In this day and age‚ it is hard to find someone who truly works hard enough to get what they want. A majority of society just sits around and takes advantage of the government‚ not bothering to lift a finger or to actually work. However‚ one individual particularly I have always looked up to because of his hard work is my father. No matter what the weather consists of‚ how terrible he is feeling or what all he has to sacrifice; he has constantly made it his priority to work hard to support his family
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success 2 2.0 Reasons underpinning FedEx Corporation’s success 4 2.1 Strong Brand Image 4 2.2 Employee Service and Customer-oriented 4 2.3 The innovation technology 4 2.4 Innovative Culture 5 2.5 Strong Infrastructure 5 2.6 Large customer base and customer loyalty 6 3.0 Strategy Capability 6 3.1 Value chain 6 3.2 VRIN framework 9 3.2.1 Value: 9 3.2.2 Rarity: 9 3.2.3 Inimitability: 10 3.2.4Non-substitutability: 10 4.0 International Strategy 11 5.0 Leadership of FedEx Corporation 13 5.1 Leadership 13
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BACKGROUND INFORMATION History: FedEx is a logistics services company having its headquarters in Memphis‚ USA. The name FedEx is the abbreviation of Federal Express which was the original name used from 1973 until 2000. In 1978‚ Federal Express was listed on NYSE as FDX. The success of Federal Express can be recognized by this that this was the first company that had reached revenues of $1 billion without having any kind of merger or acquisition though afterwards the company acquired different
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Froilan Mencias EEMBA: Strategic Management 2 Prof. Jesus Gallegos Jr February 12‚ 2013 Written Analysis of Case: Nike “Jordan Brand” a Blue Ocean Strategy In 1983 Nike had revenues of $920m‚ this increased by $15m after the Air Jordan 1 was released in 1984. Air Jordan 1 actually sold $130m in 1984 or 13% incremental sales. In 1989‚ powered by further increase in Jordan’s popularity and the efficacy of his “Just Do It” campaign‚ Nike sales reached $1.7 Billion‚ with the Jordan
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years‚ Blue Ocean Strategy.2 The authors W. Chan Kim and Renée Mauborgne challenges the classic battle market position by producing a mindset and approach based on creating a new market without competitors. What the book Blue Ocean Strategy is called the blue Ocean. According to W. Chan Kim and Renée Mauborgne achieved this by including creating and capturing new customer needs (blue ocean)‚ as opposed to supporting the existing demand‚ which dominates the classical teorier3 (red ocean). Strategic
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Team : Hetong Xu; Jin Liu; Jieqi Jin. Blue Ocean Strategy 1. What is a blue ocean strategy? What is a red ocean strategy? Explain these from the perspective of company‚ competition‚ costs‚ and markets. Blue ocean strategy‚ as a business method‚ is about company creating a new market or industry where there is no competitor. Companies play not by traditional rules‚ never use the competition as a benchmark. They could ether create greater value for customers at a higher cost or create reasonable
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Blue Ocean Strategy: FROM THEORY TO PRACTICE W. Chan Kim Renée Mauborgne F or twenty-five years‚ competition has been at the heart of corporate strategy. Today‚ one can hardly speak of strategy without involving the language of competition: competitive strategy‚ competitive benchmarking‚ building competitive advantages‚ and beating the competition. Such focus on the competition traces back to corporate strategy’s roots in military strategy. The very language of corporate strategy is
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Blue Ocean Strategy How to Create Uncontested Market Space and Make Competition Irrelevant by W. Chan Kim and Renée Mauborgne Summarized by permission of Harvard Business School Press Copyright 2005 Harvard Business School Publishing Corporation. 256 pages Focus Leadership & Management Strategy Sales & Marketing Finance Human Resources IT‚ Production & Logistics Career & Self-Development Small Business Economics & Politics Industries Global Business Concepts & Trends Take-Aways
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BLUE OCEAN STRATEGY SIMULATION ROUND BLUE-1 DEBRIEF RESULTS Theory by W. CHAN KIM & RENEE MAUBORGNE Design and Development by YOUR BLUE OCEAN OFFERINGS 18/11/2013 © STRATX 2 YOUR BLUE OCEAN OFFERINGS What is your Blue Ocean offering? Which customers you target (Path 1‚ 3‚ 5 or combination of 1 and 5) How did you come up with offering? What factors you decided to eliminate‚ reduce‚ raise and create and why? 18/11/2013 © STRATX 3 TO-BE STRATEGY CANVAS – TEAM ALBATROSS What was your
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Chapter-5: Reach Beyond Existing Demand How do you maximize the size of the blue ocean you are creating? This chapter provides a guide to reaching beyond existing demand‚ encouraging companies to challenge the conventional strategy practices of focusing on existing customers and finer segmentation to accommodate buyer differences. Instead of concentrating on customers‚ companies need to look to noncustomers and build on powerful commonalities in what buyer’s value in order to unlock new markets
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