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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.

Paper For Above instruction

From 2000 to 2010, Xerox Corporation faced significant challenges driven by technological advancements and shifting markets, necessitating strategic adaptations to sustain its competitiveness. This period marked a pivotal transformation for Xerox, traditionally known for its photocopying devices, as it encountered multiple business pressures stemming from digital innovations, changing customer preferences, and rapid technological obsolescence.

One of the primary pressures was the rapid decline in demand for traditional optical copiers due to the advent of scanners and the universal adoption of portable document formats (PDF). These innovations reduced the need for physical copying and printing, threatening Xerox’s core business model. Furthermore, the emergence of digital document management and cloud storage shifted the industry focus from hardware sales to software and digital services, requiring Xerox to re-evaluate its strategic landscape.

Additionally, intense competition from emerging digital document solutions providers and low-cost international rivals further pressured Xerox’s market share and profitability. Customers increasingly favored multifunction devices that integrated scanning, copying, and printing functionalities, demanding continuous innovation and differentiation. The commoditization of hardware led to price wars, squeezing margins and exacerbating financial pressures.

In response, Xerox implemented comprehensive strategies to adapt to these challenges. The company shifted from solely manufacturing hardware to offering integrated document solutions, including managed print services, digital workflow solutions, and cloud-based offerings. This transition aimed to diversify income streams, capitalize on software expertise, and enhance customer value through process optimization.

A crucial element of Xerox’s response was the investment in advanced information technology (IT) systems. IT played a dual role—initially as a contributor to the pressures, especially through technological obsolescence, and subsequently as a facilitator of strategic responses. For example, the obsolescence of analog copying technology necessitated significant R&D efforts to develop digital multifunction printers and document management software that aligned with industry trends.

Furthermore, Xerox employed IT as a critical facilitator in its transformation efforts. The development of enterprise-wide digital platforms enabled the company to deliver integrated solutions, improve operational efficiency, and enhance customer engagement. The use of Customer Relationship Management (CRM) systems and supply chain management platforms exemplified IT’s role in transforming Xerox into a provider of comprehensive document solutions rather than merely hardware.

Xerox also leveraged IT to streamline internal processes, reduce costs, and improve responsiveness to market changes. Utilizing data analytics helped the company identify customer needs and tailor solutions accordingly. Moreover, IT systems supported the deployment of new products and services swiftly, allowing Xerox to respond effectively to market dynamics.

In conclusion, the period from 2000 to 2010 was characterized by intense business pressures on Xerox driven by technological evolution and market shifts. The company's strategic responses—diversification into digital solutions, investments in IT infrastructure, and a focus on service-oriented offerings—were essential for its survival. IT served both as a source of pressure through rapid obsolescence and as a vital facilitator of Xerox’s adaptive strategies, enabling it to remain competitive in a transforming industry landscape.

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