Thursday May21st, 2009
Sunny Chohan
Marc Duprat
Jen Gustafson
Tiffany Koberstein
Dustin Springett
Robert Tetrault
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Xerox – The Organization
XHK Organizational Problems
Information Aspect of Problems
(cont’d)
Alternatives
Analysis
Solution
Messages for Modern Leader
1. Describe the Organization
2. Define Organizational
Problem
6. Analyze pros/cons to
alternatives
3. Define Information Aspect
of the problem
7. Select your solution and
analyze advantages
Is it electronic IT/IS involved
8. Derive messages for
modern leader
4. Analyze how IT/IS impacts
on information aspect of the
problem
5. Define IT/IS based
alternatives for solving
information/organizational
problem
•1938 – Charles Chester created first xerographic image
•1947 – The Haloid Company acquired rights eventually
resulting in “Xerox” machines
•1960’s – Xerox Hong Kong (XHK) established
•2008 – Profits of ~17.6 billion
•Products include publishing systems, copiers, printers,
scanners, fax machines, document management
software, etc
•By 1980, market share was <50%
•By 1997, losses reversed by implementing total quality
management
•Strong focus on customer care
•Heavy investment in R&D
•XHK: leader in local market, with 17% market share
•Better service, flexible financing, and total satisfaction
guaranteed
• Currently 57,100 Xerox employees worldwide
•By 1997, XHK employed 500 people
•Sales department organized into 3 major groups:
•(1) Systems
•(2) Key Accounts
•(3) General Accounts
•Telemarketing,
Nominated Accounts, Major Accounts, &
Educational Accounts
1. Describe the Organization
2. Define Organizational
Problem
6. Analyze pros/cons to
alternatives
3. Define Information Aspect
of the problem
7. Select your solution and
analyze advantages
Is it electronic IT/IS involved
8. Derive messages for
modern leader
4. Analyze how IT/IS impacts
on information aspect of the
problem
5. Define IT/IS based
alternatives for solving
information/organizational
problem
•Operational Problems
•Poor internal communications strategy
•Management over-involved
•Reports and
meetings consume ~1/3 of each sales reps’ time
•Paper documentation inefficient
•Equipment inefficiencies
•1 computer per 2 sales reps
•3 printers
•Untimely access to new hardware/software
•Human resource inefficiencies
•Accounts moved amongst staff yearly
•Began to fill positions on NA and MA teams with inexperienced
workers
1. Describe the Organization
2. Define Organizational
Problem
6. Analyze pros/cons to
alternatives
3. Define Information Aspect
of the problem
7. Select your solution and
analyze advantages
Is it electronic IT/IS involved
8. Derive messages for
modern leader
4. Analyze how IT/IS impacts
on information aspect of the
problem
5. Define IT/IS based
alternatives for solving
information/organizational
problem
OSCARR customer database
•Shared with Xerox Australia and located in Australia
•25% of information was obsolete (data not
recorded/mishandled/outdated/duplicated inconsistently)
•Reps, engineers and managers were not allowed to modify
customer information directly – was read only
•Only one person could enter the data, and there was 1-year
backlog for changes to be made
•When a sales Rep left the company, the information was
lost
Information Management
•XHK used other databases (Electronic Client Profile) but it
was not accessible or linked to OSCARR
•Communication between databases relied on paper
•IT responsibilities were outsourced to AIS (only 2 in-house
IT employees), which presented numerous problems:
-no hardware/software changes without AIS consent
-lengthy delays to get simple things done (new phone)
-IT projects were behind schedule
-AIS does not understand the needs of XHK
Resulting IT/IS Problems
-Problems often occur when scheduling meetings/service
calls/client follow-ups
-Only sales reps get access to client profiles
-Lack of efficient day planner system made reps miss
important deadlines
-Hierarchy of XHK was not flat
-Reps were not using email and were weary of technology
Resulting IT/IS Problems
Poor systems support to distributing business
-Off-site sales reps did not have access to timely info
-Managers could not monitor sales reps’ activity in real
-Wrong machines get sent to wrong clients
-Clients not able to check in during day with manager
1. Describe the Organization
2. Define Organizational
Problem
6. Analyze pros/cons to
alternatives
3. Define Information Aspect
of the problem
7. Select your solution and
analyze advantages
Is it electronic IT/IS involved
8. Derive messages for
modern leader
4. Analyze how IT/IS impacts
on information aspect of the
problem
5. Define IT/IS based
alternatives for solving
information/organizational
problem
Alternative 1:
•Do nothing – Keep the current SAMP
Alternative 2:
•Implement full digital SAMP system
•Paperless system
•Develop in-house without help of AIS (Automated
Information Systems)
•Develop in cooperation with AIS
•Pay to license existing SAMP from Xerox Corporate Office for
software only available in English
Alternative 3:
•Hybrid model
•Implement digital SAMP system while keeping part of the
process done by the old method
1. Describe the Organization
2. Define Organizational
Problem
6. Analyze pros/cons to
alternatives
3. Define Information Aspect
of the problem
7. Select your solution and
analyze advantages
Is it electronic IT/IS involved
8. Derive messages for
modern leader
4. Analyze how IT/IS impacts
on information aspect of the
problem
5. Define IT/IS based
alternatives for solving
information/organizational
problem
Pros and cons for each alternative:
•Alternative 1 (Do nothing) – Pros
•No large investment
•Saves time and money (short-term)
•No competitors have full digital SAMP
•Alternative 1 (Do nothing) – Cons
•Current OSCARR system has 1 year backlog for updating
customer information
•Management time not spent on value added activities –
much is spend on monitoring sales associates
•Worker morale – 8am – 9pm. Office is full until 7pm
usually in part due to lack of efficiency in sales process
•Customer service quality – difficult for sales staff to keep
track of customer details on paper based system
•Security issues
•Alternative 2 (Implement Digital SAMP) – Pros
•Improved customer service quality
•Enhanced productivity
•Improved Security
•Management can focus on value added activities
•Flatter, lean organization
•Increased level of distribution in sales staff and IS
•Host-based hierarchy or hybrid enterprisewise system
•Alternative 2 (Implement Digital SAMP) – Cons
•Designing system
•Lack of management support
•Expensive
•Lack of computer literacy among sales staff
•Organizational culture and business culture in Hong
Kong doesn’t support implementation
•Large IT projects are risky
•Alternative 3 (Implement Hybrid Digital SAMP) Pros & Cons
•Many pros and cons the same as two other options
•Pros
•Eases staff into IS change
•Less initial cost (less training and IT implementation)
•Cons
•Mixed signal to staff
•Could create design problems
1. Describe the Organization
2. Define Organizational
Problem
6. Analyze pros/cons to
alternatives
3. Define Information Aspect
of the problem
7. Select your solution and
analyze advantages
Is it electronic IT/IS involved
8. Derive messages for
modern leader
4. Analyze how IT/IS impacts
on information aspect of the
problem
5. Define IT/IS based
alternatives for solving
information/organizational
problem
External Factors:
Internal Factors:
•Improved technology
•Inexperienced salespeople
•Increased competition
•Hands-on management
Full paperless SAMP
Key advantages:
•Increased efficiency, effectiveness, accuracy
•Reduced costs
•Integrated teamwork
•Good fit with Xerox corporate direction
XHK’s Chosen Solution
 In 1999, Xerox implemented:
Chrisles
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II.
III.
Oracle – Inventory, order entry, general ledger, A/R
Tesserac- Managing service information
Abacus- Billing and customer information
Critical Business Information
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Marketing Database
CBI - Pros
 Sales agents are able to track their work
 Managerial analysis of the entire database is quick and
cheap
 The data entry process has been standardized to allow
for minimum use of the keyboard
CBI - Cons
 Lack of integration between the Chrisles modules and
CBI
 Reps still have to remember what happens all day if
they are on sales visits
 Standardization of entry leaves no room for flexibility
How to Improve CBI
 Improve the integration between all electronic systems
 Make it mandatory for all Reps to input their sales
information to ensure rich data available for
managerial analysis
 Provide training in proper data entry
Quality Improvements:
•QIT’s
•1/3 of employees in improvement projects
•6 sigma concepts since 2001
•Heavy investments in training and development
Customer Access Improvements:
•24/7/365 online support
•Drivers downloadable online
•Meter readings, contact information online
•Machine maintenance forms
•Auto Pay services
1. Describe the Organization
2. Define Organizational
Problem
6. Analyze pros/cons to
alternatives
3. Define Information Aspect
of the problem
7. Select your solution and
analyze advantages
Is it electronic IT/IS involved
8. Derive messages for
modern leader
4. Analyze how IT/IS impacts
on information aspect of the
problem
5. Define IT/IS based
alternatives for solving
information/organizational
problem
1.
Be proactive, not reactive
2. Look at where you want to be, not where you are
3. Use IT/IS as a tool to meet your strategic objectives
www.xerox.com