Scanners And Xerox With The Advent Of Scanners And The Unive

Scanners And Xeroxwith The Advent Of Scanners And The Universality Of

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 2–3-page paper in Word format. Apply APA standards to citation of sources.

Paper For Above instruction

The early 2000s marked a period of significant technological disruption for Xerox Corporation, one of the pioneering companies in document management and imaging technology. The proliferation of scanners, digital printing, and the widespread adoption of the Portable Document Format (PDF) fundamentally altered the landscape of the office equipment industry. These innovations reduced the demand for traditional photocopiers and enhanced the importance of digital document solutions. Consequently, Xerox faced multiple business pressures that compelled the company to reassess its strategic positioning and operational models.

Business Pressures on Xerox

One of the primary pressures was declining demand for traditional analog copiers. As companies and consumers transitioned toward digital document management, the market for hardware-centric products shrank. This decline was compounded by intense competition from other technology firms such as Hewlett-Packard and Ricoh, who optimized digital printing and multifunction devices. Furthermore, rapid technological obsolescence created challenges for Xerox’s existing product lines, necessitating continuous innovation to remain relevant. Additionally, shifting customer preferences toward integrated office solutions and cloud-based services placed pressure on Xerox to diversify its offerings beyond hardware manufacturing.

Another significant pressure was cost reduction. To stay competitive, Xerox had to streamline operations and reduce manufacturing costs while investing in research and development to foster innovation. The need to adapt to a fast-evolving technological environment, coupled with economic fluctuations, underscored the importance of strategic agility to ensure sustainability.

Company Response Strategies

Xerox adopted several strategic responses to these pressures. Notably, the company diversified its portfolio by expanding into digital and document management services. For example, Xerox launched Xerox Managed Print Services (MPS), which provided customers with tailored document workflow solutions, rather than solely focusing on hardware sales. This shift enabled Xerox to generate recurring revenue streams and build long-term customer relationships.

Additionally, Xerox emphasized innovation, investing heavily in the development of digital multifunction devices that integrated scanning, printing, copying, and emailing functionalities. The acquisition of Affiliated Computer Services (ACS) in 2010 marked a pivotal move, allowing Xerox to enhance its offerings in business process outsourcing, IT services, and document outsourcing—transforming the company into a comprehensive solutions provider.

Furthermore, Xerox committed to operational efficiency, implementing Lean methodologies to reduce waste and improve productivity. These strategic initiatives aimed to reposition Xerox within the rapidly changing document management industry, transitioning from a pure hardware provider to a service-oriented technology company.

The Role of IT as a Contributor to Business Pressures

Information Technology (IT) both contributed to and reflected the business pressures faced by Xerox. The rapid advancement of digital technology rendered many of Xerox’s older hardware products obsolete, leading to product cannibalization and income decline. The need for continuous technological updates and innovation imposed substantial costs, further intensifying pressure to stay ahead of competitors in digital solutions (Lee & Chang, 2008).

Moreover, the transition to digital document formats and cloud computing increased security challenges and required significant IT infrastructure investments. Notably, the obsolescence of legacy systems and the rise of disruptive technologies underscored the urgency for organizational agility, compelling Xerox to overhaul its IT systems, embrace cloud-based platforms, and integrate digital solutions into its core operations.

The Role of IT as a Facilitator of Critical Response Activities

Contrastingly, IT played a crucial role as a facilitator in Xerox’s response activities. Advanced IT systems enabled the company to analyze market trends, streamline supply chains, and enhance product development processes. For example, digital analytics tools helped Xerox understand customer needs better, guiding product innovation and targeted marketing strategies (Kelleher & Wagner, 2010).

The implementation of enterprise resource planning (ERP) systems improved operational efficiencies, enabling faster decision-making and reducing costs. Additionally, IT supported the delivery of new services such as cloud-based document management, remote device monitoring, and automation of service delivery—which were instrumental in transforming Xerox from a hardware vendor to a solutions provider.

Furthermore, the deployment of cybersecurity measures protected the company from emerging digital threats, ensuring reliability and trustworthiness of digital services offered to clients. These technological enhancements enabled Xerox to adapt swiftly to market demands and solidify its position in the evolving industry landscape.

Conclusion

In conclusion, the period from 2000 to 2010 was transformative for Xerox, driven by technological innovation and evolving customer preferences. The company faced significant business pressures, including declining demand for traditional copiers and the need for continuous technological upgrades. Its strategic responses—diversification into services, acquisition of complementary businesses, and operational efficiencies—demonstrate adaptation to these challenges. IT played a dual role by contributing to obsolescence and technological pressures, while simultaneously facilitating strategic initiatives essential for Xerox’s survival. Through leveraging advanced IT solutions, Xerox successfully navigated a disruptive era, positioning itself as a comprehensive document management and IT services provider capable of thriving in a digital world.

References

• Lee, H., & Chang, T. (2008). Digital Transformation Strategies in Document Management Industry. Journal of Business Strategy, 29(4), 52–60.
• Kelleher, T., & Wagner, M. (2010). The Impact of IT on Organizational Change. International Journal of Information Management, 30(4), 312–317.
• Xerox Corporation. (2010). Annual Report. Retrieved from https://www.xerox.com/annualreport2010
• Rainer, R. K., & Cegielski, C. G. (2012). Introduction to Information Systems: Supporting and Transforming Business (4th ed.). John Wiley & Sons.
• Hitt, L. M., & Brynjolfsson, E. (2011). The Economic Impact of Digital Technology. Harvard Business Review, 89(11), 54–59.
• Porter, M. E., & Heppelmann, J. E. (2014). How Smart, Connected Products Are Transforming Competition. Harvard Business Review, 92(11), 64–88.
• Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation. John Wiley & Sons.
• Westerman, G., Bonnet, D., & McAfee, A. (2014). Leading Digital: Turning Technology into Business Transformation. Harvard Business Review Press.
• Chui, M., Löffler, M., & Roberts, R. (2015). The Internet of Things. McKinsey Quarterly.
• Soliman, K. S., & Pinkley, R. (2010). Managing Technological Innovation in a Competitive Environment. Journal of Product Innovation Management, 27(2), 247–256.