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Выбор редакции
14 февраля, 14:23

Новая технология позволит начать практическое применение имплантатов для головного мозга

Ученые приступили к испытаниям новой конструкции имплантата для головного мозга, предназначенного для восстановления зрения у слепых

14 февраля, 02:29

The Ultimate Nemesis: "It Costs Too Much"

It's human nature to look at any solution, particularly a premium-priced solution, and balk at its cost. At first glance, who wants to buy a premium-priced product when there's another one - that costs far less - sitting right next to it? You don't have to go any further than your mailbox to get the answer to that question. Go online or to your local hardware store, and price out mailboxes. If you do, you'll see a number of mailboxes, many of which will run you between $15 to $30. They look terrific, and as many of them are plastic, you won't even have to worry about them rusting. And then there are a few others. For the sake of this BLArticle®, let's look at just one that is called, "The World's Toughest Mailbox." At first glance, it looks a whole lot like the other mailboxes, but along with its mounting bracket, it costs almost ten times as much as the other mailboxes. But when they call something "The World's Toughest Mailbox," they aren't kidding around. Here are just a few of the comments posted on their site by those who purchased this mailbox: "I've had this mailbox for at least 10 years. I bought it after having countless others destroyed by kids with baseball bats. It is super tough and will last forever." "I've had this mailbox for over a year now and I absolutely love it. You won't believe how heavy it is! A vandal tried to knock this one down shortly after it was installed and it left only a tiny dimple. The flag alone probably weighs as much as the traditional sheet metal mailboxes that are so flimsy. I'm sure with a coat of paint every 10 years this will last a lifetime." I'm sure this mailbox will last a lifetime, and therein lies magic. "In the absence of value, price is always the most important criteria." Unfortunately, we don't understand the value until our solution, or in this case, our mailbox, is destroyed. This is an issue that has plagued salespeople forever. Sadly, if you aren't working with a well-trained salesperson, it plagues you as well. The answer is found in a three-letter acronym called "T.C.O.," which stands for Total Cost of Ownership. When moving someone to a T.C.O. conversation, the question is a simple one: "When you say it costs too much, are you referring to the cost of buying it, or the cost of owning it?" Be prepared to see a slightly confused expression, and to hear the words, "I don't understand the difference." That's when you can spring to action and help someone understand the total cost of ownership. In this case, it might sound something like this: "Well, the cost of buying this mailbox is significantly higher than the other mailbox you are comparing it to. I don't question that for a moment. But the cost of owning this mailbox involves all the numbers associated with this purchase. Those would include the cost of replacing the other plastic mailbox itself, the cost of replacing the bracket and post, installation costs, potential costs involved with missing mail and bills that might be part of that lost mailbox, and worst of all, doing this over and over again. You see, when you add all the numbers associated with the purchase of this mailbox, "The World's Toughest Mailbox" will be far less to own than the other mailbox you are looking at. Isn't that what you want to accomplish with this purchase decision?" For those who are objecting to price, the key is to get them to look at the total picture of the solution they are considering. It doesn't matter if it's a tangible, or an intangible, solution. Over the past 25 years, I've taught many clients to use the T.C.O concept, including doctors, lawyers, and even hostage negotiators. Over and over again, I've seen how the T.C.O. can help others to look past the present, and into the future with all kinds of scenarios. Cost is an objection that should not surprise anyone, and being distracted from considering total costs is the norm, not the exception. The concept of T.C.O. is one major reason why premium companies like Xerox and Apple survive. If you sell premium priced solutions, it comes with the territory, and should be expected. So should a friendly reminder to your clients that you get what you pay for. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

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09 февраля, 09:00

Выбираем цветной лазерный принтер Xerox в офис

Ещё недавно цветной принтер можно было увидеть лишь в офисах дизайн-студий, рекламных агентств, архитектурных бюро или в отделах маркетинга крупных компаний. Технологии цветной печати Xerox совершенствуются, стоимость отпечатков уменьшается, а качество растёт, так что цветные аппараты теперь все чаще заказывают самые разные организации. Цветовыделение считается важным приемом привлечения внимания к информации, поэтому многие стали пользоваться цветной печатью для оформления внутренней документации: отчетов, презентаций, графиков и диаграмм.

Выбор редакции
04 февраля, 01:21

Xerox's Ursula Burns: Business is made for men

Read full story for latest details.

02 февраля, 17:30

Do Happy Employees Boost Stock Returns?

Every business aims to have happy employees. Should investors do the same? How does employee happiness affect stock returns?

Выбор редакции
02 февраля, 17:23

BRIEF-Xerox and EFI partner to give customers best in class digital front ends

* Xerox and EFI partner to give customers best in class digital front ends

02 февраля, 16:00

How to Overcome Executive Isolation

The loneliness that often comes with being a CEO may seem like a small price to pay for the rewards, recognition, and power that come with the job. As the old joke goes, “It might be lonely at the top, but the view is terrific.” But being isolated at the top can compromise your decision making and leadership effectiveness, both of which require having as much firsthand information about a situation as possible. Senior executives tend to be shielded from organizational problems and data; they are given limited and filtered information about their operations, employees, and customers. While time constraints make some of this filtering necessary, having a layer of handlers who make their own decisions about what the leader should or shouldn’t see exacerbates the isolation. For example, when James Wolfensohn first became president of the World Bank, in 1995, he went on fact-finding trips to developing countries to understand the kinds of projects that the bank was doing. After several visits he realized that he was only being shown successful projects, smiling villagers, and grateful government officials. He told me that he eventually learned to stray from his tour guides so that he could meet people who hadn’t been prepped for his visit, to see what was really happening. This dramatically changed his assessment of how much of the bank’s aid was getting through the local government, to the people who really needed it. As I’ve written previously, deference to authority is deeply engrained in most societies. So it’s natural for employees, even at the highest levels, to occasionally hold back opinions and feelings that they fear might contradict or irritate the boss. For example, one executive director of a nonprofit told me that when she was appointed to the position, after many years in the organization, long-time colleagues stopped inviting her to birthday celebrations and other social events. They felt uncomfortable socializing with her, and this isolated her from much of the day-to-day life of the organization. She was left with fewer relationships and more uncertainty about what was going on. Subordinates will be even more fearful or sycophantic if the boss is insecure or capricious — and power may make leaders less likely to listen to others’ advice, as one study found. These CEOs become supported by a team of “yes-sayers,” people who don’t push back on bad decisions or offer different opinions. They create an echo chamber that amplifies their views rather than enriching them. Several years ago, for example, I worked with a senior executive who was competing for the top job at his firm. To help make his case, he assembled a brain trust of people with different opinions to help him develop positions on the challenges facing the company. This impressed the board so much that they selected him as the next CEO — despite the fact that he had less experience than his rivals. However, as CEO he stopped meeting with his brain trust and removed the two executives who had been his competitors. He felt he no longer needed to listen to contrary opinions. He staffed his senior team with cheerleaders who supported his views, while those who disagreed or had bad news about what was happening in the company kept quiet. Two years later, the board dismissed the CEO because his plan for the company wasn’t working. So what can you do to reduce executive isolation? First, raise your antennae to the possibility that you’re experiencing it. Isolation is often hard to detect. Moving into a senior role is exhilarating and requires a huge expenditure of time and energy to get adjusted. While that’s happening, others may start effusively agreeing with your ideas or trying to anticipate your every need. You may notice people trying to “help you” by handling demands that they consider lower priority. After a while, these patterns start to become the new normal. So ask yourself if you are starting to feel isolated and disconnected. Are employees challenging your thinking, or just saying what you want to hear? Are you getting firsthand exposure to situations and seeing raw data, or is everything being filtered and prioritized to make it easier for you to get the big picture? Second, get out of the bubble. All senior leaders are surrounded by physical or virtual trappings of office — the formal decor, the board dinners, the financial reports, the assistants that manage travel and scheduling, the intensive calendar that leaves little time for reflection. To break through the isolation, you need to periodically escape. The TV reality series Undercover Boss, in which the head of a business masquerades as a new employee, is one (extreme) example of how to learn what is really happening on the ground. But there are other, less dramatic techniques, too. For example, when Xerox was undergoing its turnaround under Anne Mulcahy, in the early 2000s, each member of the senior team took responsibility for a small portfolio of key customers. This forced them to go meet these customers and hear how they felt about the company. Fidelity used to require all senior people to spend time fielding calls on their customer service line, which gave them direct contact with customers. Executives can institute skip-level meetings, where they talk with lower-level teams (without their bosses being present) about business conditions, customer reactions, and how to implement strategies. They also can conduct town halls, where employees ask questions and engage in conversations. Creating these listening posts gives executives unfiltered data to factor into their decision making. Finally, tell your senior team to push back when they disagree and to challenge your thinking. Make sure that you have team members who have the courage to speak up and can be critics. This is easier for some people than for others, so you should actively recruit or promote at least two or three people who will serve as important counterpoints. You need to have the strength of ego to let them challenge you, both privately and during team meetings, and to really listen to their ideas. It won’t always be easy, and sometimes you may need a coach to help you with this process. Executive isolation is an inevitable part of the senior leader’s job. Whether it compromises your ability to make decisions and to move the organization forward, however, is up to you.

Выбор редакции
31 января, 17:54

Xerox (XRX) Q4 Earnings in Sync, Provides 2017 Guidance

Xerox Corporation (XRX) reported relatively modest fourth-quarter 2016 results.

31 января, 17:22

Квартальная прибыль Xerox снизилась на 29% г/г

Американский производитель принтеров Xeroxзафиксировал снижение квартальной прибыли. Так, в четвертом квартале чистая прибыль от продолжающихся операций снизилась на 29% г/г с $256 млн до $181 млн, при этом скорректированная прибыль на акцию составила 25 центов, совпав со средними прогнозами аналитиков. Выручка в рассматриваемом периоде уменьшилась на 7% г/г до $2,73 млрд, в то время как аналитики в среднем ожидали $2,77 млрд. Компания ожидает, что в 2017 г. скорректированная прибыль окажется в диапазоне от 80 до 88 центов на бумагу, тогда как аналитики в среднем прогнозируют 88 центов на одну бумагу. Стоит отметить, что в четвертом квартале компания Xeroxосуществила разделение бизнеса на две части: основное направление деятельности по производству принтеров и направление услуг, в 2010 г. приобретенное у Affiliated Computer Services за $6 млрд.

31 января, 16:30

Квартальная прибыль Xerox снизилась на 29% г/г

Американский производитель принтеров Xeroxзафиксировал снижение квартальной прибыли. Так, в четвертом квартале чистая прибыль от продолжающихся операций снизилась на 29% г/г с $256 млн до $181 млн, при этом скорректированная прибыль на акцию составила 25 центов, совпав со средними прогнозами аналитиков. Выручка в рассматриваемом периоде уменьшилась на 7% г/г до $2,73 млрд, в то время как аналитики в среднем ожидали $2,77 млрд. Компания ожидает, что в 2017 г. скорректированная прибыль окажется в диапазоне от 80 до 88 центов на бумагу, тогда как аналитики в среднем прогнозируют 88 центов на одну бумагу. Стоит отметить, что в четвертом квартале компания Xeroxосуществила разделение бизнеса на две части: основное направление деятельности по производству принтеров и направление услуг, в 2010 г. приобретенное у Affiliated Computer Services за $6 млрд.

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Выбор редакции
31 января, 16:14

Xerox shares down 2.9% premarket

This is a Real-time headline. These are breaking news, delivered the minute it happens, delivered ticker-tape style. Visit www.marketwatch.com or the quote page for more information about this breaking news.

31 января, 16:14

Xerox (XRX) Reports in-Line Q4 Earnings, Revenues Decline

Xerox (XRX) reports in-line fourth quarter 2016 earnings but revenues decline year over year.

31 января, 03:58

Enterprise 4.0: The Top 10 Tech Trends That Will Transform 2017

If you are like me you are running hard to keep up with the latest innovations in tech, what's next for business and how the enterprise will navigate change. I am working to keep my clients and my myself Future Smart. I am learning new things everyday about how tech is changing business models, strategy, markets and society. Enterprise 4.0 is the next evolution of business. If you consider that there have been four stages of business where innovation has made a difference, then maybe you too can see this coming. You can see where we are going as a global civilization based on the use of innovation to enhance the productivity of work. Innovations have been getting smarter and more productive in delivering value. Enterprise 1.0 was the industrial revolution born in the late 1800's when automation, such as the automobile was first made, the emergence of mass production in factories became a game-changer. Enterprise 2.0 was led by the integration of early automation into rethinking work roles and processes. More sophisticated automation led to more productivity. This was still prior to computers being invented and even automation such as robots being used throughout the factory and organization, as occurred in the next stage of Enterprise 3.0. The use of computers and robots in Enterprise 3.0 was a central game-changer that after Post-World War ll led to a world of prosperity, progress and productivity increases. Quality of life increases and globalization, ecommerce and mobile communications created a different type of enterprise--global, digital and based on the emerging knowledge economy. Enterprise 4.0 is the next stage of the evolution of global business and the global economy. This wave will be characterized by artificial intelligence, robotics, analytics, data, prediction, knowledge engineering, virtual reality, the blockchain and digital web innovations like IoT. This parallels Industry 4.0 that relates to factory automation but goes beyond the factory into all aspects of the global economy. Challenges unique to Enterprise 4.0 such as the role of talent, AI economy, social responsibility, new jobs and global trade will make this evolution of business difficult to accurately predict the outcomes--but predict we must. We are facing a New Future of challenges we have never faced before. Will there be a future of work and jobs for humans if we automate every work process? I forecast that Enterprise 4.0 will become a significant transformation in global business culture and economics; one in which fundamental issues related to work, jobs, education and global competition will be disrupted. No one is ready for this change. As my job is a futurist well, I am doing my part to give you a heads up. This is both exciting and paranoid as Andy Grove the former CEO from Intel used to say, only the paranoid survive. That may sound spooky but true. Now I understand his mindset that led him a decade plus ago to be paranoid. He was keeping an eye on the future from his perch at Intel. He ran the future of Moore's Law, Gordon Moore was just down the hall at the company. We all live in the world shaped by Moore's Law--faster, cheaper, smarter tech is everywhere. Enterprise 4.0 will redefine business strategy. You are going to have to embrace fast these top ten trends, drivers of Enterprise 4.0, that will rock our world in 2017. And I do mean disrupt because if you have taken a deep dive and looked around what you will find is that most of your competitors have embraced two or more of these trends. Are you playing catch up or leading the crowd? That is a leadership choice. If your in the enterprise space, small or large, local or global, legacy or startup--you have to move move fast as I have been telling my clients. Explore, adapt, be agile, innovate faster or else be left behind. Innovation is the only competitive advantage. Right about now your saying " I knew this so?" Well here it is. These trends are not about the technology but about the trends that the technology is shaping. Enterprise 4.0 is about these tech trends and more. Here is my hit list of what tech trends are coming and why you should pay attention, maybe rethink your strategy, business value proposition and mission. Xerox doesn't make copiers anymore. They morphed. Kodak is out of the picture--really. Apple's computers are not where they make all their profits. Many companies have missed the trends that realign and transform the marketplace. But you don't want to miss Enterprise 4.0. So listen up. Here is your strategy review for what's coming this year. Don't wait to embrace the future. Be smart. Be Future Smart and embrace with agility what is coming fast. Enterprise 4.0 is a comprehensive shift in the reality of business. Here is a short list of what to watch for that will transform 2017. 1. AI Everywhere Deep learning, machine intelligence, neural networks are transforming every business process. The enterprise will be transformed by AI--knowledge engineering transactions will shape every business this year. Get ready. 2. Virtual Reality Markets We are going to see that virtual reality, VR will dominate a new category of economics of entertainment, advertising, gaming, fintech, health care, training, retail and become a marketplace that is next for every enterprise. Embrace it now. 3. The Blockchain Gets Real Have you noticed how many different blockchain solutions there have emerged for using digital contracts, digital currency and authenticating identities using this innovation have emerged recently? Get ready for banks, tech, health care and even central banks using the blockchain tech. 4. The Predictive Enterprise Every enterprise is a predictive enterprise--they just haven't realized it yet. Your ability to predict your customers needs, understand the market, predict trends will make the difference in your success. How good is your predictive intelligence? 5. A Quantified World The amount of digital info about people, about their behavior, locations, places, health, needs, desires is petabyte crazy it is so large. We are capturing and quantifying on our phones everything about everyone. What is the future of privacy in a Quantified World? 6. The Data Tsunami The data tsunami is the tidal wave of information, from DNA, social media, entertainment, customer mining, emails, that we need to prepare for to do our jobs, run our companies make our lives relevant and be competitive. 7. Internet of Smart Things Wakes Up Every object will have an IP address, an antenna and be online. Sensors tied to the cloud will turn on every thing making all things connected and smart. Things taking to things, M2M will be over 100 billion by 2020. What will our cars say to our toasters about us? 8. Personalized Medicine Breaks Out Most medicine is disease care. We will learn to prevent, predict illness and enhance wellness when medicine becomes personalized. Consumer genomics meets evidence based medicine meets digital mobile health care and AI early diagnostics. You want to live forever? 9. CyberHacking Reality We have to get a reality check on our reality. We have to understand who is who. Who or what is real or fake. Who is hacking our media, government, elections, health care or economy--what is real and who is not? 10. Talent Wars: The Future of Work From jobs to work processes, robots to AI, the future of work--talent, work roles, responsibilities are on a collision course with the enterprise this year affecting retention, culture and loyalty. If you don't think these tech trends could disrupt your industry, market or organization then you have not been paying attention. We are all swimming in the same ocean. We may not need to learn to grow fins, web feet and maybe breath differently to survive and thrive but we have to adapt. I can say that 2017 will come fast and require agility, learning and adaptation. Enterprise 4.0 is coming fast. Innovations that were outside the mainstream like VR and the blockchain will become the way we compete. Get ready for the future today. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

30 января, 19:29

BRIEF-Darwin A. Deason reports 6.08 pct passive stake in Xerox Corp - SEC filing

* Darwin A. Deason reports 6.08 percent passive stake in Xerox Corp as of December 31, 2016 - SEC filing Source text: (http://bit.ly/2kLX48W) Further company coverage: (Bengaluru Newsroom: +91 806 749 1136)

30 января, 16:23

Business Service Stocks' Q4 Earnings on Jan 31: XRX, MAN, MA

Let's have a sneak peek at three major Business Services stocks set to release their fourth-quarter 2016 results tomorrow.

29 января, 02:06

Branding: The Secret Sauce for Driving Demand and Controlling Price

In my last post, I talked about Corporate Image and how it forms the foundation of your brand. In this one, I add Positioning, which drives demand for each of your products and gives you control over the price you can charge. Because it gives you control over Price, it also gives you greater control over Distribution. Together, Positioning and Corporate Image form your branding platform. Brief History The concept of branding goes back to ancient times when people in positions of power, ownership and commerce labeled their possessions, products and documents to identify them and let others know that they owned or created them. To show ownership and origination, a symbol, or logo, was created. This was fashioned into a design on a stamp, seal, branding iron, or ring that was used to make an impression on cattle, goods, and documents to signify ownership, membership, or origination. Fast-forward to the present day, organizations use Positioning and Corporate Image to fashion powerful brands that increase demand for your company and products and give you more control over Price - the building block that governs revenue and profits. Works in the brain Good marketers are non-invasive brain surgeons. They know that the human brain is busy and wired to forget and protect us from harm. Creating a more effective brand can help buyers... Find their way through the busy clutter and noise; Remember your products; Give them good, uniquely beneficial (not harmful) reasons to buy yours over others. First step in the branding process After doing a SWOT analysis that matches your company's strengths with opportunities in the marketplace, you define the market for your company and each of your products. If you are operating at the company level, you are employing Corporate Image strategies. At the product level, you are using Positioning. Identifying your company's Target Audience Next, you identify the market segment with needs your organization can fill better than your competitors. I call this segment your target audience, or lock - using a lock and key metaphor. Creating a corporate level key Once you identify and understand the companywide lock, you can fashion a company-level key that fits your lock better than your competitors. The key at the corporate level is the image you create for your company. A good first-step in creating this key, is to develop a mission statement for your organization that does the following: Identifies the most promising target audience your strengths enable you to pursue. Makes it clear to that audience what your company does as concisely as possible (so others can remember and repeat.) Communicates clearly what is unique about your company and why your target audience should do business with you and only you (if possible). Creating corporate identity tools The tools typically used to implement corporate identity strategies include: name, logo, slogan, colors, type fonts, mascots or spokespeople, and jingles. You then employ these tools on your letterhead, business cards, websites and all other communications vehicles. Once you have the Corporate Image platform, you are ready to create a Positioning platform for each of your products. Identifying the product locks Similar to the building of your Corporate Image platform, you start by identifying the target market segments with unfilled needs (locks) that each of your products can satisfy better than competitors. Include or exclude Corporate Image in the key component of Positioning A critical decision marketers need to make is whether or not to combine the image of the company with the image of each product. Case for inclusion. If the company has a good reputation for the type of product being introduced, it should probably include a company reference in the product brand since that will help to sell the product. Some examples include Diet Coke, Microsoft Office and Apple iPhone. Case for exclusion, or separation. You should separate the image of each product under the following conditions: One image might hurt the sales of the other. The product is risky, the company image is fragile, or either one has a bad image (Example: Disney uses its corporate brand only on content that is deems wholesome for kids. It uses other corporate brands, such as Touchstone, Hollywood, or Miramax, on content that has sexual, violent, or other potentially objectionable material). Very strong identification with one type of product. IBM is known as the computer company, and in the 1970s it made an excellent copy machine that many thought was better than competitors, but it did not sell because people associate IBM with computers and not copiers. Xerox developed a good computer in the 1980s, but it did not sell because Xerox is known as a copier company. Both might have been successful, if they launched these products under a separate brand identity. Clorox is closely identified with bleach. The company owns Hidden Valley salad dressings. Would anyone buy the salad dressing if it contained the Clorox name? Lock and key mismatch. Target audiences change as their needs change over time. If the company wants to get into new product areas that are in conflict with established market segments, they need to create new brand identities for these products. For example, in the 1970's, Japanese automakers - Toyota, Honda and Nissan - had images of being small, ugly, affordable and fuel efficient. That worked well for college students of that era, but as those students aged and became more affluent, many wanted luxury cars. The Japanese automakers knew they had to create new product images (keys) so they created Lexus, Acura, and Infiniti for these evolved segments (locks). Creating product keys Once you decide to include or exclude Corporate Image, you can create the key component to properly Position each of your products. The greater uniqueness you build into each key, the stronger and more effective your Positioning is likely to be. Why? Uniqueness minimizes competition and gives buyers important reasons to buy your products over other alternatives. This gives you greater control over the price you can charge - enabling your company to set the price at the level you need to achieve a healthy profit and market plan goals. Avoiding cannibalization By establishing unique keys for each of your products, you also avoid product image overlaps, which marketers call cannibalization. Cannibalization causes confusion. Either (1) confused buyers don't buy your products, or (2) they buy the wrong product and are unhappy with the result. In either case, you lose business and drive your customers into the arms of competitors that confuse them less. Alka Seltzer confused its audience by introducing a new cold medicine they called Alka Seltzer Plus. Alka Seltzer was known as a stomach medicine, but most thought Alka Seltzer Plus was just a better-working version of the original. This caused sales of Alka Seltzer to drop at the same time the new product, Alka Seltzer Plus, was unable to achieve its sales potential because it was for colds - not upset stomachs. Creating positioning tools The tools typically used to implement Positioning strategies include: names, logos, slogans, mascots, jingles, colors, and type fonts. Slogan examples formerly used by Coca-Cola include: It's the real thing, which reminded cola drinkers that Coca-Cola Classic is the original; and Just for the taste of it was created to counteract the notion that the artificial sweetener used in Diet Coke compromises the taste of the beverage (a problem that its predecessor Tab had). When introduced, these slogans were used on all product labels and in all other communications. Coca cola red is also a trademarked color that has been ubiquitous since the 1890s. Promoting the brand Once keys are created for the locks, it is time to execute the Positioning strategies in all marketing communications. The company should employ someone (inside or outside the company) that understands the branding process well enough to direct those who will be implementing communications strategies. Measuring and analyzing results and taking corrective action Once implemented, marketers should employ a Marketing Information System to analyze results, determine what's working and what's not, and take corrective action. By properly executing the above steps of your Positioning and Corporate Image strategies, marketers can build better brands and improve their success in the marketplace. I hope you find that these ideas work for you. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

28 января, 00:39

Xerox (XRX) Q4 Earnings: Is the Stock Likely to Disappoint? (revised)

In the last reported quarter, the company???s adjusted earnings matched the Zacks Consensus Estimate.

27 января, 15:19

Xerox (XRX) Q4 Earnings: Is the Stock Likely to Disappoint?

Xerox Corporation (XRX) is scheduled to report fourth-quarter 2016 results before the opening bell on Jan 31.