1. “Leadership through Quality, is the customer” strategy.
Xerox reviewed its business strategy that prevailed in the 1980’s. A Strategy Audit that acted as a reality check forced the following mea-culpa:
- Xerox was losing significant share of the market that it pioneered in the 1960’s
- Competitive entries were putting Xerox’s very survival at stake
- When ruling supreme on the market in the 70’s, Xerox “lost sight of the customer”
- The mission statement “We succeed through satisfied customers” was lost on the way and was ultimately found to be “easier said than done”.
- Customer service oriented strategies at Ford or Honda were seen to offer differentiated competitive advantage, with the prospect of bolstering not only confidence, but …show more content…
What other opportunities does Xerox have for driving a customer focus into the business?
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Consumer is king. This leitmotif has underpinned all business approaches throughout human kind history. There have been successes where this notion has been scrupulously observed, but also failures when it was taken for granted. Xerox experienced both situations and came up with a successful customer-focused strategy, putting the customer firmly in the center of every business decision, through a Total Quality Control system based on “Leadership through Quality , is the customer” strategy. Since no single strategy is complete in itself, there exist other avenues for Xerox to explore in an ever changing environment.
Xerox can evaluate its Core Business, product, services, customers, locations and expect growth opportunities simply by re-allocating its resources towards the ones that are more profitable. If that means abandoning core strength on the way, so be …show more content…
A Total Quality Control system was designed to address the issue, without tampering with that core set of values and vision, but by recognising further the customer as the most important asset.
According to Bhaskar Chakravorti, the author of The Slow Pace of Fast Change, it is not wise to assume that because something is a great innovation, it will automatically spread. Adoption depends on other players making the choice to use an innovation alongside you. The first of these players are the employees, the internal customer.
Xerox rightly introduced a five-step mechanism for change to meet this obligation, namely Standards Measurement Tools to improve quality with a zero-error process, Recognition and rewards for quality improvements, a Communication system so that everybody is aware of the new objectives, a Training programme, and management leadership monitored through Management Behaviours and
Xerox reviewed its business strategy that prevailed in the 1980’s. A Strategy Audit that acted as a reality check forced the following mea-culpa:
- Xerox was losing significant share of the market that it pioneered in the 1960’s
- Competitive entries were putting Xerox’s very survival at stake
- When ruling supreme on the market in the 70’s, Xerox “lost sight of the customer”
- The mission statement “We succeed through satisfied customers” was lost on the way and was ultimately found to be “easier said than done”.
- Customer service oriented strategies at Ford or Honda were seen to offer differentiated competitive advantage, with the prospect of bolstering not only confidence, but …show more content…
What other opportunities does Xerox have for driving a customer focus into the business?
-----------------------------------------------------------------------------------------------------------
Consumer is king. This leitmotif has underpinned all business approaches throughout human kind history. There have been successes where this notion has been scrupulously observed, but also failures when it was taken for granted. Xerox experienced both situations and came up with a successful customer-focused strategy, putting the customer firmly in the center of every business decision, through a Total Quality Control system based on “Leadership through Quality , is the customer” strategy. Since no single strategy is complete in itself, there exist other avenues for Xerox to explore in an ever changing environment.
Xerox can evaluate its Core Business, product, services, customers, locations and expect growth opportunities simply by re-allocating its resources towards the ones that are more profitable. If that means abandoning core strength on the way, so be …show more content…
A Total Quality Control system was designed to address the issue, without tampering with that core set of values and vision, but by recognising further the customer as the most important asset.
According to Bhaskar Chakravorti, the author of The Slow Pace of Fast Change, it is not wise to assume that because something is a great innovation, it will automatically spread. Adoption depends on other players making the choice to use an innovation alongside you. The first of these players are the employees, the internal customer.
Xerox rightly introduced a five-step mechanism for change to meet this obligation, namely Standards Measurement Tools to improve quality with a zero-error process, Recognition and rewards for quality improvements, a Communication system so that everybody is aware of the new objectives, a Training programme, and management leadership monitored through Management Behaviours and