Xerox and IT Management

Xerox is one of the largest companies in the document processing products and services industry. Xerox monopolized the plain paper copier market before the Federal Trade Commission intervened. In 1975, Xerox had to renounce patent protection and needed to license its competitors. Xerox's market share fell from 80% in 1976 to 13% in 1982. To enhance its competitiveness, Xerox has begun using benchmarks, high-quality leadership and employee engagement programs. With these efforts, Xerox's market share has recovered to 18% in the low-end copier business and 35% in the medium to high-end market.

Given the development trajectory of IBM, the company competed with Xerox for decades. Unlike Xerox, IBM succeeded in maintaining a major technology company. IBM's core brand story, originally established to "provide a large, customized aggregation solution for enterprises", provides leading-edge technologies to optimize business for companies and organizations is. From the fashion type writers of the 1940's to the 'practical AI platform' of 2010 'IBM Watson, IBM has consistently provided companies with the technology they need to make the most of their resources.

What is the cause of the collapse of Xerox? The collapse of Xerox is the result of technical change and management failure. Rapid changes in the technology department are hurting most technology companies. However, Xerox 's biggest problem is internal. Failure includes failures to protect market share from competition, delays in the development of digital technical products, irresponsible board of directors, restructuring of traumatic sales force, inefficient unit restructuring, serious economic problems, etc. included. Short-term borrowings, cumulative working capital and accounts receivable; the direction of the company changed from the sale of high-tech products to the sale of high-tech solutions and services