mind is the FedEx PowerPad. This system I am very familiar with since I am a swing courier at FedEx Express I use it every working day. Now‚ the PowerPad is a replacement for the SuperTraacker which was used up to the early 2000’s. The PowerPad uses both DADS (Digitally Assisted Dispatch System) and COSMOS (Centralized Computer Systems to Manage Operations) which where also used in the old SuperTracker. Purpose The PowerPad was exclusively designed for FedEx by Motorola‚ the FedEx PowerPad has
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Mara University of Technology Faculty of Business Management Bachelor in Business Administration (BBA) in Marketing. Individual Assignment : Frederick W. Smith‚ Founder of FedEx. Prepared by : Wan Azmir Bin Wan Hashim Student I/D : 2010920541 Group : EBMMB4B Course : ENT530 (Principles of Entrepreneurship) Prepared for : Puan Noor Faizah Binti Mohd Lajin Facilitator for : ENT530 (Principles of Entrepreneurship) Submitted on : 13th of
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9:50-11:35 Laura Ashley Fedex Case The goal of the Laura Ashley and FedEx alliance was to alter the customer service levels of Laura Ashley by offering improved reliability‚ speed‚ and frequency. The alliance was a good strategic move for both parties‚ but more so for Laura Ashley. The agreement had its pros and cons‚ but overall benefits both companies. The agreement strengthens the competitiveness for both companies. This helps Laura Ashley focus on its product‚ by having FedEx focus on more efficient
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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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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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