Regarded as the world's largest photocopier maker Xerox has gone through a range of turbulent periods. During the 1980's of the crucial factors, which contributed to the mediocre performance of Xerox during this period was the expiration of Xerox's original patent for the plain paper copier. Xerox, after this event, was saturated and engulfed by other rising competitors within their similar industry. Competition gradually escalated and Xerox, during this futile time , had no proper business plan and strategy to face and resolve the matter at hand. The business environment slowly became dynamic and saw Xerox behind in sales and growth compared to other players in local and global industries. Japanese products became an instant hit as they did not only provide value- for-money products but presented customers with similar alternatives at a breakthrough price. During this period, although the competition was stiff, Xerox managed to re- strategize and penetrate other geographical regions . Xerox entered markets Europe, Africa, and the Middle East. To make a successful rebound, Xerox partnered with Fuji Photo Film Company in Japan to reach markets in South East Asia. This period of strategizing led by the chairman, David Kearns brought changes to reduce extreme costs in the organization. For example, there was an emphasis on making products of superior quality, eliminating the existing reporting and planning process which was highly

1 Describe in relation to the two periods how the grand strategies as describe in the case were executed

bureaucratic , and making the financial team the leading department involved with other