Realizing the problem and implementing change helped both companies move toward becoming more successful Free Essays words 5. Many companies start out as very aggressive but get crashed either by its competitor or by poor strategic management. Dell Computer's entered the market with strong strategic vision and stronger strategic management.
One of the biggest strengths that Dell has is its simple business concept which is building personal computers built to order and selling it directly to its customers. This simple notion gives Dell several competitive advantages over its competitor Strong Essays words 4. It will look at design, implementation, and analysis.
It will further touch on what is meant by a case study in itself. Strong Essays words 6 pages. Junior partner Mitch Brooks has been researching data to present to the board that will support his research that the company should shift focus to a more diversified approach to future business efforts. A case study analysis will prove helpful to his efforts. The company had been dependent on its highly trained sales force to turn a profit on their existing products and had not focused on new product opportunities until the development of its "Book In Time" product.
This revolutionary product presented some new opportunities for the company. One of the significant advantages this product yielded was its costs. Another advantage that the Book-in-Time solution provided by Xerox is that is one of the most efficient solutions for publishing companies running on-demand, short-books. Clearly publishing and or printing companies that may have achieved economies of scale with large print runs would be threatened by the Book-in-Time solution that able to provide a significant cost-advantage on low print run books. Furthermore, if we look at Table E, providing an analysis of the on demand conversion potential, several long-runs can be targeted by the equipment Xerox provides.
So, in order to be able to estimate the market size for the Book-in-Time, one needs to take into consideration the conversion potential, in addition to the actual number of books. In this sense, we may estimate the on demand market to around Basically, Xerox has two separate options at this point, given the performances of the Book-in-Time and these were clearly expressed by the senior managers at Xerox. The first option refers to sticking with what Xerox does best, printing and copying and delivering exclusively the product itself. This would mean selling the Book-in-Time equipment to all those elements of the value chain that may be interested, including publishers and book printers see Appendix A for Break Even Analysis.
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The main advantage such an option provides is the fact that it allows Xerox to operate on a market it fully knows and controls. The second advantage we may see in such an option is the fact that, as Steenburgh laid down the facts, this option provides a real synergy for the company, integrating several pieces into a significant system and allowing the company to gain more rather than operate them separately. It is important to note, however, that the solution provided by Xerox actually fits on a very specific niche, operating most efficiently only for run lengths of 1, and below.
This would mean increased competition on the over 1, segment, with less competitiveness for Xerox. The second option is much riskier and it involves entering the book production business. On the other hand, its potential is practically unlimited. The market for on-demand, short-run books is a market that exceeds the lifecycle of a normal book, providing numerous opportunities.
Case Study: Xerox Corporation
Additionally, the book market itself is enormous: 50, new titles and 1. The main disadvantage in such an option is the fact that the competitors have already gained 1 a significant operating experience and 2 a strong position on the market. In my opinion, the best action plan for Xerox at the given time is a joint version of the two options it has at hand.
On one hand, it can sell the equipment to the interested buyers from the value chain, which will probably consist into a profitable action that will have the capacity to later finance an entrance into the publishing market. This seems a prudent approach that will be able to benefit from the competitive advantage that the solution provides. If this option was selected Xerox would only need to sell three of their complete Book-in-Time products to break even based on assumptions around fixed and variable costs in Appendix A. In addition, a joint venture, forward integrating into or the acquisition of a publishing company seems appropriate if Xerox decides to enter the publishing market.
As far as the four Ps are concerned.
Finally, the on-demand market has the potential to grow into the future as well, with more and more books being included into this segment. This needs to be taken into consideration when taking a final strategic decision.
Total Quality Management can consist of different programs that different companies use to obtain the results of customer satisfaction, better quality products, and a decrease in the defects of the products. Total Quality Management in the Xerox Corporation includes programs such as benchmarking, reduced supplier base, and leadership teams Evans-Correia, This center was created to do research in computer science, electronics, and material science Brown, There are same basic principles that PARC has identified as important to research, "1.
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Research on new work practices is as important as research on new products, 2. Innovation is everywhere; the problem is learning from it, 3. Research is a key component when it comes to Total Quality Management. The only way to make yourself better is to learn new things and learn when you are doing things wrong so that the errors can be fixed. By opening up PARC Xerox has given itself a place to help with the innovation process of the corporation and thus allowing the corporation the means to do its job better.
Alos, PARC is used as a way of finding out what the customer wants, if the customer can be satisfied then the corporation is one step closer to being a strong thriving company with Total Quality Management. Now that TQM has become known in the marketplace Xerox has established its own program to obtain it. The Xerox corporation focuses on benchmarking, a reduced supplier base, and leadership teams as a way of producing Total Quality Management. Benchmarking is a "standard or point of reference in measuring or judging quality, value, etc.
Xerox looks at what the competition is doing and sets a level of quality and value that all of its products are compared against. Because of its need for military products, the Department of Defense is underwriting the conversion of a research fabrication plant into one capable of commercial production. Thompson said the profitable opportunities in the display and sensor business appear to be at the top end of the market, not in the mass-produced but lower-resolution liquid crystal displays that are part of laptop computers.
The commodity display business, he added, has been beset with overexpansion. With enough flexibility in manufacturing, Mr.
Thompson said, DpiX can produce a wide variety of products and make money at the same time. Thompson brings an unusual appreciation for the practical details of making products in the real world. He is a founder and is chairman of the United States Display Consortium, a government-industry organization that is working on the development of a flat-panel manufacturing base in the United States. Thompson said the plans being developed for DpiX would probably not be suitable for the other Xerox spin-offs. More User Friendly Xerox's development of point-and-click commands, icons, pull-down windows and other picture-like controls are what the industry calls the graphical user interface.
Although those developments dating back to the 's helped create the personal computer industry by freeing it from the complex written commands that previously prevailed, scientists at Parc say a new generation of interfaces is needed to cope with today's explosion of information. That is the thinking behind one of the newer spinoffs, InXight pronounced insight , which is marketing what its officials call knowledgeware to producers of commercial software.
Xerox case study organizational behavior - Summary
InXight, like DpiX, plans to stay in the background as a supplier of a key component to more visible companies that will do the sales and marketing. Customers include Microsoft, Oracle, Comshare and Verity. Nevertheless, its objectives are bold. Clicking from screen to screen was fine while the amount of electronic information available was relatively small. Now, InXight executives say, so much is available that existing search mechanisms are being overwhelmed. One Parc scientist described the process as looking at the world with paper-towel tubes attached to a person's eyes.
There is no peripheral vision. In fact, Mr. Trikha said, some of the solutions have been on the shelf at Parc for a decade. The proposed solution is a new browser for the Web that shows where a user started and all the intermediate steps to the page being viewed. Called the Hyperbolic Tree, the program uses perspective to keep previous pages in sight, but reduced in size, as the user searches through the maze of information.
InXight is also offering a product that searches data bases using common-language terms rather than the stylized requests needed for conventional searches. Called LinguisX, the system can analyze not only words, but root relationships. For example, Parc officials say it can recognize that "buying" and "bought" are different forms of the same word. The system can also automatically prepare summaries of documents by studying the basic concepts contained in them.
Trikha said. Trikha said the older search processes were designed on the assumption that computers were expensive and humans cheap. They did not want the technology to disappear. Smith and Richard C. Alexander made much of the cultural clash between the irreverent, informal scientists at the Palo Alto Research Center Parc and the managers based at the corporate headquarters in Stamford, Conn.
But a head to which body?
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Who was going to pick up from whatever was done at Parc and do all of the rest of the hard work to make a business of it? At the forefront of technology, they admitted to arrogance toward pin-striped managers who did not understand what they were doing. Relations between Parc and the corporation have improved because they had to and because of societal change, argues Mark Weiser, Parc's chief technologist.
Weiser, who is To the younger people, Bill Gates is their hero. And more and more people from Parc own suits. It also notes that he was awarded a Ph.
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