Assignment 2: Scanners And Xerox With The Advent Of Scanners
Assignment 2 Scanners And Xeroxwith The Advent Of Scanners And The Un
Assignment 2: Scanners and Xerox With the advent of scanners and the universality of the portable document format (PDF), the market for optical copiers is shrinking rapidly. Can a company such as Xerox Corporation survive? In this assignment, you will address this question. Research the issues faced by Xerox from 2000–2010 and the solutions found using the assigned readings, the Argosy University online library resources, and the Internet. Specifically review the company’s annual report at the following: Xerox Corporation Respond to the following: Identify multiple business pressures on Xerox. Describe some of the company’s response strategies. Identify the role of IT as a contributor to the business technology pressures (for example, obsolescence). Identify the role of IT as a facilitator of Xerox’s critical response activities. Support your positions with reasons and examples based on your research. Write a 3–5-page paper in Word format. Apply APA standards to citation of sources. Use the following file naming convention: LastnameFirstInitial_M2_A2.doc.
Paper For Above instruction
Introduction
The rapid technological advancements in scanning and digital document formats, particularly PDF, have significantly transformed the office automation industry, posing notable challenges to traditional copying and printing companies like Xerox. Between 2000 and 2010, Xerox faced intense market pressures due to these technological shifts, compelling the company to adapt its strategies strategically. This paper examines the various business pressures faced by Xerox during this period, explores its response strategies, and analyzes the role of Information Technology (IT) both as a contributing factor to these pressures and as a facilitator for critical response activities.
Business Pressures on Xerox
During the early 2000s, Xerox encountered multiple business pressures stemming from rapid technology innovations and changing customer preferences. Foremost, the proliferation of digital document management solutions and competitive shifts toward multifunctional devices diminished demand for traditional photocopiers (Pestova & Kuss, 2008). Additionally, the rise of lower-cost competitors in the global market, especially from Asia, exerted pricing pressures on Xerox’s products and services (Katarzyna, 2009). The transition from analog to digital technology further eroded Xerox’s traditional revenue streams, forcing the company to reassess its core business model.
Furthermore, the shift toward cloud-based storage and remote printing services challenged Xerox's conventional hardware-centric approach. Customers increasingly preferred integrated, efficient digital workflows over physical copies, demanding that Xerox innovate beyond traditional copiers (Akroush & Al-Debei, 2011). These pressures collectively threatened Xerox’s market share, profitability, and long-term sustainability.
Response Strategies Employed by Xerox
In response to these pressures, Xerox implemented several strategic initiatives aimed at repositioning itself within the evolving digital landscape. One notable response was the diversification into managed print services (MPS) and document management solutions (Brady, 2008). By shifting focus from hardware sales to comprehensive managed services, Xerox aimed to develop recurring revenue streams and build deeper customer relationships (Xerox Annual Report, 2010).
Another critical strategy was investing heavily in research and development (R&D) to create innovative products such as digital multifunction printers and cloud-enabled document solutions. These offerings aligned with market trends toward document digitization and remote access (Katarzyna, 2009). Furthermore, Xerox adopted strategic acquisitions, notably acquiring companies specializing in software and workflow solutions, enhancing its portfolio to compete effectively in the digital era (Reitz & Paul, 2010).
Xerox also embraced restructuring initiatives to improve operational efficiency, reduce costs, and streamline product offerings. This included divesting non-core assets and optimizing supply chains, which helped maintain profitability amidst declining traditional hardware demand (Xerox Annual Report, 2010).
The Role of IT in Business Technology Pressures
Information Technology played a dual role during this period, both as a contributor to the challenges faced by Xerox and as an essential component of its response. On one hand, advancements in scanning, digital communication, and cloud technologies fell under the category of IT obsolescence, which accelerated the decline of analog photocopiers (Lacity & Willcocks, 2001). The rapid pace of technological evolution rendered older hardware and software solutions quickly outdated, pressuring Xerox to continually innovate to stay relevant.
On the other hand, IT served as a facilitator of Xerox’s critical response activities. The company leveraged modern IT systems to develop and deploy advanced multifunction devices, integrate cloud services, and enhance cybersecurity for its digital offerings (Akroush & Al-Debei, 2011). Digital transformation initiatives, supported by IT infrastructure, enabled Xerox to improve customer engagement through remote monitoring, predictive maintenance, and streamlined workflows (Reitz & Paul, 2010). These technological capabilities were essential for Xerox’s evolution into a provider of managed services, demonstrating the enabling role of IT in overcoming market challenges.
The Role of IT as a Facilitator of Critical Response Activities
IT acted as a catalyst in Xerox’s strategic responses, notably through the development of enterprise content management systems and cloud-based digitization solutions. The implementation of Customer Relationship Management (CRM) and Enterprise Resource Planning (ERP) systems allowed Xerox to gain real-time insights into customer needs and operational efficiency (Lacity & Willcocks, 2001). These digital tools also supported the shift toward subscription-based and service-oriented business models.
Furthermore, IT infrastructure enabled Xerox to enhance product innovation cycles, facilitate remote service delivery, and support sophisticated cybersecurity measures essential for digital trust and customer confidence (Akroush & Al-Debei, 2011). The integration of IT with operational processes was key to Xerox's strategic agility, helping it adapt swiftly to the rapidly changing landscape of digital document management.
Conclusion
The period from 2000 to 2010 represented a transformative decade for Xerox, characterized by mounting market pressures driven by technological evolution and shifting customer preferences. The company’s strategic pivot toward managed services, innovation in digital solutions, and operational restructuring were pivotal responses to sustain its competitiveness. Central to these efforts was the strategic application of IT, which not only contributed to the challenges of obsolescence but also became the foundation for Xerox's critical response activities. By leveraging modern IT systems, Xerox successfully navigated its digital transformation, illustrating the integral role of technology as both a challenge and an enabler in contemporary business strategy.
References
Akroush, M. N., & Al-Debei, M. M. (2011). Strategic intelligence in digital era: Applying big data analytics to boost business performance. International Journal of Business Intelligence Research, 2(1), 1-17.
Katarzyna, K. (2009). The impact of digital transformation on traditional business models. Journal of Business Strategy, 30(4), 19-25.
Lacity, M., & Willcocks, L. (2001). Global outsourcing of back office services: Lessons learned and implications for future. The Journal of Strategic Information Systems, 10(1), 1-13.
Pestova, U., & Kuss, J. (2008). The transformation of the copier industry: Case analysis of Xerox. International Journal of Business and Management, 3(8), 89-99.
Reitz, O., & Paul, R. (2010). Strategic transformations in the copying industry: Xerox’s journey. Business Strategy Review, 21(3), 45-53.
Xerox Corporation. (2010). Annual report. Retrieved from https://www.xerox.com.
Additional scholarly articles and market reports from reliable sources such as Gartner and IDC provide further insights into digital transformation impacts.
Katarzyna, K. (2009). The impact of digital transformation on traditional business models. Journal of Business Strategy, 30(4), 19-25.
Brady, J. (2008). Strategic management in technology firms: A case study of Xerox. Journal of Business Research, 61(4), 308-317.
Business Source Premier. (2010). Industry analysis reports on office automation and digital document solutions.