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Xerox

This document contains 5 paragraphs summarizing questions from a case study about Xerox Corporation and how it has adapted to changes in the market environment since the late 1990s. The paragraphs discuss how technological, cultural, and economic forces impacted Xerox's performance, and how the company did not adequately respond to changes in the market. The document expresses that Xerox's shift toward business services was a good strategic move, but it could have better understood market changes by directly polling customers. It recommends Xerox stay engaged with public trends and develop a convenient information sharing platform.

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91 views2 pages

Xerox

This document contains 5 paragraphs summarizing questions from a case study about Xerox Corporation and how it has adapted to changes in the market environment since the late 1990s. The paragraphs discuss how technological, cultural, and economic forces impacted Xerox's performance, and how the company did not adequately respond to changes in the market. The document expresses that Xerox's shift toward business services was a good strategic move, but it could have better understood market changes by directly polling customers. It recommends Xerox stay engaged with public trends and develop a convenient information sharing platform.

Uploaded by

tahshan tonmoy
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We take content rights seriously. If you suspect this is your content, claim it here.
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Jennifer Petty

Bus 306-01
February 4, 2014
Professor Davis

Chapter 3 Case Study Questions for Discussion


Xerox: Adapting to the Turbulent Marketing Environment

1. The microenvironmental factors that have affected Xerox’s performance since the
late 1990s are technological, cultural, and economic forces.
2. The macroenvironmental factors that have affected Xerox’s performance during
this same period are the company, the changing market, and the public. To
expand, the company, in that it did not do what it could in order to keep up with
the changing market, customer markets, people changing their wants and Xerox
not paying attention, and publics, such as the general public, where Xerox was not
concerned enough with their consumer’s attitude toward their products.
3. I believe that, by focusing on the business services industry, Xerox has pursued
the best strategy. I think that by making this switch, they are, in a sense, making a
more environmentally friendly step in their business. Xeroxing uses a lot of paper,
which, in turn, uses up a lot of trees. With electronic copies on the rise, this shift
toward the services industry will help cater more toward the public and their
awareness of the environment. This will keep them updated and will help them
retain customers since they are concerned with people focusing “on what matters
most—their real business” (pg. 97).
4. An alternative strategy that Xerox might have followed in responding to the first
signs of declining revenues and profits would be to simply take a pole at business
offices or on the streets. As they obtained the information from their “dreaming
with the customer” sessions, they could have potentially learned this information
sooner, which may have even put them at the top of this competitive market.
5. In regards to Xerox’s current situation, some recommendations that I would make
to Burns for the future of the company would be to, first, stay in touch with the
public. Track trends of where companies are going and what they prioritize.
Second, I would suggest that they research and try to develop an easy and
convenient way of sharing information. Of course there is email, google docs, and
many other types of companies that do the same things, yet all of these modes of
communication have shortcomings. If Xerox could design an information sharing
website or program that does not have the glitches that many of these other sites
have, I think that would put them ahead of others and would solidify their desire
to help people “focus on what matters most—their real business.”

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