The most significant transformation was the for $6.4 billion. Overnight, Xerox became a giant in business process outsourcing (BPO) – managing payroll, healthcare claims, HR, and IT systems for corporations and governments. This was a radical departure from copiers. By 2016, services accounted for over 50% of Xerox’s revenue.
Xerox was blindsided. Its costs were high, its product line was outdated, and its quality had declined. By the early 1980s, Xerox’s market share in copiers had collapsed from nearly 100% to around 40%. The company faced a near-death experience. xerox wikipédia
Xerox had invented the digital future and then failed to own it. It is the ultimate case study in – a market leader so wedded to its existing customers and profit model that it cannot see (or act on) the disruptive technology it has created. III. Decline, Restructuring, and the Japanese Onslaught (1980s–1990s) While Xerox played in the high-end, slow-to-market workstation space, its core copier business was attacked from below. Japanese companies, led by Canon , exploited a loophole. Xerox’s patents expired in the late 1970s. Canon introduced a radically different business model: the personal or desktop copier (e.g., Canon NP-200). Instead of leasing large, complex machines that required service technicians, Canon sold small, cheap, reliable copiers using a replaceable cartridge system (the "all-in-one" toner, drum, and developer unit). This shifted maintenance from a trained technician to the user. The most significant transformation was the for $6