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Fed Ex
What is FedEx's strategy for success in the marketplace? Does the company rely primarily on a customer intimacy, operations excellence, or product leadership customer value proposition? What evidence supports your conclusion?
FedEx's strategy in the market place combines customer intimacy, product leadership customer value proposition, and operational excellence. In our textbook, Noreen, Brewer, and Garrison describe how companies who have customer intimacy attract new and retain past customers by understanding and reacting to their needs better than their competition. Operational excellence is defined as providing faster services, conveniently, and at a lower price than their competition (Noreen, Brewer, & Garrison, 2008). Companies that pursue product leadership customer value proposition get their customers to select them due to delivering a higher quality service or product than their competition (Noreen, Brewer, & Garrison, 2008).
You can find the evidence of customer...
The form goes on to state they are pursuing a number of initiatives to continue to improve the FedEx customer experience. This includes improving the capabilities of FedEx's sales professionals. FedEx's OneCall program assigns a single customer service agent to handle almost all issues of a customer's account. Intimacy can be further found in the statement that each segment of FedEx operates independently because this allows them to anticipate and respond to customer needs.
Operational excellence can also be found where they state they are the leader in reliable rapid global delivery of packages, documents, and freight plus have specialized services such as customs-clearance with a money back guarantee. Evidence of product leadership customer value proposition is also found in a statement that reads, we…
What are FedEx's four main business segments? Provide two examples of traceable fixed costs for each of FedEx's four business segments. Provide two examples of common costs that are not traceable to the four business segments.
Fed Ex has four main business segments. They are FedEx Express, FedEx Ground, FedEx Freight, and FedEx Kinko's. A fixed cost that is traceable in a segment only exists because of the existence of the segment itself (Noreen, Brewer, & Garrison, 2008). If the segment is removed then so is the cost. Common costs are incurred to support operations of multiple segments of a company and are not traceable in any way or part of a particular segment (Noreen, Brewer, & Garrison, 2008). If a segment is removed then the cost remains and doesn't change.
A traceable fixed cost for FedEx Express is the cost of their facilities at Memphis International Airport, which includes hangars, aircraft maintenance, flight training, fuel facilities, administration building, and warehouse space. FedEx Express also has traceable costs in maintaining the 557 airplanes they own. They also have costs related to operating their offices and information data centers that are located in Pittsburgh and owned by FedEx Ground. Costs are also related to the salaries of the CEO plus all the worker's salaries. Traceable costs also include the costs to maintain the 39,500 vehicles and trailers plus the cost of operating their customs-critical headquarters in Green, Ohio. FedEx Kinko's traceable costs include operating 1,290 Office and Print Centers as well as the salary
A fourth weakness is the declining level of business services sales during one period of the case study, brought about by the economic recession impacting areas of the global economy unevenly. Opportunities FedEx can expand significantly more into the highest-growth economies of the world by pursuing more acquisitions in specific logistics and transportation management companies. As one of their core strengths is growth through acquisition, the company needs to consider how
One global business mentioned in the report as a technology leader with high brand equity was at&T. Customer equity is that value of future business purchased by the customer based on brand equity, which in turn means consumer acceptance of the product, customer relationships and customer perception of the value. The postal service would encounter both retention and value problems and would be viewed as difficult to do business
For all employees with chronic health problems such as arthritis, asthma, and diabetes, FedEx offered a disease management program to give them guidance. The emphasis is on health improvement and wellness maintenance, rather than treating on treating disease alone. Wellness promotion strategies reduce employee demand for higher-cost health-care services, improve productivity and reduce sick days. Employees get a sense that the company cares about them, which fosters loyalty. An
FedEx Applying Strategic Market Planning to FedEx Marketing Foundations FedEx (NYSE: FDX) is one of the leading providers of global logistics services to the Business-to-Business (B2B) and Business-to-Consumer (B2C) marketplaces globally. FedEx is particularly strong in the U.S. where 73% of total revenues in their latest fiscal year were generated (FedEx, 2010). FedEx's approach to marketing is to accentuate the role of trusted advisor in shipping, 3rd party logistics (3PL), and supply chain
FedEx Quality Management Issue Process Improvement Tools and Applications in Quality Management FED-EX Case Study For the purpose of the present study, the company chosen is that of Fed-Ex. This writer will take on the role of a quality management consultant and submit a recommended direction to implement a quality management initiative to address the quality management related problems identified. An examination of the Fed-Ex company informs this study that Fed-Ex has issues
Managing Exchange Rate Risk For a number of multinational corporations, currency fluctuations can pose an extreme risk for them. This is because of sudden changes and dramatic amounts of volatility inside the marketplace can have a negative effect on their bottom line results. When this happens, there is a realistic possibility that these challenges could negatively impact their financial position and ability to compete inside many different markets. (Berger, 2011) In the