Case Study #3 FedEx 1. What is the FedEx philosophy toward quality? “Customer satisfaction begins with employee satisfaction. Putting people first in every action‚ every planning decision‚ every business decision requires a tremendous commitment from every manager and employees in the company.” James L. Barksdale‚ Chief Operating Officer “He even stated that his employees have been acting on their own to keep customers satisfied even before empowerment became a
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Journal of Business Studies Quarterly 2010‚ Vol. 1‚ No. 4‚ pp. 110-118 ISSN 2152-1034 Case Study Rewarding for Success in an International Assignment: the Case of Returning to an Uncertain Future Ileana Alvarado Krystal A. Antoine Gian-Carlo Cinquetti Jorge Fernandez Jabir Najair Giuliana Scagliotti Bahaudin G. Mujtaba Nova Southeastern University Abstract This case discusses how the decisions and communication from Human Resource (HR) management can be detrimental at times when placing
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the external environment can affect their position in the market‚ dismantling traditional chain of command in the organisation‚ and restructuring organisation (Stewart‚ 1993). Thus‚ it is important to know a few factors that increase the practice of IHRM in multinational enterprises. In this essay the external environmental factors that are analysed are technology and globalisation. One of the factors that has a significant influence in the business environment is technology (Stewart‚
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Strengths: Revenue Growth: In 2008‚ FedEx reported revenue of $38 billion; in 2012 the company reported revenue of $42.7 billion‚ representing a year over year annual growth rate of 2.96%‚ and while this may not seem like an explosive number‚ the caliber of growth is solid and expected to accelerate into the future‚ with 2015 revenues reaching nearly $49 billion. Established Distribution System: The company possesses a massive fleet of airplanes‚ trucks‚ locations‚ and employees‚ and is distinctly
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the “Best of Breed” and applied the P/E ratio to estimate UPS price as the top companies’ whichone are between 50% and 70% higher than the industry average. Using P/E Ratios FedEx values P/E = 1.0*P/E FedEx $35/share of UPS Best of Breed: P/E = 1.5*P/E FedEx $52/share of UPS P/E = 1.7*P/E FedEx $59/share of UPS 3 different values due to the different approaches The prices from the different approaches spreadvaried. High book building price suggest that the market expects
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o What were the Business strategies of FedEx and UPS during the early years and how have they evolved with time? FedEx used customer relationships when it first started out‚ making things easier for the customer. Through the evolution of the company FedEx retains its customer relationship strategy‚ making sure that the customers are happy and the packages are on time. UPS used the low-cost leadership in the beginning. This meant that even though all customers were getting the same service for
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Express (2008 U.S. App. LEXIS 1260 [4th Cir.]) Facts: FedEx appealed a case awarding a disabled employee‚ Ronald Lockhart‚ with compensatory and punitive damages. Under the Americans with Disabilities Act (ADA) the employer must be acting with malice for punitive damages to be awarded; in addition‚ there was evidence that questioned if punitive damages were warranted. FedEx claimed that Lockhart’s supervisors failed to accommodate him at work‚ not FedEx‚ and they did engage in a good-faith effort to comply
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AIRBORNE 3 a) Airborne was very selective about the customers it served and the services it offered. Airborne targeted business customers that regularly shipped a large volume of urgent items and passed over residential deliveries and infrequent shippers. Operational Activities: Unlike Federal Express and UPS‚ Airborne owned the airport that served as its major hub. As a result‚ it did not pay landing or facility fees but had to maintain the airport itself and did not share the expenses with
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financial performance for the past three year and compare them with industry average and it closet rival-FedEx‚ from profitability ratios‚ liquidity ratios‚ leverage ratios‚ activity ratios‚ valuation ratios and growth rate. Financial Analysis of UPS | UPS | | | | | | Financial Ratios | | | | | | | | | | | Fiscal Year | | TTM | 2009 | 2008 | Industry | FedEx | Profitability Ratios | | | | | | | Gross Profit Margin | | 79.14% | 80.53% | 76.93%
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Express‚ officially re-branded FedEx‚ has adopted a naming strategy‚ complete with color coding that distinctly segments its services. While “Fed” always appears in corporate purple‚ “Ex” changes colors based on the service; for example‚ in “FedEx Express‚” the company’s core overnight delivery service‚ “Ex” and “Express” are orange‚ while in “FedEx Ground‚” the service that most directly competes with UPS‚ “Ex” and “Ground” are green. In brand advertising‚ FedEx became widely known for its defining
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