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Xerox Corporation (NYSE: XRX) is a US $15.9 billion (2006), Fortune 500 global document management company. Xerox Corporation ranks 142 in the list of Fortune 500 companies. Headquartered at Stamford, Connecticut, the company has over 55,000 employees worldwide and operates in over 160 countries.
It aims to lead the digital revolution in Offices through its diverse range of color products, multifunctional devices and office services. The Smarter Document Management by it is a key in improving productivity and optimizing people, processes and infrastructure; thereby increasing the savings of a company by 30-40 %.
In summary, it stands for "Technology, Document Management, Consulting Services".
Xerox India Limited
Incorporated in 1983, it is a part of Xerox Corporation. Over the past 20 years, it has shaped the document management industry in India by ushering in the world's best document processing products and bringing innovative value-added concepts to cater to customer needs. It has successfully transitioned 3 major movements in India since its inception, from copying to printing, black & white to color and stand-alone analog to digital, networked products.
It has deployed Lean Six Sigma in its corporate culture to achieve the major goals of Leadership Development and Cultural Change.
Xerox India Limited's Vision
Its strategic intent is to become the leader in the document market in India by helping improve customer work processes and positively impacting productivity and costs. In other words, "helping people find better ways to do great work".
Business Groups
It has 3 business groups in India. These include New Office Group, Production Systems Group and Xerox Global Services.
New Office Group
The New Office Group of Xerox caters to the requirements of large and mid-sized and small enterprises, providing them with analog copiers, digital copiers, copiers-printers, advanced multifunction devices, color copiers-printers and engineering copiers. These offerings are marketed through a "Two-Tier" distribution model.
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