Xerox Corporation was founded in 1906 as Haloid Company (Xerox, 2014). It was renamed into Haloid Xerox in 1958 and into Xerox Corporation in 1961. As a Fortune 500 global document management company (Management Paradise, 2013), Xerox Corporation manufactures a full range of globally known products. These are color and black-and-white printers, multifunction systems, photo copiers, digital production printing presses and supplies and offers consulting services. Its headquarters are in Norwalk, Connecticut, although most of its employees work in Rochester, New York. It acquired the Affiliated Computer Services in September 2009. The company is a recipient of the Royal Warrant from Her Majesty Queen Elizabeth and the Prince of Wales (Management Paradise,.Xerox).
Mission/Vision, Goals and Stakeholders
The mission -- vision of the company is to give its business clients the freedom to focus on what matters most to them, which is their business (Xerox, 2014). The company does this by providing small to large businesses with the world's leading technology and services in business process and document management (Xerox).
Its core values qualify as goals. These are to succeed through customer satisfaction; to deliver quality and excellence in all it does; to use technology in developing market leadership; to value its employees; and to behave responsibly as a corporate citizen (Xerox, 2014).
And its stakeholders are the customers, employees, suppliers and the communities
(Xerox, 2011).
SWOT Analysis
Strengths -- These include effective communication, loyal customers, a strong management team, a strong brand equity, and a strong brand image (Mourad, 2014; Management Paradise, 2013). Xerox Corporation is the world leader in its category, to the point that it has become the other name for photocopying. Its brand belongs to the top 10% U.S. brands. Its powerful brand image puts it above competitors. It thus makes its product expansions and innovations easily acceptable. In addition, Xerox Corporation has an equally strong distribution network and significant research and development capabilities (Mourad, Management Paradise).
Weaknesses -- Its intense competition with other companies can pressure its pricing levels, which in turn, adversely affect its margins and share of the market (Mourad, 2014; Management Paradise, 2013). Its high dependence on the U.S. And Europe for revenues is another. Despite its global presence, the company obtains most of its overall revenues from the U.S. And Europe. In 2008 alone, 85.9% of its total revenues came from the U.S. And Europe. GDP growth rates in the U.S. And Europe have been slow in recent years on account of troubled financial markets, very poor housing market conditions, and unfavorable consumer sentiments (Murad, Management Paradise).
Opportunities -- these are largely the company's acquisitions, most importantly, the acquisition of, or merger with, Affiliated Computer Services or ACS, at $6.4 billion in September 2009 (Xerox, 2014). ACS is considered the world's biggest and most diversified BPO company. It had a 6% revenue growth and annually recurring revenue of $1 billion in the year of the merger. The merger symbolized Xerox Corporation's inauguration into the service industry. It built upon ACS' vigorous revenue capabilities the expectation of tripling services revenue up to $10 billion. ACS' proven expertise in paper-based processes and specialized information technology inputs for industries is seen to further raise Xerox's current capabilities (Xerox).
Threats -- These are competitions, economic slowdown and product substitution (Management Paradise, 2014).
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