| Summary: | 碩士 === 國立臺灣科技大學 === 管理研究所 === 100 === Winding the clock back to 2006 while reached its 35 year mark in the office printing business; Fuji Xerox Taiwan received a document assessment query from retail convenient store giant 7-Eleven. There are several potential risks that come with this unique business opportunity, including the magnitude of hardware investments, obscure profit margin, unpredictable market acceptance, lack of internal resources, and dissatisfaction from other clients in retail industry owing to conflict of interest.
However, due to increasingly fierce competition and rising market maturity level, the island-wide geographical coverage of 7-Eleven will bring promising growth to Fuji Xerox Taiwan in the foreseeable future. It must re-assess its firm-wide capability and map out a clear path to resolve this business-critical dilemma. In the following discussion, we will look into the inner layer of the decision-making process of the 7-Eleven projects and how it will converge on the collective welfare of Fuji Xerox employees.
The case study will discuss a huge investment with a lot of uncertainties, starting with evaluating the fundamental elements of internal resources and how corporate create unique value among competitors by identifying its own strength. Therefore, by taking advantages of existing resources to dominate the niche market in order to achieve competitive advantages via joint efforts by multiple vendors in the long run.
The process itself is an incremental transition; it also represents corporate culture and the spirit of sustainability. In the recent trend where service-oriented business model became mainstream; how to re-align the direction the company is heading to and planning the appropriate strategies became major tasks. This case study strives to combine the theory and practical experiences in hopes of providing a solid reference for transition within a corporation.
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