Customer Service and Crm Initiatives
UPS in 2006
Customer Service and CRM Initiatives
Case study
Reference no 506-163-1
This case was written by Mridu Verma, under the direction of Kaushik Mukerjee,
ICFAI Business School, Pune. It is intended to be used as the basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. The case was compiled from published sources.
© 2006, ICFAI Business School, Pune.
No part of this publication may be copied, stored, transmitted, reproduced or distributed in any form or medium whatsoever without the permission of the copyright owner.
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506-163-1
"UPS 's vision of synchronizing commerce means that operations research becomes more and more important as our customers ask us to do more and offer more specialized services, and to be more integrated into their businesses."
Jack Levis, Project Portfolio Manager UPS1
UPS in 2006: Customer service & CRM initiatives
Introduction
In 2006, the $42.58 billion United Parcel service (UPS) was the world 's largest package delivery company. UPS transported over 15 million packages and documents per business day throughout the U.S. and to more than 200 countries and territories. The company’s delivery operations used a fleet of about 92,000 motor vehicles and nearly 600 aircrafts. UPS also offered supply chain management services, including logistics and freight forwarding, and trucking. Apart from its well known logo, UPS was also identified with the colour brown, the colour of its trucks for nearly 100 years. Such was its rising popularity that UPS, which had not been in the list of the
100 most powerful brands in the world in 2004, joined the list straight at the 32nd
Customer Service and CRM Initiatives
Case study
Reference no 506-163-1
This case was written by Mridu Verma, under the direction of Kaushik Mukerjee,
ICFAI Business School, Pune. It is intended to be used as the basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. The case was compiled from published sources.
© 2006, ICFAI Business School, Pune.
No part of this publication may be copied, stored, transmitted, reproduced or distributed in any form or medium whatsoever without the permission of the copyright owner.
ecch the case for learning
Distributed by ecch, UK and USA www.ecch.com All rights reserved
Printed in UK and USA
North America t +1 781 239 5884 f +1 781 239 5885 e ecchusa@ecch.com
Rest of the world t +44 (0)1234 750903 f +44 (0)1234 751125 e ecch@ecch.com
506-163-1
"UPS 's vision of synchronizing commerce means that operations research becomes more and more important as our customers ask us to do more and offer more specialized services, and to be more integrated into their businesses."
Jack Levis, Project Portfolio Manager UPS1
UPS in 2006: Customer service & CRM initiatives
Introduction
In 2006, the $42.58 billion United Parcel service (UPS) was the world 's largest package delivery company. UPS transported over 15 million packages and documents per business day throughout the U.S. and to more than 200 countries and territories. The company’s delivery operations used a fleet of about 92,000 motor vehicles and nearly 600 aircrafts. UPS also offered supply chain management services, including logistics and freight forwarding, and trucking. Apart from its well known logo, UPS was also identified with the colour brown, the colour of its trucks for nearly 100 years. Such was its rising popularity that UPS, which had not been in the list of the
100 most powerful brands in the world in 2004, joined the list straight at the 32nd
Bibliography: Data Systems, 2006, Vol. 106 Issue 2, p182-199, 18p 30