Xerox and Fuji Xerox
Question 1
• What were the contributions of Fuji Xerox ?How did these contributions increase over time?
Question 2
• What were the principle reasons behind Fuji Xerox’s performance ? Key Success factors ?
Question 3
• How did the organization of the relationship contribute to the success ? ( Ownership structure , contracts and personal relations )
Question 4
• Consider the options in Exhibit 11 . Which would you recommend and why
A. Independent and overlapping
Act as two separate companies serving the world market, with some coordination on business direction and strategy. No geographic constraints.
FX
XC
XC FX
B. Independent and separate
Concentrate efforts on licensed territories for core products, with multinational business as required
MARKETING
Today
C. Separate with exceptions
Same as B, but with joint or overlapping activities across territorial boundaries on case by case basis.
FXXC
XC
FX
D. Coordinated global product mandates
Worldwide and exclusive responsibility for products or product ranges manufactured under special licenses.
XC/FX
MARKETING
Future
Printers in USA
A. Independent
Each pursues own interest and becomes self-sufficient.
FXXC
XC FX
B. Coordinated (f)
Coordinated group research programs of XC and FX, with both self-sufficient and overlap.
RESEARCH
Today & Future
C. Joint
Single research organization without overlap
D. Complementary
Separate organizations operating on exclusive projects.
RESEARCH
XC FX
XC FX
1970s
A. Independent
Each development and manufacturing (D&M) organization supplies its own marketing organization (MCO).
FXXC
XC
FX
B. Complementary without overlap
Assign development roles to each organization, with no overlap allowed in development projects.
DEVELOPMENT AND MANUFACTURING
XC D&M FX D&M
MCO MCO
XC FX
MCO MCO
1970s
C. Complimentary with overlap
Same as B, but with overlap in development projects
FXXC
XC
FX
B. Complementary without overlap
Single development and manufacturing organization with individual projects targeted to needs of separate marketing organizations.
DEVELOPMENT AND MANUFACTURING
MCO MCO
XC FX
MCO MCO
FUTURE
Alliances and dynamic :they evolve in response to changes in the capabilities and needs of the partners and in the external competitive environment.Often ,the very logic of collaboration will change ,and an alliance can grow to fulfill a function different its original mission .
As a result ,they need to be managed flexibility using a wide array of organizational structures and processes. Even if one aspect of a relationship remains unchanged (eg ownership structure) ,others aspects may be used to adjust the roles of the partners.
There is an inherent and often problematic tradeoff between alliance autonomy and integration into firms strategy. The optimal balance between the two depends on the role of the alliance in the parents strategies and on market and technologies conditions .
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