Carpetright plc Annual report and accounts 2010 Harris House Purfleet Bypass Purfleet‚ Essex RM19 1TT Telephone +44 (0)1708 802000 www.carpetright.co.uk www.carpetright.plc.uk Annual report and accounts 2010 Europe’s leading floor coverings retailer Overview Financial highlights 1 Business overview 2 Chairman’s statement 4 Directors’ report: Business review Principal activities 5 Business objective and strategies 5 Operational and financial review
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achieved swift advancement in a relatively short amount of time at Xerox‚ he is now faced with role options that appear‚ prima facie‚ to be lateral in nature. Clendenin ’s boss‚ Fred Hewitt has made two clear offers to Clendenin: remain as head of Xerox ’s Multinational Development Center (MDC) with a two-year commitment‚ or transition to a staff support position on Hewitt ’s staff. While Clendenin ’s success and ascension at Xerox is attributed to his role at the MDC‚ an additional two-year commitment
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The structure of the joint venture between Xerox Corporation and Fuji Xerox became an issue in the beginning of the 90´s. The growth of the competence from Canon‚ Richoh and Minolta in the low-end copiers and Kodak and IBM in the high-end has led them to lose market share. The growth of the Asian and South Pacific Market as well as the necessity of Fuji Xerox to be more independent becomes a challenge for the managers of the Xerox Group. We need to find the best practices in product designs‚ manufacturing
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1. ** Is Fuji Xerox a successful joint venture in 1990? How do you measure its performance? Fuji Xerox was definitely a successful joint venture in 1990s‚ and its performance is measured by three different types of category as follows Financial measures Its revenue out of Xerox’s increased by over 20% from less 5% in 1970s to approximately 30% in 1990s. (Refer to Exhibit 1). Also‚ during 1981-1989‚ while Xerox Corporation’s net income increases by only 17.7% from $598 million to $704 million
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photographic paper and related office equipment‚ Xerox is presently one of the biggest and oldest document-management company in the world. Xerox‚ initially known as Haloid‚ became significantly prominent in 1959 with the introduction of the world’s first plain paper photocopier dubbed as Xerox 914. Utilizing the process of xerography or electrophotography‚ Xerox 914 became an instant office item pursued by countless organizations around the globe. As a result‚ Xerox business opportunities and market share
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Xerox was founded in 1906 as the Haloid Company‚ a photographic supply house that developed the world’s first xerographic copier. They had a positive people oriented culture and dedicated employees‚ who were the desire of the corporate world. With the passage of time many things become a hurdle in the success of the company. The biggest factor was that they couldn’t move beyond copiers to sustain growth in the market‚ they only focused on the copier because they were getting 70 percent profit
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Index Q1: What kind of person does John Clendenin? 1. Communication 1.2. Capability 1.3. Networking Q2: What were Clendenin business objectives and personal objectives been at Xerox? 2.1. Business objective: 2.1.1.MDC 2.1.2.XEROX 2.2. Personal objective: Q3: What obstacles did he confront in accomplishing these objectives? 3.1. PEOPLE RELATED 3.1.1 STAFF-Downward Management 3.1.2. PEERS-Horizontal Management 3.1.3. BOSS-Upward Management 3.2. ORGANIZAITON RELATED 3.2.1. MULTI-REPORTING
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1. What have John Clendenin’s objectives been at Xerox? Clendenin‚ when he was is Harvard Business School has set an objective that he had to be successful enough to be a corporate officer in a Fortune 50 corporation. Later‚ he wanted to land up to cabinet-level position in the government. The moment he joined Xerox he had developed an objective to climb the ladder of organisation and reach up to the high level staff within few years of time. Clendenin’s hard work and dedication and also proposing
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------------------------------------------------- Did Xerox Blow it? Xerox PARC (Palo Alto Research Center Incorporated) was founded in 1970 as a division of Xerox Corporation. It is a research and development company in Palo Alto‚ California with a well-known reputation for its contributions to information technology and hardware systems. It is responsible for developing well-known and important inventions such as the Ethernet‚ laser
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JOHN F. GASKI* Several distribution channel studies have examined the effects of various sources of a channel member’s power on such phenomena as power‚ conflict‚ and satisfoction. However‚ as causal relationships among these power sources have not been considered‚ the author investigates some aspects of this issue. Specifically‚ the effects of reward and coercion on the expert‚ referent‚ and legitimate pov/er sources in a marketing channel are identified. Results indicate that (1) a supplier’s
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