Poor management Essay Example | Topics and Well Written Essays - 1750 words

Poor management - Essay ExampleThe company opened a famous research centre, the Xerox Palo Alto inquiry Centre or Xerox PARC. Until the end of 1970, Xerox dominated the market with am amazing monopoly. Its market share was 90% and this led to a dominance about it surviving new competition in the market. By the 1980s Xeroxs market share declined from 90 percent to 43 % due to the competition from Ricoh, Sharp, Cannon, Kodak and IBM. Facing a downturn in office-equipment outlays, tougher rivals, an accounting scandal, and management turnover, Xerox saw sales drop drastically. By the year 2000, Xeroxs share price had fallen below $4, from a high of $64 a year earlier. In year 2001, Xerox experienced a net loss of $293 million. That was down 1% from the year sooner and 20% off its peak of $19.4 billion in 1998.The rapid change of the technology sector makes most of the technical companies suffer. This is a common phenomenon in technological companies were the buzz phrase is The techno logy is obsolete by the time you hear about it With a rapidly evolving technological market, complacency is the first causative reckon for decline. The office equipment industry is a technology driven industry. The fast development of hardware and software as well as mass consumption much brings down the prices rapidly. There has been increasing cost pressures and price competitions in this industry.Xerox being in the office equipment industry is susceptible to a lot international environmental factors as well. With the globalization, bringing the world closer together and opening up the arena to much acquisitions and mergers companies have now more dynamic proceeds lines brought upon by consolidation of the companies.The ever-changing global parsimony brings both opportunities and threats. Deregulation of the trade economies and lowering import barrier for goods offer more incentive to more players. Xerox was also affected by the economic uncertainties and the recession of ea rly 90s and early 2000s. These contributed to lesser capital spending which influenced its overall profitability. The uncertainty in the economy created significant challenges in driving revenue growth, especially in the technology sector where customers were delaying capital spending. Failure to move into digital age productsXerox, which was using the digital interface in its research center failed to see that it was the heartbeat of the future. It was one of the great fumbles of all time. In the 1970s, Xerox Corp.s Palo Alto Research Center (PARC) highly-developed the technologies that would drive the personal computer revolution. By 1979, we had it all--graphical user interfaces, mice, windows and pull-down menus, laser printing, distributed computing, and Ethernet, recalls M. Frank Squires, a PARC founder in 1970 and now chief administrative officer of Sematech Inc., the chip-industry consortium in Austin, Tex. Xerox had the PC and networking businesses firmly hooked--but didnt try to reel them in. It did not even patent PARCs innovations. Management was too preoccupied with aggressive competition from Japan in its core copier business, says CEO Paul A. Allaire. If we had been good, we could have done both. We probably should have, he admits. Instead, PARCs technologies became the foundations for such icons as Apple Computer Inc. and 3Com Corp. Apple co-founder Steven P. Jobs visited