Xerox is a workplace technology company. Co.'s primary offerings span four main areas: Workplace Solutions, which includes two strategic product groups, Entry and Mid-Range; Production Solutions, which are designed for customers in the graphic communications, in-plant and production print environments with high-volume printing requirements; Xerox Services, which includes a continuum of solutions and services that helps its customers optimize their print and communications infrastructure, apply automation and simplification; and FITTLE, which is a global financing solutions business and provides financing for direct channel customer purchases of Co.'s equipment.
When researching a stock like Xerox Holdings, many investors are the most familiar with Fundamental Analysis — looking at a company's balance sheet, earnings, revenues, and what's happening in that company's underlying business. Investors who use Fundamental Analysis to identify good stocks to buy or sell can also benefit from XRX Technical Analysis to help find a good entry or exit point. Technical Analysis is blind to the fundamentals and looks only at the trading data for XRX stock — the real life supply and demand for the stock over time — and examines that data in different ways. One of these ways is called the Relative Strength Index, or RSI. This popular indicator, originally developed in the 1970's by J. Welles Wilder, looks at a 14-day moving average of a stock's gains on its up days, versus its losses on its down days. The resulting XRX RSI is a value that measures momentum, oscillating between "oversold" and "overbought" on a scale of zero to 100. A reading below 30 is viewed to be oversold, which a bullish investor could look to as a sign that the selling is in the process of exhausting itself, and look for entry point opportunities. A reading above 70 is viewed to be overbought, which could indicate that a rally in progress is starting to get crowded with buyers. If the rally has been a long one, that could be a sign that a pullback is overdue. |