1.Performance and the alliance before 1990 Evaluation of success Measure of the success Success measure vs.success factors Key success factors Transition 11
11 1. Performance and th 1. Performance and the alliance before 1990 e alliance before 1990 ¾ Evalu a t ion of success ¾ Measure of the s uccess ¾ Success measure vs. success factors ¾ Key success factors ¾ Transition
An effective question with which to begin the evaluation of the alliance is: >"What was the role of Fuji Xerox in Xerox's global strategy before 1990?" 12
12 ¾ An effective question with which to begin the evaluation of the alliance is: ¾ “What was the role of Fuji Xerox in Xerox’s global strategy before 1990?
Key poi nts 1.Fuji Xerox enables Xerox to sell in the Japanese market,as the government requires a joint venture as that time.This point highlights the role of the government policy in alliance strategies. > 2.Because Fuji Xerox was driven by the needs of the Japanese market,it developed capabilities and products that were different from those of its American parent,and that later turned out to be valuable.Simply put,it developed small copiers,while Xerox ignored this segment. 13
13 Key points Key points ¾ 1. Fuji Xerox enables Xerox to sell in the Japanese market, as the government requires a joint venture as that time. This point highlights the role of the government policy in alliance strategies. ¾ 2. Because Fuji Xerox was driven by the needs of the Japanese market, it developed capabilities and products that were different from those of its American parent, and that later turned out to be valuable. Simply put, it developed small copiers, while Xerox ignored this segment
3.Later on,Fuji Xerox provided Xerox with a "window"on the Japanese competition-their technologies,the features they were working on their strategies,and so on.Due to contacts between engineers and general publicity in Japan surrounding new products,Fuji Xerox would learn about new developments long before they were embodied in exports to U.S.. 4.Fuji Xerox benefited directly from the technologies being developed in related industries in Japan,just as its local competitors 14
14 ¾ 3. Later on, Fuji Xerox provided Xerox with a “window” on the Japanese competition—their technologies, the features the y were working on, their strategies, and so on. Due to contacts betwe en engineers and general publicit y in Japa n s urrounding new product s, Fuji Xerox would learn about new developments long before they were embodied in exports to U.S.. ¾ 4. Fuji Xerox benefited directly from the technologies being developed in related industries in Japan, just as its local competitors
5.Fuji Xerox also helped Xerox learn new management approaches,l.e.Total Quality Management.This idea,too,was developed in the Japanese environment and transferred back to the U.S.operations. 6.By being in the domestic market of Xerox's new competitors,Fuji Xerox kept these new entrants from establishing a monopolistic position at home that might have been used to support aggressive pricing of the exports. While Xerox executives clearly recognize this role. 15
15 ¾ 5. Fuji Xerox also helped Xerox learn new management a pproac h e s, I.e. Total Quality Management. This idea, too, was developed in the Japanese environment and transferred back to the U.S. operations. ¾ 6. By being in the domestic market of Xerox’s new competitors, Fuji Xerox kept these new entrants from establishing a monopolistic position at home that might have been used to support aggressive pricing of the exports. While Xerox executives clearly recognize this role