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The Xerox Corporation.
This paper discusses the role of the Xerox Corporation as a model corporate citizen.
860 words (approx. 3.4 pages), 3 sources, MLA, $ 30.95
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Abstract
This paper explains that the Xerox Corporation works aggressively to minimize the impact its products have on the environment and to encourage its employees to be socially active in supporting their community. The author points out that the Xerox Corporation's help in protecting the environment by recycling 65% of the toner cartridges used in their machines and re-manufacturing machines, which also carry the same warranties as new machines, has been good business. The paper relates that a unique program of the Xerox Foundation is to grant employees paid sabbaticals, from three to twelve months in duration, to pursue activities away from their regular work at Xerox, such as working with battered women, mentoring troubled children, working with people who have AIDS, or developing more community resources for those who take care of the elderly.
From the Paper
"When a company provides both manufacturing and service, it becomes profitable for them to produce products that are durable, easily repaired, and eventually recycled. This is the approach Xerox took when it shifted its marketing emphasis from the selling of copying machines to the leasing of copying machines. Where decades ago they focused on selling copier equipment, now they lease, and have an incentive to extend the usefulness of their equipment."
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Xerox Corporation, 2005.
This paper discusses the history and methods of Xerox Corporation's mergers and acquisition.
2,310 words (approx. 9.2 pages), 7 sources, MLA, $ 71.95
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Abstract
This paper explains that Xerox Corporation, incorporated in 1906 as Haloid Co., Haloid Xerox Inc. in 1958 and renamed again to its present name in 1961, has experienced numerous acquisitions during the last century. The author points out that because of Xerox's acquisition and spin-off policy, the company has devised several strategies for managing the numerous spin-off firms, which independently commercialized many of its technologies. The paper defines goodwill impairment as the difference between the book value of goodwill and the implied fair value of goodwill. It explains that unlike other assets, goodwill cannot be defined as a stand-alone asset and must be valued as a residual of all other assets; therefore, the estimation of goodwill impairment is not as simple as measuring the difference between market capitalization and net book value. Extensive Accounting Data in Appendix.
Table of Contents
Introduction
The Cost Method and the Equity Method
The Pooling-Of-Interests Method and the Purchase Method
Percentage of Ownership of Recently Acquired Subsidiary and Other Subsidiaries
Unconsolidated Subsidiaries
Non-controlling Interest on the Consolidated Balance Sheet and Income Statement
Goodwill Impairment
Summary and Conclusion
From the Paper
"The most important operations in the last 20 years were the acquisition of Kurzweil Computer Products Inc. (1980, about 85% of the shares), the sell of the defense and aerospace operations of Xerox Electro-Optical Systems to Loral Corp. for approximately $36,000,000, the acquisition by Xerox Financial Services, Inc., a subsidiary of Xerox Co., acquired Furman Selz Holding Corp. for approx. $110,000,000. The most recent operation is the sale of the company's ownership interest in ScanSoft, Inc. for approximately $80,000,000 in cash, in April 2004."
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The Xerox Corporation (Xerox), 2007.
This paper is a value chain and financial analysis of the Xerox Corporation (Xerox).
960 words (approx. 3.8 pages), 6 sources, MLA, $ 34.95
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Abstract
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."
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Xerox Accounting Fraud, 2007.
An analysis of the accounting fraud committed by the Xerox Corporation, and the consequences of this fraud.
1,586 words (approx. 6.3 pages), 7 sources, MLA, $ 51.95
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Abstract
This paper discusses the accounting fraud committed by Xerox Corporation, which involved accounting irregularities in connivance with Xerox's auditing firm at that time, KPMG. The paper provides a background of Xerox Corporation and discusses the legal complaint filed against them in 2002. It describes the actions that were taken and the aftermath of the scandal.
From the Paper
"At present, Anne M. Mulcahy is the chairman of the board and chief executive officer of Xerox Corporation. She was appointed as the company's CEO on August 1, 2001, and five months later, was eventually given the chairmanship on January 1, 2002. Before reaching the top helm of the corporation, Mulcahy was Xerox's "president and chief operating officer from May 2000 through July 2001. Prior to that, she was president of Xerox's General Markets Operations, which created and sold products for reseller, dealer and retail channels. She began her Xerox career as a field sales representative in 1976 and assumed increasingly responsible sales and senior management positions. From 1992-1995, Mulcahy was vice president for human resources, responsible for compensation, benefits, human resource strategy, labor relations, management development and employee training. (About Xerox, 2007)" In the more than 30 years Mulcahy worked for Xerox, she handled several other positions such as "chief staff officer in 1997, corporate senior vice president in 1998, vice president and staff officer for Customer Operations, covering South America and Central America, Europe, Asia and Africa. (About Xerox, 2007)" She is a graduate of the Marymount College, New York and earned a Bachelor of Arts in English/Journalism."
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Xerox Fraud, 2002.
A look at the financial impetus of the Xerox corporate scandal.
2,061 words (approx. 8.2 pages), 15 sources, MLA, $ 65.95
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Abstract
When it was learned that Xerox had overstated its revenues, it was just another in a long line of financial shocks that have rocked corporate America. What caused this fraud and what was the impact to the shareholders? This paper focuses on these questions and more regarding the Xerox scandal.
From the Paper
"Xerox was formed in 1906 and had grown to an international corporation with over eighty thousand employees. Obviously this organization did not start out by defrauding people; it was a highly respected and well-known organization. Xerox became best known for their photo-copying machines that had taken over the market. Their machines and technology in the photo-copying department are so well known that the word 'Xerox' has become universally to be known as a photocopy (Pratley and Treanor 2002)."
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The Xerox Debacle, 2006.
An overview of the corporate fraud scam involving Xerox Corp.
2,290 words (approx. 9.2 pages), 4 sources, MLA, $ 70.95
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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."
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Xerox Company: Financial Ratio Analysis, 2005.
An overview of the Xerox company focus, finances, and strategies.
2,351 words (approx. 9.4 pages), 3 sources, MLA, $ 72.95
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Abstract
This paper begins with a description of what services and products Xerox offers and a look at Xerox's worldwide business presence. The paper then discusses the marketing strategy of Xerox, Xerox stock ,and Xerox's financial health. Finally, the paper takes a brief look at Xerox's management, strategic plans, and initiatives.
From the Paper
"Xerox Corporation is company in the field of technology and services, which is currently developing, manufacturing, marketing, and financing a whole range of document equipment, software, integrated solutions and services. They have a global network, with branches in more than 130 countries all over the world. In America, its products are distributed through divisions, subsidiaries and third-party distributors. In the rest of the world (Europe, Africa, Asia), Xerox is represented by Xerox Limited and by other companies wherewith Xerox has concluded distribution agreements. Xerox?s customer pool is very diverse, both from a geographical and a demographical point of view, and ranges from low-end users, such as small and middle market businesses to high-end, high quality users like graphic arts shops, governmental entities, educational institutions and large corporate accounts."
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Corporate Greed and Business School Reforms, 2002.
The paper disusses the need for reforms in business school curriculums to include subjects such as business ethics, in the wake of the recent spate of dishonest business practices.
2,513 words (approx. 10.1 pages), 10 sources, MLA, $ 76.95
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Abstract
The paper shows that in the wake of recent dishonest practices by Enron, WorldCom, Global Crossing, Xerox, Qwest, Arthur Andersen and Merck, many people are asking how businessmen, believed to be so well educated and leaders in corporate America, lacked the moral courage to seek and state the truth. It shows how business ethics has been thrown to the side as a wild-wild-west form of capitalism has taken hold on America's corporate leaders. This corporate malfeasance has cost thousands of jobs, trillions of dollars in stockholder value, and a skepticism of our once revered free economic system. This paper shows show why a lack of business ethics is such a far-reaching problem in our society and suggests reforms in the business school curriculum to help instill responsibility and accountability in our business leaders. It also shows how consumer education classes would help protect individuals from becoming victims of corporate greed.
From the Paper
"Everywhere we look corporate America is bombarding us with advertising in the hopes of creating demand for their relatively unneeded products. Britney Spears dancing around selling Pepsi, the Dell Computers ?Dude you?re getting a Dell? guy, and the billboards for SKYY vodka with images of sexy supermodels are used to create desires for individuals to increase their spending and sink further into debt. One of the underlying problems that corporations have had is that even if they bombard us with sexual images that sell products is that our demand can only be as big as our pocket books. Corporate America then came up with the idea of credit cards, which eased the liquidity problems. An article entitled ?Corporate Power and the Evolution of Consumer Credit? appearing in the December 2000 issue of The Journal of Economic Issues, John Watkins, professor of Economics at Westminster College, describes how corporate power has perpetuated the debt crisis in America."
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Xerox Annual Meeting, 2003.
An overview of Xerox company, including competition, profit analysis, and a macroeconomic assessment of the company's paper product line and its market.
5,457 words (approx. 21.8 pages), 17 sources, APA, $ 133.95
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Abstract
This paper provides an assessment for Xerox?s shareholders at their annual meeting. It outlines two strategies that discuss how Xerox can grow a product line in the new economy. The essay begins by discussing the competitive market for xerographic paper. It then provides a profit analysis for this product, as well as a macroeconomic assessment of Xerox?s position in the xerographic paper product market. The paper then explores how linking to technology and managing services could lead to increased profitability for Xerox in the new economy. Finally, the paper concludes by summarizing the information.
Table of Contents:
Abstract
Competition
Product Overview
Competition
Sales and Distribution
Production
Supply and Demand
Price
Profit Analysis Paper
Production Costs
Price Reduction Strategy
Capacity
Macroeconomic Assessment Paper
Macroeconomic Event - Technological Change
Macroeconomic Event ? Inflation
Macroeconomic Event - Interest Rates Recommendations
New Economy
New Strategy # 1 ? Linking to Technology
New Strategy #2 ? Managed Services
Conclusion
References
From the Paper
"Because paper is a commodity product, supply and demand often fluctuates on a seasonal basis. For example, during the holiday seasons, the demand for paper and paper products increase significantly. This is due to a combination of factors including the demand for Christmas cards and holiday invitations by consumers, the demand for holiday catalogs and mailings by retail and service business, and finally the need for businesses that operate on a calendar fiscal year to fully expense their budgets for office supplies and paper products, encouraging many of them to spend heavily on paper products during the month of December. Xerox, accordingly, must be able to respond to this seasonal demand change on an annual basis so as not to lose potential sales opportunities to competitors."
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Xerox, 2004.
An overview of the successes and failures of the Xerox company.
1,199 words (approx. 4.8 pages), 7 sources, APA, $ 41.95
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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."
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Xerox Corporation, 2002.
An examination of the business plan and marketing strategy of Xerox Corporation.
1,904 words (approx. 7.6 pages), 8 sources, MLA, $ 60.95
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Abstract
This paper begins with providing a thorough company background on Xerox. It then discusses the financial status of the company including graphs and tables. Key financial comparisons are provided, looking at previous years results and forecasted figures. It finally looks at Xerox's strategies to regain their status in the market.
From the Paper
"The Xerox Corporation was incorporated in 1905 in the state of Connecticut. The corporation is in the business of document production and management. It is traded on the New York Stock Exchange (NYSE) under ticker symbol XRX. It offers a wide variety of services in the Global Market Arena. The company produces and manages documents in color, black and white, digital, and paper mediums. They can transmit documents across a network and have both very small and very large companies as their clientele. They offer supplies such as toner, ink and paper. (Yahoo Market Guide, Online, 2002). They are owners and developers of some of the most technologically advanced and fastest duplication equipment in the industry with high-speed copiers that can reproduce documents at 90 pages a minute (Yahoo Market Guide, Online, 2002). The office market includes sales of Xerox machines directly to customers who wish to perform their own duplicating. Xerox operates a Developing Markets Organization that is a separate segment of the parent corporation. This segment develops business in emerging markets such as Eurasia, Russia, Africa, and South America. This segment incurs quite large amount of risk due to changing political and market volatility in the area in which they operate (Yahoo Market Guide, Online, 2002). The corporation has discontinued its small and home office segment of operations due to declining revenues in this area."
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"HR Woes at Xerox" by Robert J. Grossman, 2005.
The paper summarizes the article "HR Woes at Xerox" by Robert J. Grossman.
675 words (approx. 2.7 pages), 1 source, APA, $ 23.95
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Abstract
This paper discusses the article "HR Woes at Xerox" by Robert J. Grossman, published in "HR Magazine", May 2001, volume 46, issue 5. The author points out that HR problems are pervasive in an organization. The paper describe the management of the HR function at Xerox.
From the Paper
" The purpose of this article is to summarize the HR issues presented in the article "HR Woes at Xerox" by Robert J Grossman published in "HR Magazine" May 2001, volume 46, issue 5. The first important point is that HR problems are pervasive in an organization and even affect the bottom line. Xerox had a long tradition of a positive corporate culture and many people wanted to work for the company. Xerox counted on its HR department to maintain this positive culture, which was famous for training, employee development ..."
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The Xerox Company, 2006.
An overview of the successes and failures of the Xerox company and what should be done now to ensure the company's successful future.
3,358 words (approx. 13.4 pages), 3 sources, MLA, $ 95.95
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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."
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Canon's Marketing Battle with Xerox, 2007.
This paper discusses Canon's marketing strategy to compete with Xerox.
750 words (approx. 3.0 pages), 4 sources, MLA, $ 26.95
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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."
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The Corporate Culture of Xerox, 2002.
This paper discusses the reaction of Xerox to declining profits in the 1980s.
1,154 words (approx. 4.6 pages), 4 sources, MLA, $ 39.95
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Abstract
The writer gives a history of the company and the struggles it faced in the 1980s. The paper then looks at how the company addressed its problems with a management change, altering the leadership style and the way the leadership viewed the business climate and addressed business problems and issues. According to the paper, the result was a more successful operation.
From the Paper
"Rank Xerox is part of the multinational parent company, Xerox Corp., and both faced a decline in profits after having been the market leader in plain paper copiers. The company was not prepared for the influx of competition from Japan. Xerox decided on a survival strategy involving quality improvement both as a marketing goal and as a process for internal change, and this approach has helped revitalize Xerox's approach to marketing, human resource management, and operations around the world. The method undertaken is called leadership through quality, and it corresponds to a management approach known as total quality management (TQM). In this regard, Xerox has succeeded against an increase in competition from Japan by borrowing certain management ideas from Japan and turning them to new use."
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