefits, efficiency, notoriety, and that's only the tip
of the iceberg. For example, Xerox focused on encouraging open correspondence among workers
and the executives, from one-on-one discussions among representatives and administrators to
extensive commitment exercises, like Culture Survey. The organization's obligation to representative
commitment establishes a climate of two-way exchange that helps our business and fortifies their
commitment to worldwide citizenship.

2.2 Managerial Roles

Managerial jobs are the standards of conduct and exercises associated with completing the
elements of the executives by the director. It tends to be assembled into three principal
classifications which are relational, enlightening, and decisional jobs. Thus, an organization manager
has assumed a significant part in dealing with the general organization accomplishment across
administrative positions.

Interpersonal Roles

By giving administration to employees, setting up connections, and filling in as a connection

among gatherings and individuals both inside and outside the organization, the manager played out
the interpersonal jobs.

Xerox Holdings Corporation invested a ton of energy and exertion on the worker recruiting
technique. They fostered an intricate screening cycle of numerous meetings and guaranteed that
each select had the insight and capacity to be persuaded, mindful, involved and a cooperative
person. Assuming an individual neglected to meet the assumptions, they provided them with a
progression of admonitions, beginning with a verbal update, trailed by a well-disposed note lastly a
more unfavorable letter. Aside from proficient destinations, the workers were relied upon to set and
meet individual targets too. All of this made a collaboration and the gathering all in all was more
grounded than a portion of its constituents.

The secretary to the Xerox's worldwide controlling board of trustees, he coordinated and set
the gathering's plan for a gathering. He didn't have any spending plan to introduce thus pointed
toward giving the gathering data and causing them to have a decent outlook on the gathering. Again,
his creative methodology worked, and he came out with a rundown of 42 possible freedoms for
efficiency improvement. Every individual from the functioning gathering was given the essential
obligation regarding executing a couple of the things on the rundown. Yet, they rapidly understand
that it was more straightforward for them assuming they financed the pioneer to execute the
undertakings for their sake. The pioneer discovered an amazingly financial method for achieving
these undertakings utilizing APL rather than COBOL programming language. APL was more useful
and had the option to utilize a large portion of the assets acquired to recruit extra staff. The working
chiefs then again thought that it was modest since they had no clue that COBOL was not being
utilized.

Informational Roles

Supervisors have played educational situations by investing a sensible measure of energy

gathering information from sources both inside and outside an association. Xerox Holdings
Corporation has regularly gotten and checked on every day the board writes about business tasks
from inside hierarchical channels, which give data on key functional measurements, lawful, natural
and administrative issues. In return for a benefit with a low working cost, the aftereffects of the
business tasks are distributed month to month to give a precise and viable plan of action to work
true to form for the advantages of the association. What's more, month to month the executives and
authoritative gatherings to characterize, address, and tackle business and functional difficulties are
held 6. A hand-on strategy is used by the administrative group to address these market and
definitive risks.

Decisional Roles

Decisional jobs are regarding how a director in an association confronts an unending stream
of choices and some choice which should be made on the spot. This methodology not just speeds up
and further develops work process and client care yet in addition opens more elevated level
directors to deal with more essential matters.

Xerox Holdings Corporation was near bankruptcy by losing $273 million in 2000. After eight
years it has income of $17 billion, with CEO and Chairman Anne Mulcahy getting the greater part of
the credit for the turnaround. The association had more than $17 billion submerged and had
recorded hardships in all of the initial six years. A new upgrade of the association's business power
had not worked out true to form. Customers were dejected and the economy had started to waver.
On top of all of that, Xerox ended up in the focal point of a lengthy assessment by the Securities and
Exchange Commission of accounting obscenities in its Mexico unit. Mulcahy and her gathering
figured a serious game plan for recovery. Rapidly, she kept an eye on the association's liquidity
issues and quickly brought $2.5 billion up in genuine cash. Through a "basic" approach and a re-
energized base on utilitarian capability, the association cut its capital uses by half; reduced its
business, general, and administrative expenses by 33%; and cut its outright commitment down the
center. In the interim, Xerox supported its middle business by keeping an affiliation wide focus on
improvement.

2.3 Where does it happen?

Xerox was founded in Rochester, New York, in 1906. It was formerly called the Haloid Company, and
the company's primary focus was on photographic paper. The corporation managed to acquire the
Rectigraph Company, a photocopying machine maker that utilised Haloid's paper, in 1935. In 1936,
the company went public, and rectigraphs became a significant element of the company's
operations. In 1947, Haloid entered into a deal with the Battelle Memorial Institute, a non-profit
research organisation, to develop a machine based on the xerography technique. By 1958, Haloid
changed its name to Haloid Xerox. In 1960, Xerox released their first Xerox 914 Copier. Later, they
start to venture innovations in computer technology. Xerox invested nearly $3 billion on R&D in the
areas of colour and digital printing throughout the 1980s. Xerox also released a new range of
computer printers, the 4350, 4197, 4135, and 4213, between September 1990 and March 1991.
Using the Palo Alto Research Center, Xerox is now concentrating on expanding its innovation
portfolio, which includes 3D printing and digital manufacturing, Internet of Things (IoT) sensors and
services, and clean technologies. Xerox expects sales of at least $7.2 billion in 2021, or a 2.5 percent
increase. The business also aims to establish a $250 million corporate venture capital fund "to invest
in startups and early and mid-stage growth companies aligned with the company's innovation pillars
and targeted adjacencies," according to the press release.

2.4 How did the company identify the solution?

Xerox Holdings Corporation had to deal with a number of obstacles and challenges during their time
in business, whether in the domestic or foreign market. As a result, Xerox had figured out how to
identify the solution for every problem they had.

Internal Factors

The term "internal factors" refers to any problem that occurs within the company and within its
control either the problem is tangible or intangible.

Leadership

Leading requires engaging and motivating corporate personnel to achieve the organizational goals.
As a result, it is critical that all members of the organization have faith in and respect for their
leaders. G. Richard Thoman, CEO of Xerox in 1999 was unable to achieve his objectives at Xerox
because he was disliked by the board of directors as they preferred Paul Allaire as the CEO and,
more crucially, was not trusted. Thoman also failed to become a good leader since he eroded staff
morale through huge sales force rearrangement. As the result, he was replaced by Anne Mulcahy.
Soon after taking over as CEO, she went on a listening tour, asking workers, customers, and industry
experts for their thoughts on where Xerox had gone wrong. Employees stated that they required
more defined objectives. Customers complained that Xerox was no longer responsive. It was
investing at random, rather than focusing on a few markets where it might dominate, according to IT
experts. Under her leadership, Xerox moved from losing $273 million in 2000 to earning $91 million
in 2003.Its stock also rose, returning 75% compared to 6% loss for the Dow Jones Total Stock Market
Index.

Workforce

According to Mulcahy’s analysis, employees were left confused about their jobs and wary of the
company's future led to Xerox’s downfall. When the corporation is not in a good situation, they cut
costs by laying off employees and reducing benefits. 10% of Xerox workforce was laid off, leading to
9,000 jobs being eliminated. These measures, rather than fostering loyalty, create employees worry,
dread, and dissatisfaction. Employee empowerment, ownership, and engagement are no longer
promoted since management is heavy-handed and the framework is bureaucratic. The workforce
has been "disenfranchised" and no longer cares due to a lack of strong leadership from above as well
as promotions and power based on office politics. They are easy pickings for recruiters who realize
that Xerox hires the greatest personnel but is unable to keep them due to the unfavorable
environment. Looking at the situation, Xerox is taking steps to combat employee dissatisfaction.
They introduce Quality of Work Life as a participation method for employees modeled around
Japanese quality circle ideals. Employees at Xerox were given the opportunity to influence their work
activities and lives through this procedure, which was first focused on the manufacturing workforce.
A quality circle is a small work team formed by members of a natural work group who volunteer to
participate in an organized programme of training, communication, and problem resolution.

Strategy Planning

Although Xerox was successful in the copier market at the time and created the first xerography
machine, the company's management failed to see the significance of the personal computer. In the
1970s, Xerox's Palo Alto Research Centre (PARC) created the first ever prototype of personal
computing, graphic user interface, and desktop computer, however the corporation failed to
continue its journey. Xerox management were primarily concerned with copiers, believing that
personal computers were not as essential or significant as copy machines.The PARC results were
rejected by the board of directors, who instead shared them with Apple and Microsoft (Landley ,
2000). According to Steve Jobs, the founder of Apple, Xerox could have been today's IBM if they
hadn't given everything away and departed with nothing (Bill Chappel,2011). Due to a lack of
strategic ambition and leadership, Xerox adopted ineffective methods that limited their ability.
Regarding the issues, Xerox made a big strategy shift. They have committed to spin off their business
process outsourcing sector. The business process outsourcing segment will be renamed Conduent
and will trade on the New York Stock Exchange as a separate entity. This will cut it off from its
copying machine roots. That is a wise business decision. Rather than trying to make the Xerox brand
stand for something other than copiers, the company could create new brands as in this case as a
spinoff. The stockholders will reap the benefits. PARC turned a profit on sales of $60 million in 2010.

External Factors

External factors have an impact on problems that are beyond the company's control. Taking into
account the external environment allows companies to make appropriate changes to their
marketing strategy to make it more responsive to the external environment.

Competitors

In 1972, the expansion of Japan's dominance in the global market such as Canon and Ricoh cost
Xerox money. Japan entered the market with a simple, small machine and lower-cost offering
product. Between 1976 and 1982, Xerox's revenue declined dramatically, forcing the corporation to
reconsider its operations. So, in order to maintain their position as the No. 1 company in the world
copier industry, they started to create the Series 10, a cost-effective range of machines that began to
match the competition's pricing in markets as low as $2,000 per copier. It also halted Canon and
Ricoh's progress in the intermediate market. Although Xerox faced low margins profits as copier
business sales slid 40% in1982 but Xerox kept persevere.

Legal and Regulatory

Xerox was sued in 2020 for alleged patent-in-suit infringement. In the Western District of Texas,
Gallio IP LLC filed a civil case for alleged patent infringement of Xerox's Secure Access System. Gallio
IP LLC claims infringement of its US Patent, namely the '332 patent, which is titled "Server, Data
Output System, Data Output Method, and Output Terminal". The patents allow authenticated users
to send documents securely to a centralized printing server and prevent from inadvertent disclosure
or theft. They stated Xerox was aware of the alleged infringement in April 2020, but the company
has yet to reply. Gallio demanded that Xerox compensate all damages and costs incurred as a result
of Xerox's infringement. Following the alleged violation, Xerox said their Secure Access System is no
longer accessible and has been replaced with the Workplace Suite print management server.

3) Discussion

3.1 Impact of business solution

Internal factors 
Leadership 
Leading requires engaging and motivating corporate personnel to achieve the organizational
goals. As a result, it is critical that all members of the organization have faith in and respect for
their leaders. The moment when Thomas was unable to achieve his objectives at Xerox because
he was disliked by the board of directors and, more crucially, was not trusted. Thomas also failed
to become a good leader since he eroded staff morale through huge sales force rearrangement.

There is a solution to solve the problem. Leadership through quality is the strategy used, and it
corresponds to a management style known as comprehensive quality management (TQM). In this
aspect, Xerox has been successful in fending off increased competition from Japan by adapting
certain Japanese management techniques for new purposes. Xerox is a quality company, and
quality becomes the basic principle for Xerox. The Xerox Management Model (XMM) is a
method that Xerox used to deploy their vision, goals, and to manage their business. This method
provided a framework for managers to identify the key processes used by Xerox to manage their
business more successfully. The XXM is constituted in five categories of management which are
leadership, human resource management, business process management, customer and market
focus, and lastly information utilization and quality tools. 

Figure 1: The Xerox Management Model

Figure 1 shows the method that Xerox used to improve their business. All the arrow directions
convey the central importance of the customer and market focus category in which all the other
elements come together and their impacts flow out to business results. Leadership at the top
illustrates that leadership drives all the other actions. Authoritative leaders define a company's
success by engaging as champions for their employees and consumers. Value-based and
results-driven leadership are represented by Xerox's business leaders. This method ultimately
helps Xerox have a great leader which can create employee engagement and passion, which
lead to higher levels of customer loyalty, services, innovations and ultimate profits. 

Besides that, Xerox also held other projects to develop next-generation leaders and to
consistently make their company more advanced in the future. So, Xerox made a project
called The Xerox Emerging Leaders Program (ELP). ELP is a five months program that
blends face to face sessions, web-based learning platforms, online assessment, personal
executive coaching and internal mentoring. The objective of this project is to identify the skill
and experiences needed for effective leadership in the future. Finally, ELP projects helped
reduce costs, improve quality and deliver better services. All the participants gain an
appreciation for the complexity and diversity of the organization and lastly improved
communication and teamwork skills translate to meaningful leader development.

From all the solutions that Xerox used to improve their company's momentum, we can see
the leaders are very important to manage one big company. From that, it gives a good impact
to this company which is Xerox has been a leading global provider of digital print technology
until now.

Workforce
The impact when Xerox introduced Quality of life as a participation method for
employees modeled around Japanese quality is it will improve the work culture . Then ,
everyone can become involved in the company culture . For example , by making a positive
impact at work , it will help to build a happier work environment for everyone in the
company . Next , it will increase employee morale because by being a positive presence at
our  job , we can make coworkers feel supported and valued. This is because our behavior
can lead to higher employee morale, which can contribute to more productivity and lower
turnover rates at work . Furthermore , it will make more recognition to the employee . This is
because when we  make a positive impact at work, our  managers will  notice the positive
changes in the company . Hence , it  can improve our  chances of getting a raise or promotion
along with other career opportunities.

Strategic Planning 
The Xerox Palo Alto Research Center , PARC was created as a division of Xerox
Corporation and was given the mandate to invent the technologies for the future.PARC was
split out as a separate, wholly-owned company from Xerox in 2002. The group has remade
itself since then. It is presently at the cutting edge of innovation and long-term prosperity. It
has created incredible software and technology that is used by huge corporations, startups,
and the government. The income it receives from licencing its fantastic IP is an important
part of its business plan. According to a Harvard Business Review article, PARC's success is
founded on tight cooperation with customers, strong collaboration between internal teams and
external partners, and great communication methods that are vital for organising work within
the firm.
External factors 

Competitors
The impact of competitors' solution is , the series 10 a new generations copiers . This
became the most successful line of copiers in Xerox history and served to restore the
company’s finances and morale . Besides , xerox inventions improve the production quality
of xerox companies . Xerox will focus more on the quality of the product with the same
price . The competition between companies has pushed Xerox companies to create products
beyond their expectation . Xerox has come with something unique and a low price product ,
which is Series 10 . As a result , The flagship Xerox 1075 became the first American-made
product to win Japan’s Grand Prize for Good Design. Altogether, 14 models were introduced
between 1982 and 1986, six of which were still sold in 1990.

Legal and regulatory

Xerox was sued in 2020 for alleged patent-in-suit infringement. It gives a few impacts
to the Xerox company after they are sued. Managing risk by enabling legal teams to detect
inconsistently classified documents. Legal teams often engage in costly repeat reviews of the
same documents, which can lead to coding or classifying documents differently each time.
By flagging inconsistent coding, the Analytics Hub prevents overlooking relevant documents
and exposing private or other sensitive data. Automating workflows to enable legal teams to
reduce manual reviews and staff projects more appropriately. The Analytics Hub narrows the
number of documents legal teams must review by automatically classifying and identifying
data that needs to be reviewed.A government can either provide an enabling environment
with favourable registration, tax, and other business regulations, or it can provide an
unfavourable environment with unfavourable registration, tax, and other business legislation.
In most nations, the government regulates businesses heavily through registration, taxation,
and general inspections of product quality and workplace conditions.

3.2 Apply one management tool and method POLC

Management is the process of planning , organizing , leading and controlling to meet
organizational goals . Management includes the activities of setting the strategy of an
organization and coordinating the efforts of its employees to accomplish its objectives
through the application of available resources , such as financial , natural , technological , and
human resources . Management tools and functions can be used in order to control yourself
and others . 
( a ) Planning 
Planning is establishing objectives and goals for an organization and determining the
best ways to accomplish them. Strategic plans outline the firm’s long range ( often two to five
years ) organizational goals and set a course of action the firm will pursue to reach its goals.
Planners must establish their objectives, which determine what and when to be achieved.
They should identify an alternative course of action and then make the best decisions  to
achieve their objectives. Lastly, planners may constantly evaluate the success of the plans.
 
Strategic planning is one type of planning which involves analyzing competitive
opportunities and threats, determining the strengths and weaknesses in tha organization and
also determining how to compete in their environment. Strategic planning process consists of
six interrelated steps. The strategic planning process is to define mission, vision and values,
perform SWOT analysis, develop forecasts, analyze the competition, establish goals and
objectives and develop action plans. 

A management tool Xerox Corporation used is Strategic Planning.

             Xerox has its own mission and vision. Their mission is "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.". A comprehensible mission statement is needed to set up objectives and
strategies of Xerox. The vision of Xerox is “To help businesses share knowledge through
people and technology.”. The vision statement's aim is to address the question of where the
organization intends to go and what it wants to become in the future. Its main focus is on the
company's long-term strategy. Before Xerox sets their long-term goals, the company must
know their strengths, weaknesses, opportunities and threats by using SWOT analysis.
  SWOT analysis (strengths, weaknesses, opportunities, and threats) is a strategic
planning technique that provides an assessment tool that is structured for assessing a
company's competitive position and developing strategic plans. SWOT analysis has two
factors which are internal (strengths and weaknesses) and external (opportunities and threats).
           Xerox Corporation’s strength is that Xerox has a strong brand name in the market
because it is a developer and innovator of brands in copiers, printers and documents
equipment. Xerox has a massive geographical function, covering 160 countries which offer
the corporation a totally sturdy function so as to compare the wishes of various areas
accordingly. Until today, people know Xerox as a synonym to photocopy. Xerox has made
high investment in their research and development for more innovations for their company.
This investment in research has made Xerox a company that can compete with today’s
competitive environment. Xerox has a higher level of experience than the competition
because they have been in the business for a long time. Xerox's staff is incredibly varied,
which gives the corporation an advantage in terms of having a diverse range of ideas and
putting those ideas into reality.
       Next, the weaknesses of Xerox is the business has a limited budget for advertising and
marketing. This makes competitors have chances to market their product in an easy way.
Xerox has underestimated the entrance of new competitors in the market and did not alter or
enhance their strategy. Today, the firm is mostly dependent on the US and European markets,
while competitors are expanding their market share in other regions of the world. This made
Xerox revenue decrease. Other Xerox weaknesses are unable to keep up with the market's
fast-paced and ever-changing commercial factors, such as advanced technology features for
items. They used the traditional ways for product evolution and did not care about the latest
trend in the market. From that, Xerox has lost their market share and also declined in the
stock value.
       Xerox has opportunities to grow its digital business while also supporting environmental
concerns because nowadays, people want to shift into digital products that make their life
easy. Xerox can potentially reclaim lost market share by merging or acquiring small
businesses, particularly in areas where Xerox products are scarce. Another opportunity is to
broaden its product offering. Competitors make new printers which can be used at home only
and this affects Xerox market share because Xerox printers are only for office use, so this is
an opportunity for Xerox to target the domestic market for establishing printers that also can
be used at home.
        Lastly, the major threat for Xerox is a massive number of competitors in the market.
Several companies like Sharp or Epson offer their product at a lower cost to customers that
disturb the sales of Xerox products. Next major threat is the growing concern about the
environment's carbon free, as well as consumer shifts to digital solutions, rendering the
printing and copier industries outdated. Another major threat is the foreign exchange. Xerox
has operated in several nations. Its operations outside the US are reported in the local
currencies. Currency depreciation has an impact on the Xerox operating results.

(b) Organizing 

Organizing is a managerial function that entails creating a management structure and

allocating human resources to guarantee that targets are accomplished. The framework that
provides a graphical representation of an organization's chain of command is described as the
"structure of an organisation."

Explore how human resource professionals could ensure that top-level executives in
corporations encourage managers and employees to follow rules and regulations. Human
resource specialists can inform top executives about the consequences of not following
federal rules as well as how it affects the company's bottom line. When human resource
professionals engage top management in training and discuss how organisational revenues
may be protected, top organisational leaders will think twice about breaking laws and rules.

Discuss how Xerox's profitability was increased by hiring women and minorities. David
Kearns, the CEO of Xerox, realised that recruiting women and minorities would allow Xerox
to choose from a bigger labour pool, putting the company in a better position to compete.
Xerox's profitability rose as a result of being in a better position to compete, and employees
had something to aspire to. Because of their promises to hire women and minorities, Xerox
also secured big federal contracts. Another factor in Xerox's profit rise is the low retention
rate among women and minorities, who found Xerox to be a friendly, family-oriented, and
enjoyable place to work. There is evidence that Xerox's hiring of women and minorities
resulted in higher employee retention and productivity. Determine the modifications made by
Xerox to make it a more appealing workplace for women and minorities. Xerox began
enabling employees to take work home with them so that they could spend time with their
families at mealtime. Employees felt confident that they could do their work and be
productive without having to work lengthy hours in the office. According to research,
employees are more productive when they are kept pleased and believe that their job is
valued, according to research.

           (c)Leading
              Leading is an important part of the management process. Leading is the act of
persuading or motivating others to achieve corporate goals. The leading process will support
the organization's progress toward its objectives. Managers should be able to persuade
employees to help the company achieve its objectives in this situation. If managers are
effective leaders, their subordinates will be enthusiastic about exerting effort to attain
organizational objectives. Leaders or managers can lead subordinates effectively by
understanding their subordinates’ personalities, values, attitudes and also emotions.

Leaders will be motivated to establish programmes and policies that demonstrate that the
company has a good working relationship in place to protect workers if they have a basic
understanding of what is expected of them. Authoritative leaders define a company's success
by engaging as champions for their employees and consumers. Value-based and results-
driven leadership are represented by Xerox's business leaders. They open the way for the next
generation of Xerox executives to manage the company's development and build value for
our stakeholders.
            (d)Controlling
              Controlling, as the last step in the management process, involves assessing progress
against goals and objectives and addressing inconsistencies if results are not as expected.
Effective leadership can also carry out laws to ensure that what has been planned is carried
out. Controlling has three steps which are establish performance standards, compare actual
performance against standard and lastly take corrective action when necessary. The
performance of the company can be measured in several ways, depending on the standard or
the performance, including financial statements, sales report, production results, customer
satisfaction and formal performance appraisals. 

               To provide a more seamless work experience across paper and digital platforms,
Xerox Intelligent Workplace Services utilises comprehensive security, analytics,
digitalization, and cloud technologies and applications. Digital transformation capabilities are
added to our core set of Managed Print Services (MPS), which involves workplace
assessments, device management, and print management. Xerox Corporation's workflow
automation, content management, and digitalization services go beyond MPS in this way.

4) Conclusion
         In short, the management of Xerox shall work together to ensure the smooth running of
the organization.  There are three chain commands of directors who are engaged with the
organization, which are top management, center administrators, and first-line chiefs. The top
supervisors in the organization incorporated a leader administrator, president, (CEO), head
working official (COO) and head promoting official (CMO).others These top directors are
setting organization goals, setting destinations, targets, and objectives of the organization,
arranging and settling on choices that could give impact against monetary ventures,
organizations, and consolidations and acquisitions. 
      From the objective, we can explain the roles and governing factors of Xerox that improve
their performance which was divided by roles of management and managerial roles which
conclude interpersonal roles, informational roles and decisional roles. Interpersonal roles are
providing administration to employees, establishing connections, and acting as a link between
groups and individuals both inside and outside the organisation. Informational roles that
Supervisors have played educational situations by investing a sensible measure of energy
gathering information from sources both inside and outside an association.Decisional jobs are
concerned with how a director in an organisation deals with an endless stream of options and
some decisions that must be made on the spot.
          Apart from that, the framework that provides a graphical representation of an
organization's chain of command is described as the structure of an organisation.The vision
statement's aim is to address the question of where the organization intends to go and what it
wants to become in the future. Its main focus is on the company's long-term strategy.
       Besides, from the discussion about the impact of business solutions in Xerox's company,
we can conclude that Leadership, which is the internal factor, has the most impact on
business solutions. The strategy employed is known as leadership through quality, and it
corresponds to a management style known as comprehensive quality management (TQM).
Other projects were also held by Xerox in order to develop next-generation leaders and
consistently make their company more advanced in the future. As a result, Xerox created The
Xerox Emerging Leaders Program (ELP).We can see from all of the solutions that Xerox
used to improve their company's momentum that leaders are extremely important in
managing a large company. While external factors have an impact on problems  that are
beyond the company's control. As a result, it has a positive impact on this company, Xerox,
which has been a leading global provider of digital print technology until now.
       In a nutshell, Xerox's management tools which are strategic planning (SWOT analysis)
and method PLOC ( Planning, organizing, Leading and Controlling) are important to the
company to achieve their vision and mission. From these tools, Xerox's company would
prepare for an alternate or improved plan that changes both weaknesses and threats into
strengths and opportunities .