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Essay / Research Paper Abstract
An 8 page paper that includes these subheadings: Executive Summary; Target Markets and Strategies; Major Competitors and Market Shares; Degree of Success; Effectiveness of Marketing Strategies. Xerox is a brilliant innovator and a poor marketer. This is a company who is known as a technology innovator but it is also known for being unsuccessful in marketing and commercializing their innovations. This paper discusses these issues and reports the latest steps the company has taken to reclaim and expand its market share. Data included. 1 Table included. Bibliography lists 12 sources.
Page Count:
8 pages (~225 words per page)
File: MM12_PGxerx.rtf
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Unformatted sample text from the term paper:
major target market is the high-end copier user and this market accounts for 60 percent of their revenue. The company is losing market share to Japanese companies, like Canon and
Ricoh, however. Several years ago, the company addressed this issue by repositioning and revamping themselves, including a new logo and a new signature as The Document Company. It worked but
they began falling down again by 2000 and have posted huge losses in net income. In the last several months, Xerox has once again taken steps to reclaim its position
in the market. These steps included a new marketing campaign and providing customers the option to purchase printers Online. Only time will tell if these marketing strategies were made
in time and if they will be successful. 1. Target Markets and Strategies One of the Xeroxs primary target markets is the high end copier market.
At least "30 percent of Xeroxs installed base comprises high-end copiers" and the company has a 60 percent share of this market (Einstein, 2000). And, that is exactly the market
the Japanese companies like Canon and Ricoh are going after (Einstein, 2000). In an attempt to forestall the competition and in an attempt to narrow the gap between itself and
Hewlett-Packard, Xerox purchased the color printing and imaging division of Tektronix in 1999 (Einstein, 2000). Analysts have commented that Xerox seems to be a bit of a genius
at innovating but they cant seem to get the products produced and on the market (Einstein, 2000). Loutfy and Belkhir made similar comments: "management case studies often cite Xerox as
a classic example of a company that created yet failed to profit from breakthrough technologies that spurred the Information Age" (2001, p. 15). Over the years, Xerox has tended
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