author. Designated person authorising scanning: Anne Petrie Module title: Strategic management (accounting‚ economics and finance) Module number: UMSD7U-15-3 Extract Author: Ghoshal‚ S and Ackenhusen‚ M Extract title: Case 10: Canon: Competing on Capabilities Book Author/Editor: De Wit‚ B & Meyer‚ R Year Published: 1998 Book title: Strategy: process‚ content‚ context: an international perspective Edition: 2nd Publisher: International Thomson Business Press‚ London Page Numbers: 1038 - 1053 ISBN/ISSN:
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from $86 billion in 1996 to more than $137 billion by 2001.1 Outsourcing arrangements with contract revenues in the hundreds of millions of dollars‚ once considered large‚ are dwarfed by recent deals such as those signed by J.P. Morgan‚ Dupont‚ and Xerox Corporation for billions of dollars. As the market matures‚ numerous companies routinely outsource large components of their IS activities. A 1996 survey of 450 information systems executives in North America and Europe found that about 50 percent
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workplace and help him/her to reengage in the culture of the organization. Through strategic Human Resource Management and planning‚ the shared values and beliefs of the organization can be reinforced to its employees and the collective value of the capabilities‚ knowledge‚ skills‚ life experiences‚ and motivation of the organizational workforce can be retained. Once there has been a major reduction in force within an organization‚ productivity and profitability becomes a main target of Human Resource
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Fajardo‚ Jeanne Dagny June 15‚ 2015 QUALMAN M72 Case 1 – Xerox 1. Contrast Leadership for Quality and Lean Six Sigma as quality initiatives for Xerox. How did heir motivations differ? What differences or similarities are evident in the principles behind these initiatives and the way in which they were implemented? The most important and primary motivation that wakened up Xerox and caused it to act and apply the Leadership Through Quality initiative was losing the market shares to the Japanese
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Architecturai Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms Rebecca M. Henderson Massachusetts Institute of Technology Kim B. Clark Harvard University This paper demonstrates that the traditional categorization of innovation as either incremental or radical is incomplete and potentially misleading and does not account for the sometimes disastrous effects on industry incumbents of seemingly minor improvements in technological products. We examine
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from a marketing point of view but from a sales point of view. Top management in the company suffered from product myopia and focused their attention on perfecting a best selling product that they already had‚ while the world around them was moving. Xerox had made investments in R&D‚ but as the company`s top management was not focused on creating the next big thing‚ but rather on perfecting what was already proving successful‚ the company was stuck in time. Unfortunately‚ a mission statement of the
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unprofitable business E.g: Photo film‚ which was once the mainstay product of the company‚ was phased out Mass layoff: E.g: cutting of 5000 jobs Outsourcing: Moving of production from Japan to emerging countries E.g: Fuji Xerox (a joint venture partnership of Fujifilm & Xerox Corp.) now based 90% of production in China. Streamlining its supply chain E.g: Fujifilm UK adopted new online service manager system to handle repair works increase 15% of efficiency without increasing employees.
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ch/education/lectures/Alliance_Advantage/Processes_Holmberg_2009.pdf Hynes‚ N. & Diane‚ M.‚ 2008. Capturing strategic alliance outcomes: an analysis of motives‚ objectives and outcomes.. International Journal of Technology Management‚ 43(1-3)‚ pp. 194-211. XEROX‚ F.‚ 2013. Overview. [Online] Available at: http://www.fujixerox.com.au/company/overview.jsp
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to increase business and reduce losses. The goal of TQM is to do things right the first time every time‚ thus eliminating defects‚ waste‚ and re-work. A key concept of TQM involves not only continuously improving current results‚ but improving capabilities of people‚ processes‚ technology‚ and machines to produce better results in the future. Although the birth of TQM was in manufacturing operations‚ it is now widely used in call centers‚ service industries‚ education‚ government‚ and even NASA
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for both internal and external benefit. By the regular reviews that the company conducting to ensure its consistency of good quality service and then achieving this Gold Standards‚ the company learned much more of information. Ritz-Carlton Hotel discovered the rate of turnover was high. Thus‚ the company looked for the rational and actions to prevent the increase. The Ritz-Carlton had a process to overcome cultural resistance to change. As well‚ employee satisfaction issues were resolved which made
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