TAILIEUCHUNG - xerox corporation the customer satisfaction program
The major producers were developing new products that utilized digital copying technology as opposed to light/lens technology. Some analysts expected that market growth in the nineties would be driven by "smart" multifunction devices that combined copying, faxing, scanning, and electronic printing functions. Competitors with direct sales forces would have an advantage because the complexity and pricing of these machines was too high for effective dealer distribution. Color copying represented another potential growth area. The color copier market was expected to grow from about 6,000 units ($354 million in revenues) in 1989 to almost 60,000 units ($2 billion in revenues) by 199. | Harvard Business School 9-591-055 Rev. January 12 1993 Xerox Corporation The Customer Satisfaction Program We achieve customer satisfaction through dedication to quality in everything we do Xerox Corporation 1987 Annual Report Cover In both our businesses customer satisfaction is the key to our success. Xerox Corporation 1988 Annual Report Cover The Malcolm Baldrige National Quality Award. Xerox Corporation 1989 Annual Report Cover Xerox people are on a crusade to be the industry leader in all aspects of customer satisfaction. And we re making good progress. We have improved customer satisfaction by 35 . Dataquest now rates our products as number one in five out of six market segments. Datapro has named our 1090 copier the best overall copier in the world. President Paul Allaire Xerox 1989 Annual Report Xerox embarked on an ambitious program in the early 1980s to regain its eroded leadership in the copier industry an industry it virtually created with the introduction of its model 914 in 1959. During the 1970s Xerox customers had become disappointed with Xerox quality and service and the company lost significant market share to domestic and Japanese competitors. An obsession with quality and customer satisfaction cost reductions restructurings and new products helped Xerox stem its eroding market share and regain market leadership in multiple markets and multiple market segments. Xerox gained 1 to points in market share every year since 1983. The Leadership Through Quality strategy had been in place since 1983 and customer satisfaction had become the first corporate priority since 1987. All this appeared to have paid off with Xerox Business Products and Systems winning of the prestigious Malcolm Baldrige National Quality Professor Melvyn . Menezes and Research Associate Jon Serbin prepared this case as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright 1991 by the .
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