Research Paper on:
Change at Xerox; A Case Study

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need for a change in strategy. The company had adopted the place of a market leader. However, the market had been successfully segments by the Japanese rivals to gain a  foot hold with the smaller to medium sized business. Once in the market their names were branded, and they may have been seen as a potential threat. Xerox lost its  number one position in this market, but although it retained it in the upper segment of the market, this was under threat. To look at the way that the  company needed to change there was a need for the company to re-brand, make sure that they focused their strategy and market placement with the new market needs as well  as concentrated on their core competences. Re-branding takes time, but it serves several purposes, it renews the lifecycle of the product with the new image, as well as giving the  company a chance to capture new parts of the market (Kotler, 2000). In undertaking this there is also a required lead period, as there is with any new product,  this was recognised in the way the company was renamed in line with the customer needs, now longer was documentation only photocopying, but a wider range of services. These were  services the company offered, but by changing the focus to documentation the customers mind was also being refocused by the company on the wider range of services they could offer.  The idea being that the greater the perception of knowledge the less likely that existing customers would look elsewhere. Therefore, as well as attracting new customers, this was aimed at  maintaining and building the loyalty of the existing customer. We can also argue that in making this change there was a recognition of the increasing competitiveness of the market and