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Xerox

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1. Resuma el sistema de control de gestión de Xerox y cuales son los elementos claves para que funcione.
Xerox era uno de los casos de empresas con éxito duradero del mundo desde 1946 hasta 1973. Este éxito se debía a la posición dominante de Xerox en el negocio de copiadoras de documentos. En 1959 Xerox introdujo la revolucionaria copiadora 914, y así comenzó uno de los lanzamientos más exitosos de un nuevo producto. Durante los siguientes años Xerox dominó el mercado de las fotocopiadoras.
La estrategia utilizada por Xerox los primeros años se basaba en hacer crecer la empresa tan rápido como fuera posible, Xerox construyo su red de negocios por todo el mundo donde se alió con socios extranjeros que le facilitaron la entrada en mercados lejanos. La visión de Xerox hasta ese minuto se basaba en la rigidez y exactitud de los sistemas, donde los directores eran aficionados a los números y para ellos los análisis nunca eran suficientes y no era relevante escuchar a los clientes
Sin embargo, entre 1970 y 1980 la compañía enfrentaba problemas, debido a que la patente original para las copiadoras expiraba en 1970, lo que dio paso a nuevos competidores, las empresas norteamericanas (IBM y Kodak) y las japonesas (Canon, Minolta y otras) , vendían copiadoras de alta calidad a un precio igualo menos al de Xerox en productos equivalentes. Debido a los precios y costos relativamente altos, la participación en el mercado de Xerox cayó a la mitad y su rendimiento sobre activos se desplomó hasta el 8%.
Estos acontecimientos obligaron a Xerox a replantear su estrategia. Xerox desarrolló una estrategia de calidad o bien un plan de revitalización corporativa denominada “Liderazgo a través de la calidad” donde los componentes más importantes son:

1. Implicación de los empleados
2. Benchmarking competitivo
Enfocándose en la estrategia de “Liderazgo a través de la calidad” el sistema de control de gestión de Xerox en resumen se basa en: * Principio general de que los directores generales de la división eran responsables de la gestión y el control de su entorno para alcanzar los resultados previstos. * Sesiones de revisión y feedback según avanzaba el proceso de planificación. * Se aplican medidas de operaciones tales como la cuota del mercado, satisfacción del cliente y varias medidas estadísticas de calidad. Complementario a las tradicionales medidas de gestión. * Función financiera y de control Comité ejecutivo Financiero (CEF) * Procesos continuos de comparación en la empresa (Benchmarking competitivo) * Mejorar la participación de la alta directiva * Grupos de responsabilidad * Cultivar continuamente la confianza en todas las direcciones de la empresa
Donde los elementos claves para que funcione son: el Benchmarking continúo y aprender del entorno para alcanzar los resultados previstos.

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