Phase 1 - Course recognition

José Ricardo Rolón

Cód.

Presentado a:

JUAN MIGUEL OLAVE

Strategic Management

Course 9

UNIVERSIDAD NACIONAL ABIERTA Y A DISTANCIA UNAD

INGENIERÍA INDUSTRIAL

2020
 TABLE OF CONTENTS

Pag.

1. INTRODUCTION ............................................................................................................................... 2
2. OBJETIVES ....................................................................................................................................... 3
3. PROFILE UPDATE SCREENSHOT....................................................................................................... 4
4. SOCIAL INTERACTION FORUM PARTICIPATION SCREENSHOT ........................................................ 5
5. ARTICLE REVIEW.............................................................................................................................. 5
6. CONCLUSIONS ................................................................................................................................. 7
7. REFERENCES .................................................................................................................................... 8

1. INTRODUCTION

This paper aims to recognize experiences of real companies in order to understand the

importance of strategic management in the leadership of companies that are leaders in their

economic sectors. This will be done through an analysis of the Xerox case, understanding

their strategy and how they planned the future of the company.
 Additionally, this work will initiate the course of Strategic Management, through a

recognition of the contents of the course and the corresponding presentations in the forum of

social interaction and via Skype.

2. OBJETIVES

 Update the student profile.

 Review the contents of the subject and the different environments of

the platform identifying the resources and purposes of the course.

  Make the personal presentation in the Course's General forum at the

Initial Environment

 Contact the tutor via Skype

 Perform an analysis according to the article on the Xerox case.

3. PROFILE UPDATE SCREENSHOT

 4. SOCIAL INTERACTION FORUM PARTICIPATION SCREENSHOT

5. ARTICLE REVIEW

On February 5, 2019, Xerox executives gathered their investors and told them, and the

world, about their new strategy and the planning that had been done for the following years,

until 2021. This planning was based on the company's new slogan: "Made to think".

Xerox's proposal was to reinvent itself and improve, starting with a new slogan, a

phrase that frames the new generations and technological innovation, which encourages

intelligent work and the search for solutions using technology.

Xerox CEO John Visentin, who preceded the meeting, said, "By simplifying our

operations, instilling a culture of continuous improvement, investing in growth areas, and

capitalizing on new and adjacent market opportunities, we anticipate we can achieve flat to

growing revenue.

by 2021, while driving continued annual adjusted earnings per share expansion,

including at least four dollars of adjusted earnings per share in

2020, and delivering over three billion of cumulative free cash flow over

the next three years,". In other words, the Xerox CEO states that with the

improvements proposed and the strategies that will be implemented, an increase in the
company's stock performance will be achieved, in addition to increasing the participation in

new markets, which translates into a great cash flow at the end of the planned period.

This strategy implemented by Xerox shows the importance of planning in the

leadership of a company, mainly when it has gone through a crisis as it was the case of Xerox

with its legal fight with Fujifilm. A good planning allowed Xerox to have a goal to aim at,

goals to be achieved through the joint actions of the whole company.

Among the main objectives that will be set, Xerox proposes: annual improvements in

its revenues, expansion of the adjusted operating margin by more than 200 basis points in the

next three years, expansion of the adjusted earnings per share of at least 7% per year, a free

cash flow of more than 3 billion dollars in the next three years and the delivery of 50% of the

free cash flow to shareholders.

Among the different strategies proposed, the most important is to cut all unnecessary

costs, a cut that would be at least $640 million per year. Through a market analysis, Xerox

intends to expand its participation in new markets and strengthen the existing ones, thus

participating in markets such as: banking sector, telecommunications, health sector,

automotive sector, government and large universities. In terms of new markets, it aims to

expand into markets such as: digital packaging, 3D, Sensors and services and AI assistants.
 6. CONCLUSIONS

All Xerox's planning efforts are aimed at continuous improvement and increasing

profits, and although planning is an essential step within a company, it must be taken into

account that the market is dynamic and subject to sudden changes that can change conditions

from one moment to the next. Extraordinary situations such as the COVID-19 pandemic can

affect a company's planning, so business leaders must have the ability to flexibly adapt their

planning to changes in the marketplace.

 7. REFERENCES

Xerox Outlines the Next Three Years of the Company’s Corporate Strategy and Plans.

(2019). Seybold Report: Analyzing Publishing Technologies, 19(4), 2–7.