Abstract This paper compares and contrasts various major brands of copiers, scanners and printers that are currently available and appropriate for use in both new sole practitioner offices as well as in a medium and large firm. An analysis of which options and brands are best suited for these differently sized offices based on their respective pros and cons is followed by a discussion of other considerations such as whether maintenance agreements are needed and when an all-in-one-model may be more suitable than three separate units. Finally, a discussion of additional factors that should be taken into account for these differently sized offices such as the major brands available and their reputations and, of course, the costs and performance associated with each approach is followed by a summary of the research in the conclusion. This paper includes tables and pictures.
Outline:
Review and Discussion
Background and Overview
Scanners, Copiers and Printers
All-in-One Copiers/Printers/Scanners
Conclusion
From the Paper "One of the harsh realities of modern jurisprudence is the amount of paper that continues to be generated for almost any type of activity undertaken by lawyers today. Notwithstanding the promises of a paperless office that accompanied the introduction of word processing technology in the late 20th century, many modern law offices still use so much paper that trees tremble when lawyers walk through the forest. In this environment, identifying the most cost effective and appropriate hardware to support the needs of different sized law offices just makes good business sense, because lawyers do not way to pay for bells and whistles they cannot use, but need certain basic features for most of their administrative tasks."
Abstract This paper examines the history and development of Xerox and the document processing industry. In particular, it looks at how the massive failure of Xerox computer brands during the 1980s had a lot to do with branding and sales missteps. It shows how, although Xerox was the leader in copier manufacture and marketing, it faced tough competition in the production of computers that could perform better than those manufactured by IBM and others known for their computer technology.
Outline
History
What Went Wrong
What Management Did Wrong
What Management Should Have Done
From the Paper "Xerox dominated the document processing industry before the middle of the 1970's and incorrectly anticipated that no one single competitor would be able to penetrate the industry. In particular, Xerox was not worried that the Japanese started to penetrate the international copier market in the early 1970's with their low-cost copiers, since Xerox believed that low cost meant low quality. However, Japanese products would prove to be both low cost and high quality. Furthermore, the Japanese were able to produce their products more efficiently than Xerox."
Tags: document, processing, industry, copiers, japan, ibm
Abstract This paper analyzes Scotland's macroeconomic environment for consideration of foreign direct investment (FDI) by Canon Ltd. It discusses the labor pool, as well as the role of the trade unions. The paper then analyzes the make-up of the government in Scotland and its relevant policies. After analyzing these, and many other issues, it discusses whether it would be a good decision to build a Canon Copiers manufacturing plant in Scotland.
Table of Contents:
History
Canon Copiers Language
Culture
Labour Pool
What the Government is Doing to Upgrade its Labor Pool
Workforce Skills
Unions
Government and Politics
Infrastructure
Energy
Transportation
Distance from Market
Scotland and the European Union
Currency and Banking
Balance of Payments
Trading Partners
Resources
Analysis
From the Paper "In deciding whether to invest in a certain country for FDI you must take into consideration the macro environment of that country. You must take into consideration cost/tax factors, demand factors, strategic factors, regulatory/economic factors as well as sociopolitical factors. Obviously not all of these factors will be of equal importance, but depend on the type of firm as well as the goals of that firm. These factors will help you determine if the location is suitable to invest in. You may expand on advantages and disadvantages compare the two and decide if your will be successful. If you do decide to invest the company in the location any disadvantages must be minimized to create greater success."
Tags: infrastructure, labor, unions, sociopolitical, development
From the Paper "The increase in the service sector of the economy has spurred the growth in the office equipment and supply business, causing the photocopier market to grow in the 1970?s, plateau in the 1980's and see a resurgence in the 1990's as digital technology revitalized the product. The dynamic and competitive environment tests the ability of companies to maintain and grow market share while dealing with the costs of innovation."
Abstract This paper takes a look at the changes which have occurred in the day-to-day running of an office from a PR perspective. Detailed analysis of issues such as stationary, copiers, computer programs and time sheets. The writer shows that the PR officer was previously involved in much nitty-gritty administration but this past decade technology has made this job much less menial.
From the Paper "Thirteen years ago, one of the first articles concentrating on the process of delivering public relations services appeared in Public Relations Journal, which is presently obsolete. A significant shift in the methods of how we provide PR services has occurred in the last decade. One no longer talks about the filing time of piles of documents yet to be typed or proofed by secretaries. Nowadays, in most agencies secretaries are a thing of the past. We have the capabilities to create, edit, and deliver documents at a faster rate than ever before. With our space-age technology such as e-mail, mobile e-mail, remote computing, personal digital assistants, and cellular phones, it is impossible to tell someone else they cannot contact you unless you are at the office or at home. PR professionals have become so caught up in this technological boom that this constant connectivity has taken the place of thinking for some. They just need some time to sit back and think on their own. It is difficult to paint a portrait of office life in the early 1990s. In the business world, ten years is too much time; changes have been made so regularly that no one can honestly remember what happened in a given year, but here are some of the obvious differences:"
Tags: process, public, relations, administration, work, technology, client, time, save
Abstract This paper presents a history of the Xerox company, describing its past successes as well as its more recent failures. The paper attributes most of the company's present business problems to failures of leadership and suggests that new leadership techniques are required in order to bring new life and success to the organization. The paper identifies the challenges that Xerox is facing and concludes with recommendations on how best to meet these challenges.
Outline
Executive Summary
Problem Identification and Analysis
Statement of Major Problems
Generation and Evaluation of Alternative Solutions
Recommendations
Implementation of Recommendations
From the Paper "Xerox, nearly a hundred years old now, came into existence in 1906, as the Haloid Co. Their business then was to make and sell photographic paper. The company expanded their services in 1947, by acquiring the rights to a new process, electrophotography. The company replaced this term with "xerography". This was followed by the company's first copier, the Model A, in 1949. The company was renamed in 1958, to become Haloid Xerox. In 1961 it became Xerox. When Xerox introduced the Xerox 914, a plain paper automatic office copier, the first of its kind, the year was 1959. This was the year when the copying business took off. Xerox's business would grow from here on, to become widely accepted and finally the best-selling industrial product in history. Consequently, Xerox expanded its services and functions by buying publishing companies as well as various technology companies. Further success resulted in the Palo Alto Research Center, founded in 1970. It appeared that Xerox was facing a bright financial future. This however did not materialize. Issues of leadership appear to be at the root of many of the problems currently faced by the company."
Abstract From 1997 to 2000, Xerox used a host of concealed accounting practices to meet or outstrip Wall Street expectations and conceal its true operating performance from investors. This paper examines the history of the Xerox debacle and the outcome, including new lessons learned regarding company management and the role of the SEC.
From the Paper "Xerox dismissed KPMG and retained Pricewaterhouse Coopers to conduct their accounting procedures. Although the SEC allegations contain various accounting practices, the most concrete involve two. One is the recollection of revenue from multiyear leases on office equipment. Xerox crudely recorded revenue that was not yet received in order to extend and deform operating results. The second practice was setting aside 'cookie jar' reserves to harbor restructuring costs, and then incorrectly adding them back later to earnings."
Abstract In this article, the writer explores how Canon "planned" a deliberate, well-conceived marketing strategy that successfully secured market share for the company during the course of its ongoing battle with Xerox. Specifically, this paper looks at the details of the company's marketing plan with an eye towards determining what perceived consumer needs it addresses. In the final analysis, while a number of things may be said about Canon's new, aggressive approach to marketing, the writer maintains that it appears clear that the company has hit upon a strategy that will allow it to revisit its halcyon days of industry dominance.
From the Paper "Naturally, Canon's general movement towards penetrating into a younger market was only one part of its deliberate effort to gradually attenuate Xerox's position. To wit, in late 2004, Canon's Imaging Systems Group launched a multi-million dollar TV, print and radio ad campaign touting its office equipment as being "user-friendly" in a way that the products of its rivals were (and presumably are) not. The much-ballyhooed "New Day" campaign was highlighted by a "Not Business as Usual" tagline and was the third installment in a multi-pronged marketing blitz that actually began in early 2003. Notably, the "first and second legs" of Canon's long-range marketing campaign emphasized the imaging problems customarily faced by employees in the workplace and Canon's solutions to those problems."
