The case on the joint venture between Xerox and Fuji is a typical example of companies that are forming alliances to establish new units of financial power. Wrangles within an organization can put partnerships at a disadvantageous position against single-company rivals, and the capability to bring about the balance of competition and cooperation plays a crucial role in success. Considering global business and numerous enterprises, companies find it necessary to ally instead of going alone.
Alliances between companies have grown significantly since the early 1980s, as the idea of cooperation has thrived in numerous industries. However, during the same period competition among these companies have become sterner than before. Thus, recent coalitions do not overwhelm business competition which has existed for some time but transforms it giving it new approaches and shape which is lethal than the one which existed before.
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The joint venture between Xerox and Fuji corporation exhibits on how successful alliances can be if excellent procedures and policies are put in place. In the production of copiers and laser printers, Xerox did not compete with its rival, Canon, as a single business entity. Instead, the alliance of Xerox with other companies competed with Canon. The coalition manufactures products, infiltrates markets, which is very easy compared to its archrival Canon which operates on its own.
The alliance of Xerox and Fuji implied that Fuji could play a crucial role in marketing Xerox products, but for some period Xerox executives treated Fuji Xerox with benign desertion which at some point bordered on superciliousness. This incident should not have taken place, the alliance should be taken seriously, and structures put in place to ensure Fuji Xerox was in a position to be the not only market outlet but enable further infiltration into the Japanese market. However, there was a change in this approach in the 1980s, as Fuji Xerox came into rescue by the production of fantastic product breakthroughs and non-less staggering supervision of the whole process.
In the quest to infiltrate more markets and expand operations, alliance with other companies should be structured with great flexibility to be able to remain dynamic due to frequent technological changes and shifts in the market.
Fuji Xerox is globally renowned from the contribution in the production of copiers and laser printers for offices and other commercial use. Over the next five years, I would recommend the manufacture of digital multifunction devices with high-performance capabilities and high-quality output. Also, management should not neglect only focus on low-end series of copiers and printers.
The technological aptitudes of Fuji Xerox continued to expand and enlarge in the 1980s, this technical competence is reflected in the professional assistance agreement which formed the basis of manufacturing and introduction of new products into the market. Such contracts will be of importance in the integration of new technologies. For instance, the offering of Docuworks software which assists in handling scanned paper and electronic documents with a lot of easy on computers.
The launch of Total Quality Control program in the year 1975 enhanced Fuji Xerox's product manufacturing and distribution. The pivotal role of the program as manufacturing of "absolute no 1 product" which could be competitive in the market segment. The production of c.p.m was to be produced at a half the cost of the competing machines in the same category.
Manufacture of FX3500 took the Japanese market by storm recording high annual sales and winning the Japanese yearly award government for outstanding quality. To assist clients' management issues, the company can offer network- compatible scanners with inbuilt software to facilitate IC card authentication.
Fuji Xerox should focus in the provision of its services on a global scale, focusing principally on-demand printing systems and workflow support services on the digital printing technological base as well a continuous-feed and cut-sheet printing to facilitate output of information stored in mission-critical systems.
To stay in the market and to be able to remain competitive over a period, Fuji Xerox should consider adapting printing systems, for it to be able to reinforce its unified production systems, to cover all process from high-tech progress to goods expansion, manufactures and distribution of goods and services. By enforcing this agenda, Fuji Xerox will be in a position to be competitive in the office printing systems market and expand its market further globally.
Investing in Xerography technology, Fuji Xerox will be able to develop color/monochrome laser business printers. The design should incorporate a high degree of compactness, high efficiency, and quality imaging. The described model will be able to reinforce the system enhancing service centered on outsourcing of document-related operations thus satisfying changing customer needs and technological advancement ( Chesbrough, 2010).
Finally, in recent business activities and company operations, documents are crucial managerial resources, being in a position to develop a system efficient in document creation, storage and output will prove to be an excellent business idea, Fuji Xerox should continue investing in product evolution to integrate crucial features thus stay ahead in the market segment.
References
Chesbrough, H. (2010). Business model innovation: opportunities and barriers. Long range planning , 43 (2-3), 354-363.
