Xerox Corp's Turnaround Strategy
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Please note:
This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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Case Details: |
Price: |
| Case Code |
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BSTR121 |
Electronic Format: Rs.
500;
Courier (within India):Rs. 25 Extra
ThemesLeadership |
| Case Length |
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13 Pages |
| Period |
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1997-2003 |
| Organization |
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Xerox |
| Pub Date |
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2004 |
| Teaching Note |
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Available |
| Countries
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India |
| Industry |
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Printing and Imaging Equipment |
Abstract:
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In 1999, the revenues of Xerox Corp (Xerox), the world's largest photocopier maker, began to fall, and in 2000 it reported a loss of $273 million. Xerox also lost $20 billion in stock market value (from April 1999 to May 2000). Xerox cited many reasons for its bad performance including the huge reorganization effort initiated by the then CEO, Richard Thoman. In May 2000, he was replaced by his predecessor Paul Allaire, and Anne Mulcahy (Mulcahy) was made COO. Xerox revealed a Turnaround Programme in December 2000, which included cutting $1 billion in costs, and raising up to $4 billion through the sale of assets, exiting non-core businesses and lay-offs. Subsequently, in August 2001, Mulcahy
was made CEO.
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Xerox continued to report losses in 2001, but
it returned to profit in 2002 and continued to report profits in
2003. The case examines the events that led to the decline of
Xerox, and in particular how major reorganization strategies can
affect a company.
Issues:
» Turnaround of Xerox, Change Management, Leadership, Outsourcing
Contents:
Keywords:
Xerox Corp., G. Richard Thoman, Paul Allaire, Anne Mulcahy, Rank Xerox, Fuji Xerox, Xerox Channels Group, Change Management, Leadership, Turnaround, Xerox Engineering Systems, PARC, Outsourcing, SEC, Photocopier Manufacturer
Xerox Corp's Turnaround Strategy
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