Word Count

Number of Pages:
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Cover Page

Declaration of Originality

Executive Summary

Conclusion

Citation and Referencing

Gantt Chart

Content Page

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Table of Contents
1: INTRODUCTION..........................................................................................................4
2: EXTERNAL ENVIRONMENTAL ANALYSIS.............................................................4
2.1: Macro-Environment...............................................................................................4
2.2: Porters Five Forces Model..................................................................................6
2.3: Market Segmentation............................................................................................8
3: INTERNAL ENVIRONMENT.......................................................................................9
3.1: Resources and Competencies................................................................................9
3.1.1: Physical- IT Infrastructure.................................................................................9
3.1.2: Financial- Revenues........................................................................................10
3.1.3: Human Capital- FedEx Diversity Workforce................................................11
4: BUSINESS & CORPORATE LEVEL STRATEGY.................................................12
4.1: Differentiation Strategy.......................................................................................12
4.2: Vertical Integration..............................................................................................13
4.2.1: Backward Integration...............................................................................14
4.3: Merger and Acquisition.......................................................................................14
5: RECOMMENDATION OF STRATEGIC OPTIONS...............................................15
6: Conclusion...................................................................................................................16
7: References..................................................................................................................17

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List of Figures & Tables

FIGURE 2.1: FEDEXS FUEL EFFICIENCY IMPROVEMENT YEAR BY YEAR (NPR NEWS 2012)......................8
FIGURE 2.2 PORTERS FIVE FORCES MODEL FOR FEDEX (HARVARD BUSINESS REVIEW 2008)...............9
FIGURE 3.1: RESOURCES AND COMPETENCIES (FEDEX 2013).................................................................13
TABLE 3.1: PERCENTAGE INCREASE IN REVENUE (FEDEX ANNUAL REPORT 2012)................................13
FIGURE 3.2: FEDEX REVENUE FY 2011 V/S 2012 (FEDEX ANNUAL REPORT 2012)...............................14
FIGURE 4.1 VERTICAL AND HORIZONTAL INTEGRATION (FEDEX 2013).....................................................16
FIGURE 5.1: CEP INDUSTRY GROWTH RATE IN EUROPE (A. T. KEARNEY ANALYSIS 2013)....................18
FIGURE 5.2: UPS V/S FEDEX SALES REVENUE (DIFFEN 2013)................................................................19

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1: INTRODUCTION

FedEx Corporation is a logistics service corporation and operated since 1973 (FedEx
2013). Under the company FedEx, there are different Business Units according to the
market demand; FedEx Express, FedEx Ground, FedEx Freight, FedEx services and so
on. All of these services are operating under the brand name of FedEx, but they are not
very much related with one product line and another (Vector Strategy Group 2010).
FedEx was mentioned in the best 100 of Fortune 500 Companies and 10 most admired
companies (CNN Money 2013). This factor proves that FedEx is performing the best in
logistic industry, therefore, can also be assumed as the market leader of the whole
logistic market and there would be analysis on the performance of FedEx in marketing
management and how the company is strategically operating in the industry.
In this assignment, there will be 4 parts of analysis on the company FedExs strategic
management. Part 1 is about the critical analysis on external environment which is
including macro environment, industry, and market segment, part 2 is about the internal
environmental conditions, part 3 is the discussion of FedExs vertical integration,
backward integration and merger & acquisitions and part 4 is recommendations for the
company FedExs current performances based on the organisations strategic capability.

2: EXTERNAL ENVIRONMENTAL ANALYSIS

2.1: Macro-Environment
According to PESTEL environmental influences can be summarized within six categories
(Johnson, Wittington & Scholes 2011). For the CEP industry, list of influences under six
PESTEL analysis categories might include the following:
POLITICAL analysis: means factors like governmental policies, laws, rules and
regulations, taxation changes and government intervention in some situations effect the
organisation (Johnson, Wittington & Scholes 2011). In United States, because of the
terrorist attack at 11 September 2001, the government is highly concerned like that
similar events may happen again (Knee n.d.). Therefore, the government enacted the

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Aviation and Transportation Security Act signed by previous President Bush in

November 19, 2001 (Knee n.d.) As subsequence, local noise regulations of United
States controlled in FedEx aircraft operations in some domestic areas. This might be
affected on the revenue of the FedEx.
ECONOMICAL analysis: means the impacts of the countrys inflation, GDP, GNP,
unemployment rate, exchange rate, economic crisis, interest rates and banking systems
(Johnson, Wittington & Scholes 2011). FedExs CEO, Fred Smith, trying to get oil
efficiency while oil prices are continuously rising (NPR news 2012). FedEx is operating
with about 700 planes and so many numbers of trucks and vans and ships delivering
around the world, so oil is kind of essential in processing. Because of the high oil price,
FedEx needs to use other alternatives to operate machines instead of using petroleumbased fuels which cause expensive for organizations and non-eco-green (NPR news
2012). FedEx is also considering of using electric vehicles to get fuel efficiency
improvement. This is how economically effect upon FedEx and how the organisation
managed the problem to survive. Heres the diagram that shows improvement.

Figure 2.1: FedExs fuel efficiency improvement year by year (NPR news 2012)
SOCIO-CULTURAL analysis: the living standard of people, perceptions, traditional
issues, intellectual rights, populations, lifestyle changes, cultural changes and attitude
changes effect on FedEx (Johnson, Wittington & Scholes 2011). For example, lifestyle
changes such as the emergence of new e-commerce is a threat to logistic companies
like FedEx and UPS (Reuters 2013). Because of that reason, logistic companies build

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some acquisitions, like FedEx purchased Kinkos (Reuters 2013). On the bright side,
FedEx moved to backward integration which is good for the organization.
TECHNOLOGICAL analysis: the effects of the revolution of the advanced information
technology because of globalization, innovations and spending more money in research
and development (Johnson, Wittington & Scholes 2011). Since information technology is
improving, the living standard of people is also improving. In United States, there are
85% of adults are using internet (Fox 2013). Therefore, internet is the main effective
thing for FedEx due to the online shopping, shipping, tracking and customer services.
FedEx even has the FedEx Institute of Technology at the University of Memphis, where
researchers and business persons work together for research and development and
innovations (FedEx 2013).
ENVIRONMENTAL analysis: means go-green for the environmental profit such as
environmental protection laws, using alternative energy instead of consumption fuel,
systematic waste disposing and so on (Johnson, Wittington & Scholes 2011). For
instance, FedEx collaborate with Esty environmental partner and build EarthSmart to set
FedExs objectives with lesser impact on environment (Staff 2010). EarthSmart has
three-point green plan which is in business solutions, workplace culture and
community outreach (Staff 2010). This is how FedEx is trying to give some profit to
environment.
LEGAL analysis: the legal factors ruled by governments that effect to the company
FedEx such as health and safety laws, competition laws, licensing laws and employment
laws (Johnson, Wittington & Scholes 2011). In United States FedEx, its online website
specifically has the trade group membership because of the NAFTA, the North America
Free Trade Agreement (FedEx 2013).

2.2: Porters Five Forces Model

Porters five forces are the methods to analyse the industry of the company FedEx.
Porters five forces are: The threat to entry, the threat of substitute, the bargaining power
of buyers, the bargaining power of suppliers and the extent of rivalry between
competitors (Johnson, Whittington and Scholes 2011).

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Threat of new entrants

VERY LOW

Bargaining Power

Rivalry among existing

Bargaining Power

of Suppliers

Competitors

of Buyers

LOW TO

HIGH

HIGH

MODERATE

Threat of Substitute
Products or Services
MODERATE

Figure 2.2 Porters five forces model for FedEx (Harvard Business Review 2008)

LOW

The threat of entry is very low because the barriers to entry are high in logistic industry

- Shipping
- commodity
(Vector Strategy Group 2010).
The amount
of financials need in the industry is very high
and the access of the distributed channel is hard to build (Vector Strategy 2010). And for
the new entrants, there are also costs for the experience curve because new entrants
dont have enough experience in the industry (Johnson, Whittington & Scholes 2011). So
there will be unnecessary costs for the new companies due to the lack of experience and
they cannot apply the economies of scale.
The threat of substitutes of the industry is in the moderate level (Vector Strategy
Group 2010). Means there are not many chances of the alternatives of the product for
the customers. Because of the emergence of fax machine, e-mail systems and new ecommerce strategies, they are threatening the logistic companies (Reuters 2013). Even
though, there are substitutes, some important documents still need to use FedExs
service from one place to another (Vector Strategy Group 2010). There are not only
threats but also opportunities exist in the industry, so, the level is moderate.
The bargaining power of buyers means the price may probably be controlled by
customers if they are powerful (Johnson, Whittington & Scholes 2011). In case of FedEx,
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bargaining power of buyers is relatively high accordingly when they are large in number
and corporate customers, concentrated and purchase products/service in volume
quantity (Henry Fund Research 2012). According to Henry Fund Research, FedEx is
expecting to increase 9% in all retailers in 2016 (Henry Fund Research 2012). Online
shops like Amazon.com, Buy.com, ebay.com and etc are main customers of delivery
industry, so, since their industry is growing then logistic industry might also be growing in
next 5 year as an annual growth rate of 10% (Henry Fund Research 2012). So in this
case bargaining power may be higher as there is a growth in retail & e-retail sectors.
The bargaining power of suppliers relates to the influence of Suppliers upon industry
(Johnson, Whittington & Scholes 2011). Even though the suppliers for packaging
equipments and small vehicles are low in bargaining power of suppliers, the unstable
price of oil is effecting in the level of moderate to logistic industry (El-Khamy and
Golubov 2005). Now, FedEx is trying to reduce the power of suppliers to their company
by using alternative energy and electric vehicles for transportation (Reuters 2013).
Therefore the suppliers bargain power may vary from low to moderate for FedEx.
The extent of rivalry between competitors means another business groups in the
same industry and same customers of FedEx (Johnson, Whittington & Scholes 2011).
For example, TNT and UPS are the main competitors for FedEx and there are also some
other players like DHL, OHL, AWS and DB Schenker (Hoovers Inc. n.d.). Even though,
there are only 3 main competitors including FedEx, they are competing considerably
concentrated (Vector Strategy Group 2010). Even in acquisitions, when FedEx has
Kinkos, UPS also has Mailboxes Etc. (Vector Strategy Group 2010).

2.3: Market Segmentation

Market segmentation is the differentiation of customers into small groups with similar
demands so that the company can provide services and products more specifically
(Johnson, Whittington & Scholes 2011). In that case, FedEx has mainly 4 market
segmentations; FedEx Express, FedEx Ground, FedEx Freight, and FedEx Express
Freight (FedEx 2013).
FedEx Express provides delivery with speedy time and definite date for paper works
packages and services are also available on weekends (FedEx 2013). FedEx Ground
services budgeted delivery and on-time and also offers cost-effective function for the

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normal package returns (FedEx 2013). There are heavy package about over 150 pounds
deliveries in FedEx Express Freight and there are four different types in FedEx Express
which all services are all reliable and time-definite deliveries (FedEx 2013).

3: INTERNAL ENVIRONMENT
FedEx operates its business units, enabling them to compete collectively. FedEx
corporate environment has the characteristics of organic organization; constantly
changing environment and the uncertainties generally emits a much higher level of
fluidity and flexibility. Preparation and decision-making are as close as possible to the
point concerned possible. Employees can respond to changes characterized by a
decentralized power structure.

3.1: Resources and Competencies

3.1.1: Physical- IT Infrastructure
IT Infrastructure is one of the major resources that helped FedEx to grow rapidly as
compared to its competitors (Knudson n.d.). IT is essential to FedEx operation. In 1978,
founder and CEO Frederick Smith stated that the information about the package was
as important as the package itself (ComputerWeekly 2012). Based on this, FedEx
started developing its package management systems. FedEx ship manager software is
an advance shipping solution for huge shipping.
FedEx Ship Manager allows employees of the company to store and share customers
information, other shipping related history at one place.

FedEx Resources: What

FedEx have
IT Infrastructure

Type
Physical

FedEx Competences:
What FedEx do well
Easy accounting and

FedEx Ship Manager

record keeping

Software

Fast and effective delivery

tracking

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Financial Highlights

Financial

Revenue generated

Exceptional performance
of FedEx ground segment

$42.6B in FY 2012
Net Income $2.0B in FY
2012
FedEx Workforce Diversity

Human

Diverse workforce,

FedEx is made up of

supplier base and

more than 290,000 team

supporting culture enable

members

FedEx to do better service

Figure 3.1: Resources and Competencies (FedEx 2013)

FedEx Ship Manager is proprietary software of FedEx hence it is RARE and Inimitable
by competitors (FedEx 2007), it makes shipping easy because it tacks the status
instantly and confirm delivery quickly. It also manages the return easily (FedEx 2013).

3.1.2: Financial- Revenues

Revenues, Operating Income raised in 2012 due to the better performance of FedEx
Ground segment and FedEx Freight (FedEx Annual report 2012). FedEx may continue
to investment in aircraft, vehicles, IT infrastructure and any small scale acquisition for
service excellence.

Year
Revenue

2011
39,304

2012
42,680

% Increase
8.58

Table 3.1: Percentage increase in Revenue (FedEx Annual Report 2012)

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Figure 3.2: FedEx Revenue FY 2011 v/s 2012 (FedEx Annual Report 2012)
From the above graph it clearly indicates that the revenue increased by 8.58% from the
year 2011 to 2012.

3.1.3: Human Capital- FedEx Diversity Workforce

Due to diverse work environment, supplier base and good corporate culture assures
FedEx to do better service for their customers and compete efficiently in the global
market. More than 27% of FedEx management team belongs to minorities (FedEx
2013). Mostly FedEx helps small suppliers, women owned suppliers and Suppliers
belongs to minorities by making contract with them for accessing the FedEx supply chain
and ensures quality service (FedEx 2013).

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4: BUSINESS & CORPORATE LEVEL STRATEGY

4.1: Differentiation Strategy
The reason of differentiation is to develop a strong customer base by offering something
value added solution that competitors wont have (Harvard Business Review 1997).
Differentiation can be attained through high customer service, best quality, product
innovation, usage of information technology etc.
Depending upon the customers requirement FedEx divided into different Business
Units: FedEx Express, FedEx Custom Critical, FedEx Ground, FedEx Freight, FedEx
Supply Chain Services and FedEx Trade Networks (FedEx 2013). Each Business Unit
intended to towards a specific segment according to customers requirement. Customers
might have different requirements at the same time i.e. document express need to
deliver overnight, and then freight in the next day. FedEx understand the customers
need and have segmented the business to gain the competitive advantage.
FedEx is much more distinguished from its competitors on global supply chain solutions
i.e. distribution and order handling services for critical, time-sensitive and medical
instrument devices through FedEx Critical Logistics (FedEx 2013). FedEx offers the
money back guarantee and pick up facility from the customers door step (FedEx 2013).
Worldwide, FedEx is much more visibly differentiated from its competitors due to
infrastructure. FedEx serving more than 220 countries and territories, 90000 ground
vehicles, 660 aircraft in operation, in service and more than 10 million daily average
package shipment (Proctor 2013). It is very difficult for other companies to establish
such a huge infrastructure because no one else has the infrastructure that FedEx has
and people think of FedEx for global delivery.
FedEx make promises but its rivals cannot because of their limited infrastructure and
resources. With the expected globalization of large scale business in the future, it is
likely that competitors may work to overcome this differentiation by establishing their
own infrastructure and resources.
But for now, FedEx is market leader as far as global express delivery is concerned
(FedEx 2013). The infrastructure ensures the quality of the FedEx service.

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FedEx was built upon innovation, and it continues to be an m part of the FedEx culture
and business strategy (FedEx 2013). One of the FedEx innovation solution is
SenseAware provided by FedEx a ground breaking sensor-based logistics service that
combines a multiple sensor devices with a web base shipment monitoring application. It
enables customers to monitor their consignments in real time basis with information like
temperature, location and exposure to light and share this important information
continuously with their supply chain partners (FedEx 2013). FedEx Institute of
Technology at the University of Memphis is there for hi-tech research, think tank
sessions, corporate training programs and conferences (FedEx 2013).

4.2: Vertical Integration

FedEx comprises of six business units FedEx Ground, FedEx Trade Networks, FedEx
Freight, FedEx Custom Critical and FedEx Services (FedEx 2013).

Figure 4.1 Vertical and Horizontal Integration (FedEx 2013)

Vertical Integration describes entering activities where the company is its own supplier or
customer (Johnson, Whittington, and Scholes 2011: 240). Vertical integration states that
firm has integrated all the prospects of the supply chain management including
supplying raw materials, manufacturing, managing warehouse, distribution and retailing
or forwards to the customers (Environmental Leader 2010).
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Generally there are two types of vertical integration i.e. forward and backward
integration. (Hubbard and Beamish 2010: 254)

4.2.1: Backward Integration

Backward integration is that when a firm itself handles the same business what its
suppliers were doing (Hubbard and Beamish 2010: 254). Recently FedEx implemented
the backward strategy by acquiring Kinkos. FedEx Office (formerly FedEx Kinkos) is a
chain of outlets that provide a retail solution for other related business i.e. FedEx
Express and FedEx Ground (including home delivery) shipping, as well as photocopying,
printing, binding, lamination services (BloombergBusinessweek 2008). Apart from the
above service FedEx Office provides self services to its customers. The computers are
available on rental basis where each computer is connected to the printer for printing the
documents (FedEx 2013). The FedEx Office retail solution also offers a selection of
office supplies and business books for retail purchase.

4.3: Merger and Acquisition

FedEx has many potential merger and acquisitions. FedEx recently completed the first
part of acquisition by acquiring Supaswift. Recently after acquisition FedEx operates
five countries of Africa i.e. South Africa, Malawi, Mozambique, Swaziland and Zambia,
and is also in a process to acquire Supaswifts businesses in Botswana and Namibia
(FedEx 2013). Initially these operations may work under the FedEx Express Business
Unit.
By this acquisition FedEx express will enter across the 7 markets to 39 facilities and will
accept approximately 1,000 of Supaswift team members (FedEx 2013). Once the final
stage of acquisition over, this will make FedEx stronger to meet the growing and
customize needs of customers. Supaswift started operations in South Africa in 1990. In
2005, Supaswift merged with MyExpress which was providing FedEx Express
international services in Southern part of Africa since 1991 (FedEx 2013).

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5: RECOMMENDATION OF STRATEGIC OPTIONS

Organic Development: It has been forecasted that global Supply Chain Management
market will increase from $5.90 billion to $8.55 billion (Environmental & Energy
Management News 2010). It says the annual growth rate of 7.7% during this time period
(Environmental & Energy Management News 2010).

Figure 5.1: CEP Industry Growth Rate in Europe (A. T. Kearney Analysis 2013)
So we recommend FedEx should continue in organic growth i.e. investing in planes,
vehicles (need to expand more in ground vehicles) and infrastructure, especially in Asia
(India and China and Europe), but also need to focus on penetrating into foreign markets
by partnering with local supply chain industries.
FedEx has used its four business segments to grow from a 3.7% in 1991 to a forecasted
17.7% industry share by 2015 (FedEx Annual Report 2012). FedEx is dedicated in
reinvesting earnings for expanding business operations both globally and locally that
keep it aggressive year after year (FedEx Annual Report 2012). With the development of
large urban centres around the globe that are able to improve efficiency and reduce
delivery time, FedEx should do research and change the routes of supply to meet
demand.

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FedEx has net income of $2 billion out of revenue of $42 billion where as UPS has net
income of $3 billion out of revenue of $53 billion (Diffen 2013). Amazon uses FedEx
much more frequently (Diffen 2013). So FedEx should focus on alliances with giant
retail and online sectors like Walmart, Flipkart, e-bay etc for generating more revenue
and ensuring the business for forth coming years.

Figure 5.2: UPS v/s FedEx Sales Revenue (Diffen 2013)

This will ensure cash inflow even if there is inflation in the market. So FedEx need to
target corporate sectors for their delivery. This will be a win-win strategy where FedEx
revenue can be increased nearly to UPS.

6: Conclusion
To finalize datas that mentioned above, in logistics industry, FedEx is performing well
from the point of strategic management even though the organization has some
weaknesses to fix. Since it is the oldest logistic company in industry and it has been
mentioned by fortune 500 companies, the company FedEx maybe assumed as the
market leader of logistic industry line. If the organization prepare for the weaknesses,
learn from mistakes, pass the experience curve, and also adopt the new trends in the
industry, then FedEx probably become the best logistic company around the world.

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7: References
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[22August

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FedEx (2013) FedEx Ship Manager [Online] available from

<http://www.fedex.com/us/software/pdf/FedEx_Ship_Manager_User_Guide_v.23
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<https://smallbusiness.fedex.com/international/country-snapshots/us>
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