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FedEx Presentation

Transcript: Timeline Timeline 1971 - Foundation in Little Rock,Ark. 1973 - Operations relocated to Memphis,Tenn. 1975 - Installation of the first Federal Express Drop Box 1979 - COSMOS launch 1980 - Implementation of DADS; Roberts Express Inc. 1981 - Introduction of the Overnight Letter 1983 - The first U.S. company to reach revenues of $1 billion 1984 - The first PC-based automated shipping system 1896 - Introduction of the SuperTracker 1989 - Roberts Express Inc. begins service to Europe and launches an on-board communications system 1993 - RPS exceeds $1 billion in annual revenue in its ninth year and launches MultiShip rewarding relationships the highest ethical and professional standards safety as the first consideration in all operations INNOVATION RESPONSIBILITY operating companies Enterprise-wide sustainability program: Mission Environmental Sustainability • Compete collectively • Operate independently • Manage collaboratively 1) Corporate Data 2) Timeline 3) Subsidiaries 4) Industry Leadership 5) Philanthropy 6) Environmental Sustainability 7) Corporate Social Responsibility 9) Mission 10) Values and Strategies 11) Conclusion Three core focus areas that its investments impact in important and meaningful way: Long-term health of their business Cleaner Vehicles Green Power Solar Power FedEx created a new and distinct market over thirty years ago when it began providing customers access to Agility and Speed Corporate Social Responsibility ● Origin: United States ● Foundation: August 1, 1971 ● Entrepreneur: Frederick W. Smith ● World Headquarters: Memphis, Tennessee ● Owner: Fedex Corporation ● Open Capital: Yes (1978) ● Chairman, President & CEO: Frederick W. Smith ● Revenue: U.S. $ 34.7 billion (2010) ● Profit: $ 1.2 billion (2010) ● Market value: U.S. $ 29.8 billion (February/2011) ● Fleet: 684 (planes), 80,000 (cars) ● Global presence: 220 countries ● Employees: 285,000 PEOPLE LOYALTY Values and Strategies Industry Leadership Strategies Environmental leader in the transportation industry; Development of environmental policy and the promotion of effective environmental management; The only transportation company to publicly call for fuel efficiency standards for commercial medium and heavy-duty truck classes; It is well-recognized for its contributions to sustainable business development; Eighth most admired company in the World, by Foturne Magazine Image by Tom Mooring 1994 - "FedEx" is adopted as brand for recognition; Launch of 1996 - Introduction of FedEx InterNetShip 1998 - FedEx acquires Caliber System Inc.; Creation of FDX Corporation 2000 - Parent company FDX is renamed "FedEx Corporation"; Services are divided into independent operating companies; FedEx Ground launches FedEx Home Delivery; FedEx Trade Networks is created with the acquisitions of Tower Group International and WorldTariff FUNDING PRIORITIES It was centered in these two virtues that FEDEX brand became the largest express delivery of correspondence, documents and objects in the world. FedEx distances decreases with spectacular efficiency, making the planet turn into a simple neighborhood. As their slogan says: Philanthropy SERVICE Corporate Data EarthSmart Alternative Energy INTEGRITY • Sustainable Transportation • Sustainable Cities • Sustainable Ecosystems Values Presentation Structure Citizenship Investments They support projects that engage students in the global economy; They close the achievement gap faced by millions of minority students; They advance opportunities for minorities through access to higher education. Producing superior financial returns for its shareowners Conclusion Disaster Readiness, Relief and Recovery Pedestrian and Road Safety Environmental Sustainability providing high value-added logistics, transportation and related business services through focused next-business-day delivery service Environmental Sustainability Timeline Subsidiaries Health of the planet and local communities The World on Time 2001 - FedEx Express and the U.S. Postal Service forge a public-private alliance; FedEx Corp. acquires American Freightways 2002 - FedEx H.D. serves virtually 100% of the U.S.A. 2003 - Introduction of its first hybrid-electric truck 2004 - FedEx Corp. acquires Kinko's for US$2.4 billion; FedEx acquires Parcel Direct, a parcel consolidator; FedEx Ground is renamed as FedEx SmartPost 2007 - FedEx Express acquires UK domestic express company ANC (later re-branded FedExUK); FedEx Kinko’s introduces Print Online SAFETY

FedEx Presentation

Transcript: THANK YOU!!! High expected increases in E-Commerce from 2012 – 2017 lead to high expected growth for small package delivery industry ANALYSIS People: We value our people and promote diversity in our workplace and in our thinking. Service: Our absolutely, positively spirit puts our customers at the heart of everything we do. Innovation: We invent and inspire the services and technologies that improve the way we work and live. Integrity: We manage our operations, finances and services with honesty, efficiency and reliability. Responsibility: We champion safe and healthy environments for the communities in which we live and work. Loyalty: We earn the respect and confidence of our FedEx people, customers and investors every day, in everything we do. FedEx Freight With current size fleet of trucks, FedEx Ground will not effectively compete in growing industry FedEx Ground must accommodate to growing demand & prevent UPS from taking all growth opportunity FedEx Freight Implementations No Alisha Freed 2010 Operating loss of over 133 million dollars Purchased transportation costs increased by 28% in 2010 Why this loss? Increased demand Not enough trucks Current fleet out of date Increasing maintenance costs Threat of New Entrants High barriers of entry due to economies of scale (heavy capital investments in hubs, vehicles and sorting machinery) Low threat of new entrants: 32 hubs to ship through in North America Global brand recognition & equity = Loyal customers Industry Rivalry Limited number of competitors in small-package ground delivery industry 2nd largest company in market share UPS (39.6%) FedEx (22%) All other companies (38.4%) Differentiation of services offered (Delivery commitment & different sized envelopes/boxes) Threat of Substitutes Indirect substitutes through technology advancement (email & fax machines) New services to lessen substitutes (certified & signature required mail) Threat of Powerful Suppliers Highly dependent on gasoline = no power over the price or supply Unable to diversify to other forms of energy for vehicles Too much invested in their vehicles, high supplier power for the time being and years to come Threat of Powerful Buyers Lower than that of powerful suppliers Not dependent on a particular market; able to diversify customer base Differentiate products leads to decreased customer power (competitors can’t offer these new products/services) INTERNAL- VRIO No VALUES “FedEx Corporation will produce superior financial returns for its shareowners by providing high value-added logistics, transportation and related business services through focused operating companies. Customer requirements will be met in the highest quality manner appropriate to each market segment served. FedEx will strive to develop mutually rewarding relationships with its employees, partners and suppliers. Safety will be the first consideration in all operations. Corporate activities will be conducted to the highest ethical and professional standards.” Time prefrences Money back guarantee Signature-required and certified mail Status tracking => includes picture of your delivery driver International ground shipping and it goes on and on and on and on.... FedEx Frieght Mostly B2B Truck shipping Very large shipments Outdated trucks Fleet is too small Large increase in demand Chelsea Kryder Yes Tyler Gasswint Kim Panepinto No Differentiation through service features Advertise Fuel-Efficient Project to Public Increases + awareness about services & leads to further increases in demand Exemplifies FedEx’s active role in corporate social responsibility Excelled in increasing their percieved value = increased customer willingness to pay Valuable No FedEx GROUND (cc) image by anemoneprojectors on Flickr Three levels of operation: Compete collectively Operate independently Manage collaboratively Product Differentiation = Competitive Parity PROBLEMS Jeff Johnson First: Develop Marketing Campaign Focus on FedEx’s convenience & high quality service Result will raise awareness and increase demand Product Differentiation = Temporary Competitive Advantage Recommendations Add only hybrid-electric vehicles to fleet Reduces pollution Extends life of vehicles Saves $$$ in fuel expenses INTERNAL ANALYSIS FedEx Ground FedEx Presentation We recommend that FedEx Ground increase investments in ground fleet to 40,000 vehicles FedEx’s technology systems & route schedules are more efficient than UPS’s - Ground does not need to match UPS’s 101,900 size No Rare STRATEGY Ground Yes Eliminate third party transportation Update and upgrade fleet of trucks Purchase additional trucks: Expand fleet! Invest in infrastructure! Increase capital expenditures by 30% or 190 million dollars over the next 3 years Update 10,000 of its existing vehicles Purchase over 10,000 new vehicles (cc) image by nuonsolarteam on Flickr FACTS HISTORY FedEx Ground Mostly B2B shipping Truck shipping Smaller volume packages Outdated trucks Fleet is too small Large increase in

presentation fedex

Transcript: Step four aircrafts directed by a control tower. check the weather, the location... Step Five - sorted out a second time. Final Step - packages delivered by truck to the customer’s front door. QUestion 5 Internet buzz (video) More and more complaints from customers Hard competition with outsiders Information (output) Question 4: How important is technology to FedEx’s business processes? to sort packages by hand when their labels cannot be read (code referring to a destination) Technology everywhere: - CRM - Geographic information system application - Artificial intelligence - Genetic algorithm - Monitoring Help middle managers: _ tool for current performance - monitor, control performance and future performance Step One -Used to perform and record the daily routine transactions keeps a track of every sales order to customize its service and know better its client Systems in the video Question 2 A suite of integrated software modules and a common central database 1)Knowledge Management Information System. Aims at increasing operationnal efficiency 1) Management Information System (MIS) Question 1 2)Transaction Processing system (TPS) Loss of time by no-scanned labels Cost of employment Aim of efficiency, increasing performance All the divisions of the form have a fast acces to information of other divisions Characteristics of an ERP Question 3 3)Database Management System (DBMS). Step Three - Package in container - container on a plane. -Supports creation, capture, storage of knowledge (explicit/implicit) every employee could share and be aware of the prices or the routes of each box. Question 4 2)Decision Support Systems (DSS) Creation of other Hubs Changes in transports Conclusion the dimensions can be analyzed and will tell the price of the service. -can analyze and show data on digitized maps to help planning and decision-making see at what step is the packaging and show how many steps before delivery by hand remain for a product. Question 1: List the business processes displayed in the video. 3)Geographic information system (GIS) Question 3: The system displayed in this video is an enterprise system. Why is this true? Explain your answer. -data and mathematical or analytical models -gives information not provided. Step Two Belt for measure Scanner for sorting out. Cost savings Adaptation to globalization -creation and availability of a database for individual business applications _extract the data needed without modifying it label=a key, that give access to multidimensional tables (weight, destination...) Data are available on employees' scanners, in the warehouse and in the air control center on computers (cc) image by nuonsolarteam on Flickr Question 2: List the types of information systems shown in the video. Can you describe how systems that were not shown might be used at FedEx? Thank you for your attention We've been using Prezi Barcode and scanners system in order to integrate data information : dimensions, weight, destination... Data (input) Increase confidence from customer Transparency and flexibility of delivery variation of employees' wages following complaints Label defining level of fragility of the box House of the customer Scans the package truck sorting center. Personnal ideas improving Fedex's shipping process Improving storing process Label printed on 2 faces or a transparent belt Creation of other Hubs Changes in transports Systems not shown, that might be used Organization Data collected are automatically sorted in order to send each package to the right destination Why FedEx's data system perfectly suits this definition Question 5: How could FedEx’s shipping process be made even more efficient? employees Introduction What is a system?

FedEx eCommerce Presentation

Transcript: 1. Develop a target for year one, year three and year five. 2. GP%, top line revenue, market share - key growth indicators. 3. Stay committed to our customers 4. Stay on trend, understand where eCommerce is going. 5. Once foundation and legacy is built begin to disrupt our competitors - Development of a unique customer platform that allows all users (Big Business, Small Business, Collector/ Resale) to easily operate their shipping needs. - FedEx Micro site focused purely on the eCommerce customers shipping needs. With how to videos and the inherent benefits of using the FedEx service -Develop a more user friendly mobile app catered to the shipping needs of an online retailer. - Develop a reward system with plateau rewards ie. Aeroplan, Amazon, Stubhub, Petro Canada, Shoppers, HBC, Marriott etc. Road Map I. Customer Insights and Data II. Identify the Opportunity III. Development of the Customer Experience IV. Determining the First Customer V. Growth Plan & Long Term Strategy Build a Foundation Built on Fact Collector/ Re-Sale Determining the First Customer - Build the pitch - Create a marketing strategy - Be selective on the first few companies or groups - Try and focus on the easiest to execute - Keep in mind the end goal - Keep the Mission Statement at the forefront "Connect People and Possibilities" - Take a look at everything we offer in the eCommerce sector of FedEx and determine what needs to change. - Heat map Canada's high traffic eCommerce areas and focus on the key shipping businesses in those areas - Develop a competitive analysis - Begin to understand which customers could use our services (Industry Canada) - Where are we today? - What are the highest eCommerce traffic areas in Canada? - What are our competitors doing? - Where are our biggest opportunities? - How can we align ourselves better with our customers? Growth Plan & Long Term Strategy - Etsy - Independent retailers - Specialty stores - Collector retail - Endy mattresses - Book stores - Build. ca - - Best Buy Canada - Shoppers Drug Mart - WalMart - Costco - Liquor Sales/ Private and Public - Toys R Us - Nixon - Adidas, Nike, Reebok, Under Armour eCommerce Strategy Big Business Small Business Customer Insights & Data - Ebay - Kijiji - Ticket sites ie. Vivid Seats, Stubhub Identifying the Opportunity The Customer Experience

FedEx & Logistics Presentation

Transcript: SWOT Analysis CRM identifies types of customers and explores their purchasing behaviour Amdoc's ClarifyCRM module allows FedEx to access customer info Incoming calls at FedEx reduced by 13%, boosting productivity and performance Competitive Advantages Networking VS UPS has already established dominant truck logistics services, but are focusing on competing with FedEx in their dominated air market. FedEx also emulated UPS; offering a whole new innovative product with the possibility of a new production line in Hybrid trucks. Innovations for Global Relationship Management Cloud applications can help logistics in network strategy, inventory management, warehousing and transportation Appistry provided FedEx their CloudIQ application platform as their new virtual IT infrastructure Since the introduction of CloudIQ, costs on data infrastructure dropped from $10 million to $30,000, boosting operations and providing cost benefits Implementing IT Systems Developing an Integrated Global IT Strategy Cloud Computing Floyd Asuit Matthew Truong Kevin Ngo Continued Product Innovation FedEx's business strategy is focused on "producing outstanding financial returns" for its stakeholders and investing in the air market. FedEx transitioned from call centers to online internet services - allows for easier tracking experience. Competitor UPS utilizes a 'copy-cat' strategy, observing competing customer services and introducing a cost-effective form of it. UPS holds 59.8% market share, followed by U.S. Postal Service with 25.3%, FedEx with 12.9% and DHL with 2.0%. Cloud Computing The first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency. The second is that automation applied to an inefficient operation will magnify the inefficiency. - Bill Gates Particular IT applications have specific impacts - depending on the objectives, companies will select a combination of IT applications to form an IT strategy Standardising CRM to support logistic acquisition was an application which aimed towards breaking into new markets. Logistics Customer Relationship Management Customer Relationship Management (CRM) Truck Logistics

FEDEX presentation

Transcript: 5 2 6 By Olivia,Megan & Emily 1 4 7 0 3 Our School A school for Students Introduction Intro Design Physical Design Circular rooms Lots of green space Lots of natural lighting Colourful hallways(murals) Decorated lockers <img Learning -Choose their learning style for each class Visual; learning based on text, worksheets, presentations and demonstrations Auditory; learning based on speeches, videos, theatre and broadcasts Kinetic; learning based on movement, walks, field trips, trials and hands-on experiments -Smaller classroom sizes for more one-on-one time with teachers -Circular classroom setting for enhanced learning How Students will learn... 2 Shifts: 8am-3pm or 3pm-8pm Choice of 3 Lunch shifts Classes 1 hour long(5 in day) 10 minutes inbetween classes Mind Break in each Hour once a week Whats best for you? Schedule Connection: Sports, clubs, lounges Influence: Leadership Group Accomplish: Recognition buyout fun day (75% average above) once a month Enlighten: Special courses, chill room, quiet room Security: Know you don't fail, alternate exam, security to choose learning style. Motivation Motivation Special courses and extracurriculars are provided only to students with an average 60% and above Evaluation Style Evaluation -Multiple testing and exam options for individuals -Use % marks -50% isn't a failed course, but a re-exam or extra credit assignment is required -If final mark is 80%, students can be exempt from exams or choose to do “alternate exam” extra credit assignment Similar schools Similar Schools -Blythe Academy Private School; Florence, Italy/ Private -Eureka High School, Eureka, California/Public -San Marcos High School, Santa Barbara/ Public A school where students can actually have control of their path is a school that'll suceed Conclusion

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