The Xerox Corporation (Xerox)

Paper Summary:

This paper explains that a value chains analysis provides a component-level understanding with a holistic grasp of the marketplace within which the company operates. The author points out that Xerox clearly applied these principles in redefining its business model and redrawing its corporate strategies. The paper concludes that, being a technology company heavily dependent on a value chain centered on intangible services, Xerox is susceptible to a certain amount of instability in the global market. The author stresses that its financial health should allow Xerox to weather any periodic downturn. The paper includes a chart and tables.

Table of Contents
Overview
The Value Chain
Strategy Development
Financial Analysis
Overview

From the Paper:

"Xerox found that the cash cow of the document industry was black and white printing and it acted accordingly by tasking its sales force to actively represent its printing services. Additionally, because services figured so prominently in its value chain, Xerox committed the resources to developing a service market around developing digital technology termed its "New Business of Printing" and concentrating more heavily in document services. These strategies are what researchers say come directly from the use and applicability of value chains."

Sample of Sources Used:

• "A strategy to increase export earnings." International Trade Forum, 2003/1(2003): 8.
• "Anne Mulcahy: Future in Services." InfoWorld, 28/40(2006): 16.
• Hwang, N. "Value chain cost tracing and cost system obsolescence: An exploratory study of small to medium-sized companies." Journal of Applied Business Research, 15/4(1999): p.95.
• Kaplinsky, R. "Spreading the gains from globalization." Problems of Economic Transition, 47/2(2004): 74.
• "True Colors." Xerox 2005 Annual Report. 17 Nov. 2006< http://www.xerox.com/Static_HTML/annualreport/2005/Xerox_An nual_Report_05.pdf

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