V Bhavna B : F-12
V Bhupendra V :F-13
V Bhuvan M : F-14
V Chougale R : F-15
V Devina J : F-16
V Ashmant T : M-11
V Awadhesh K : M-12
V Bhavik S : M-13
V Bhushan D : M-14
Bhupendra Vira
Roll No:F-13
V ositioned as the global multinational document
company
V Serving the global document processing market
through products ranging from copiers to
workstations
V Facilitating global financial services market through
operations like insurance, financing of instruments
etc.
V Business existence in over 130 countries
V Annual sales growth exceeded 25% from year 1946
to 1973 in plain paper copier business
V Annual growth of earning exceeds 35% in the same
period
V Brought about an early revolution by introducing
914 plain paper copiers
V The copying equipment business achieved the
growth from 20 million in 1959 to 9.5 billion in1965
just within 6 years
V Created a global network through the partnership
model like Rank Xerox and Fuji Xerox
V At the end of 70ǯs problems started due to the entry
of domestic and foreign companies
V Market share of Xerox fell from 96% to 45% in same
period
V Company was in competitive pressure ,due to
introduction of low range copiers by Japanese firms
V The Japanese companies were selling their
equipments at Xeroxǯs manufacturing cost
Bhushan Dhade
Roll No: M-14
V Rank Xerox Limited:
- 51/49 Joint venture established in 1969
- Europe, Africa and parts of Asia
V Fuji Xerox:
- 50/50 Joint Venture
- Operated in Japan and other Asia acific regions
Bhuvan Motta
Roll No: F14
V The central focal point for the finance function
of Xerox was FEC
V The membership consisted of senior corporate
finance staff & CFOǯs from the major Xerox
operating organizations
V FEC set the course for becoming a world class
financial operation based on their benchmark
study
V They felt controllers could contribute in the
formulation of mgt. decisions at operating unit
V FEC evolved in parallel with the start of LTQ &
benchmarking activities
V The key to value added concept was in helping
line managers to make more perfect business
decisions
V Building trust in Xerox finance community
V Meet once a quarters for two days and
discussions on wide range of financial matters
V Many members had been in the FEC for 10 yrs
V They know each other well and freely express
their ideas and opinions
Bhavik Sheth
Roll No: M-13
V 9 business divisions
V 3 geographic customers operation division
V rimary focus was on business management
level
V Division responsible for research and
technological development, manufacturing,
sales, services & administration
V Document processing financial organization
was a modified matrix organization
V Direct reported to the general manager and
dotted line relation to corporate finance
V Business division engaged in product
development & manufacturing were
managed globally
V Customer operation division were organized
geographically
V The MCS concentrated on responsibilities
and performance of all 12 divisions