BUS349:ADVANCEDSEMINARINSTRATEGICMANAGEMENT

FedEx
ToStayAhead
MadaArslan

2012

AMERICANUNIVERSITYOFBEIRUT

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Part 1: Introduction The shipping and transportation market is a leading indicator of the economy (Amsler et al. 2010). FedEx contributes to the U.S. economic activity by providing efficient logistics management through its independently operating, collectively competing and collaboratively managed companies thus producing superior financial returns for its shareowners (Company website). Its business model consists of segmenting its core markets into four different companies: FedEx Express, FedEx Ground, FedEx Freight, and FedEx services. This model however creates overlapping and inefficiencies especially between FedEx Express and FedEx Ground. FedEx is the leader in express shipping due to mastering the hub-and-spoke model which was pioneered by Delta Airlines in 1955; The model is shaped like a wheel where routing all the traffic through the hub actually makes the overall system more efficient (Wise G). Relying on a fleet of 663 aircrafts, 90,000 vehicles, and 300,000 employees, FedEx was able to process on average more than 9 million daily shipments throughout 220 countries thus generating $43 billion in sales in 2012. The profit margin however in 2012 is a mere 4.76% due to the nature of the industry where transportations companies are capital intense incurring high fixed costs. This capital intensity coupled with the FedExs sensitivity to the countrys macroeconomic health is managed by low debt levels (33% in 2012). In addition, FedEx lobbies aggressively to maintain its legal status governed by the Railway Labor Act (RLA) which prevents its drivers from unionizing thus minimizing employee compensation especially pensions costs. Over the years, as FedEx matured in the early 80s, it turned to international expansion through acquisitions. FedEx still relies on acquisitions to grow its business domestically and internationally. In Appendix 1 we highlight FedExs most important acquisitions. Even though the 2004 acquisition of Kinkos aimed at diversifying FedExs product portfolio failed, FedEx has been outperforming its rivals and has built a strong brand over the years. Its strategy of innovation, cutting-edge technology in logistics management, and acquisitions allowed it to grow

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and penetrate 220 countries. Opportunities lie in growing market such as South Asia and the Middle East, and in the future it needs to keep an eye on Sub-Saharan Africa. As FedEx identified a shift in consumer preferences from express services to ground, freight, and ocean shipping in light of the global recession; it is restructuring its FedEx Express division (Adler, 2012) by cutting jobs, retiring planes earlier in the aim of increasing profits by $1.7 billion within the next 3 years (Schlangenstein, 2012). FedEx can strategically move into acquiring shipping companies to keep up with this new trend and reduce its geographic concentration on the U.S. even further: 70% of FedExs sales are generated domestically. This expansion should be financed by raising capital to keep FedExs low leverage level. FedEx provides its customers with global physical transportation coupled with information intelligence (Farhoomand, Pauline, Conley, 2003). Information is key. Since theoretically any
company with enough capital can break the barriers to entry into the transportation industry, it is recommended that FedEx smartly diversify its product portfolio. Amazon has already made a backward integration move by purchasing Kiva Systems and Google bought BufferBox Canada. A move by FedEx into cloud computing can be a good diversification.

Part 2: Data Presentation (refer to Appendix 2 for financial highlights) As the market dipped by the end of 2008 and all through 2009 as a result of the financial meltdown, FedEx still performed better than average allowing a stronger & steadier performance reaping the benefits of strategies executed during tougher times (Company website). FedExs stock performance during the last 10 years was above the S&P 500, the Dow Jones Transportation Average, and UPS (Appendix 3). FedExs Return on Equity has increased in 20121 to 13.8% (9.54% in 2011). Using DuPonts equation to segment ROE we find that the increase is due to the increases in profit margin (4.76% in 2012 compared to 3.69% in 2011) as a result of the increase in sales, and the increase in the equity multiplier (from 1.8 in 2011 to 2.03 in 2012) as a result of increased leverage (debt ratio is 33% in 2012 as opposed to 27% in 2011) driven by the 163% increase in pension obligations from $2.1 billion in 2011 to $5.6 billion in 2012 due to historically low interest rates (Trefis, 2012); the asset turnover decreased negligibly from 1.43 to 1.42 (2011-2012) as a result of the $4 billion capital expenditure that increased fixed assets in 2012 offset by increased sales (asset turnover = total assets / sales). The

FedExs fiscal year-end is May 31st.

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company has healthy liquidity ratios suggesting that its current liabilities will be met; both the current ratio and the quick ratio are above 1. UPS on the other hand has a whopping 53.52% ROE in 20112 compared to 41.48% in 2010. This increase in ROE is due to the increase the profit margin as sales increased, increase in the asset turnover as assets increased offset by the sales increase, and increase in the equity multiplier as debt increased. This huge difference in ROE is due to the fact that UPS is highly leveraged at a debt ratio of 79.52% in 2011 whereas FedEx is merely 33% leveraged. Liquidity ratios of UPS show that the company is having difficulties collecting its receivable: while current ratio and quick ratio are above 1.7, cash ratio is merely 0.47; a closer look reveals that receivables have increased 11% lowering turnover to 8.5 and increasing the collection period to 42.93 days. While this is attributable to the credit crunch it is noteworthy that FedEx had actually improved its collection period both during 2011 and 2012. UPS generates more revenues than FedEx3, higher operating margins and higher profit marginsit even boasts higher volume sales with an average of 15.8 million daily packages and documents delivered compared to FedExs average daily volume of 9 million yet FedExs share price consistently outperforms UPSs. In December 2011 it closed at $83.51 whereas UPS closed at $73.19. This is due to FedExs advantageous economies of scale: UPSs revenue per package is $9.214 whereas FedExs is $12.995. Brand equity also plays a role: Although UPS positions at 67th on the worlds top 100 brands with a value of $9 billion compared to FedExs 79th position with a value of $5.3 billion, FedExs better perceived by consumers and ranks 52nd whereas UPS ranks 81st (Badenhausen, 2012). In addition, FedEx has had a series of strategic acquisition worldwide during the noughties latest of which is its acquisition of Rapido Cometa of Brazil (2012), TATEX of France (2012), MultiPack of Mexico (2011), Unifreight India (2011). These acquisition signal growth potential especially that FedEx only paid a small amount of dividends

UPSs fiscal year-end is December 31st. Even though the fiscal year-end differ by 7 months, the results reflect a years operations, therefore even if we align the fiscal years the resulting comparison will be the same. 4 UPS 2011 revenues $53,105 million / average daily delivery volume of 15.8 million x 365 days (annual report 2011) 5 FedExs 2012 revenues $42,680 million /average daily delivery volume of 9 million x 365 days (company website)
3 2

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in 2012 of $197 million (no dividends were paid since 2008) although it is mostly financed by equity, thus the earnings are reinvested in the company for growth. On the other hand, UPS has been consistently paying dividends averaging $1.95 billion from 2008 to 2011 although it is financed by almost 80% debt. It is interesting to look at EPS (either basic or diluted). FedEx in 2011 had $4.61 EPS whereas UPS had EPS of $3.88 although UPS boats higher income. This is due to the fact that FedEx has less number of shares outstanding (317 million v/s 965 million) even though FedEx is mainly financed by 73% equity in 2011 in comparison to UPSs 20% in 2011. It is wise of FedEx to have low debt and be financed by its own retained earnings given the nature of its business and its capital intensity (worlds 3rd largest fleet, ArabianBusiness 2012), where it is highly cyclical and sensitive to macroeconomic factors (Devan, 2010) therefore in tough economic times, it will fare better than its competitors; again this was evident during the recession where FedEx still performed better than UPS, the S&P 500, and the Dow Jones Transportation Average (Appendix 3).

It is worthy to note that FedEx generates 70% of its sales domestically and FedEx Express is the cash cow of the company generating 62% of the groups revenues. UPS also generates 74% of its revenues domestically.

Part 3: Macroeconomic overview, Porters 5, Value Chain, and SWOT analysis

Macroeconomic overview

We have looked at the United States in particular and we have looked at the world market as segmented by the World Bank into 6 regions: East Asia and Pacific, Europe and Central Asia, High-income economies ($12,479 or more), Latin America and the Caribbean, Middle East and North Africa, South Asia, and Sub-Saharan Africa. Appendix 4 summarizes the findings of general economics, population and demographics, government, communication, and society & lifestyle. Note that some of these variables are not observable in the aggregate region as for example the countries composing Latin America are heterogeneous in their government and

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societal structure: Brazil is more open to foreign direct investment while Cuba is not due to the political sanctions.

GDP growth in 2011 is strongest in South Asia at 6.42%, Middle East & North Africa at 5.19%, Latin America & the Caribbean at 4.63%, East Asia & Pacific at 3.37%. The stalling in East Asia (China, Malaysia, Philippines, Thailand, Vietnam) is due to the FDIs migrating or investing in South Asia (Bangladesh, India, Pakistan, Sri Lanka) and the slowed growth of China. This GDP growth in South Asia comes with the highest inflation among the world at 10.13%. As a result of FDIs taking advantage of low labor costs, these markets have grown and experience the lowest unemployment: 4.72% in East Asia and 4.49% in South Asia. FDI as percentage of GDP looks low in South Asia at 1.36% as opposed to 2.32% in East Asia yet East Asia is an aggregation of 24 countries whereas South Asia is an aggregation of 8 countries.

East Asia and Pacific, some indicators of the region: average GDP growth compared to the world: 3.37%. Services are 65% of GDP, Industry is 32% of GDP. Inflation is somewhat high at 5.23%. Import & Export activity as percentage of GDP is somewhat high at 29.58% for imports and 32.17% for exports. Low population growth at 0.65% yet 91% of the population is below 65 years. Urbanization rate is average at 53%, internet users somewhat high at 38.55%. Second highest ranking in air freight transport and third in railway goods transported. Looking at these numbers, this area has entered into its maturity stage but given that it is an aggregation of 24 countries, great potential lies in the least developed ones.

South Asia, some indicators of the region: somewhat high GDP growth compared to the world: 6.42%. Services are 56% of GDP, Industry is 26% of GDP, Agriculture is 18% of GDP. Inflation is highest at 10.82%. Import & Export activity as percentage of GDP are significant yet lower than the rest at 28.48% for imports and 22.79% for exports. Fourth highest population growth at 1.44% and 95% of the population is below 65 years. Urbanization rate is low at 31%, internet users is the lowest at 9.43%. Second lowest ranking in air freight transport but high in railway goods transported. This region has great potential in the future as urbanization increases and physical infrastructure improves.

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Europe and Central Asia, some indicators of the region: low GDP growth compared to the world: 1.95% due to the credit crunch. Services are 72% of GDP, Industry is 26% of GDP. Inflation is controlled at 3.9%. Import & Export activity as percentage of GDP are the second highest at 40% for imports and 41% for exports. Low population growth at 0.41% and 85% of the population is below 65 years. Urbanization rate is high at 70%, internet users is high at 60%. Third highest ranking in air freight transport, second highest in railway goods transported and second in roads transported goods. This region has a well-developed infrastructure yet there is potential in consolidating these markets.

High-income economies, some indicators of the region: lowest GDP growth at: 1.54% due to the credit crunch. Services are 74% of GDP, Industry is 24% of GDP. Inflation is lowest at 3.33%. Import & Export activity as percentage of GDP are somewhat lower than the rest at 28.03% for imports and 27.88% for exports. Low population growth at 0.63% and 84% of the population is below 65 years. Urbanization rate is highest at 80%, internet users is highest at 76%. Highest ranking in air freight transport, highest in railway goods transported and highest in roads transported goods. This region is very well-developed in terms of communication, the potential lies in consolidating these markets and differentiating from competitors.

Latin America and the Caribbean, some indicators of the region: somewhat high GDP growth at: 4.63%. Services are 63% of GDP, Industry is 30% of GDP. Inflation is somewhat high at 5.13%. Import & Export activity as percentage of GDP are somewhat lower than the rest at 23% for imports and 22.6% for exports. Population growth is average at 1.11% and 93% of the population is below 65 years. Urbanization rate is high at 79%, internet users is low compared to the urbanization level, 39%. Lower air freight transport given its lower import/export activity, no data available on transport of goods by railway or roads. This region has a big potential as the communication infrastructure develops and it is the third highest industrialized with a young population.

Middle East and North Africa, some indicators of the region: somewhat high GDP growth at: 5.19%. Services are 42% of GDP, Industry is 50% of GDP. Inflation is average at 4.39%. Import & Export activity as percentage of GDP are highest at 39% for imports and 45.5% for exports.

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Population growth is average at 1.85% and 95% of the population is below 65 years. Urbanization rate is somewhat high at 62.5%, internet users is average compared to the urbanization level, 31%. Low air freight transport and railway goods transport given its high import/export activity, no data available on transport of goods by roads. This region has a very big potential as the communication infrastructure develops and it has the highest industrialized economy with a very young population.

Sub-Saharan Africa, some indicators of the region: average GDP growth at: 4.15%. Services are 58% of GDP, Industry is 31% of GDP. Inflation is average to high at 5.67%. Import & Export activity as percentage of GDP are average at 35% for imports and 33% for exports. Highest growth and youngest population at 2.53% and 97% respectively. Urbanization rate is low at 36%, internet users is also very low at 12%. Low air freight transport and railway goods transport given its high import/export activity, no data available on transport of goods by roads. This region has a huge potential in the future as the communication infrastructure develops.

Porters 5 Forces Model

Substitute Products MODERATE ICloud, 3D Printers, Retail Stores

Suppliers Power LOW to MODERATE FedExs size

Existing Rivals HIGH FedEx, UPS, DHL

Buyers Power HIGH High Demand Elasticity, Low Switching Costs

Potential Competitors MODERATE Amazon, Google, InHouse delivery

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Existing Rivals: The competition among existing firms is intense given the nature of the industry where firms incur high fixed costs due to their capital intensity; consumers are price sensitive and theres low to no differentiation among the firms which add up to low switching costs. FedExs main competitor domestically is UPS even though USPS offers lower prices due to government subsidiesboth firms spend heavily on advertising and often match each other when it comes to fuel surcharges, increases/decreases in pricing, and even acquisitions (UPS purchased Mailboxes Etc.; FedEx followed suit with its purchase of Kinkos) (Amsler, Cullen, and Erdmenger, 2010). FedExs main international competitor is DHL especially after DHL exited the US market (Amsler et al., 2010). Suppliers Power: FedExs suppliers typically exercise low power over it given the sheer volume FedEx trades in; i.e: FedEx orders supplies in big volumes where it packaging materials, vehicles, or planes. In addition, FedExs employees exercise low bargaining power since the business is highly automated and the drivers are contract workers; however, the pilots are the only unionized employees, which gives them some bargaining power. The Federal Aviation Administration (FAA) does exercise bargaining power over FedEx since its got the right to grant or restrict access to airspace and landing rights (Amsler et al., 2010). Buyers Power: the transportation industry exhibits high demand elasticity given the price sensitivity of consumers and the lack of differentiation among competing firms. As a result of the 2008 financial crisis that drove the world into a recession consumers need to cut costs thus they have switched to slower shipping services which triggered the restructuring of the FedEx Express division (Adler, 2012). Threat of New Entrants: although the nature of the industry requiring shipping companies to be capital intense (airplane fleet, vehicles, ships) is a barrier to entry, companies that have purchasing power are potential competitors such as Amazon and Google6; even in-house delivery is a threat, i.e: companies such as WalMart can develop their own delivery system. However, the knowledge and expertise acquired over time is the biggest barrier to entry. FedEx has 40 years of experience optimizing its delivery services, studying its customers needs, and responding to domestic and global trends. Substitute Products: trade is a natural activity of or an innate function to humanity. Thus there is no substitute for transportation of goods. However, the advancement of technologies

Google acquired BufferBox Canada in 2012 (Roberson, 2012)

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such as the internet with e-mails and fax machines can cut into FedExs revenues especially in delivering documents. Other emerging technologies such as the ICloud and the 3D Printers with personalized manufacturing7 can also cut into FedExs revenue stream but it is not enough to affect or disrupt the transportation industry.

Value Chain Primary function:

Input/Resources: Physical Assets Human Resources IT Operation: Logistics of Delivery (JIT) IT backbone Services Output: Service Completion (products reach destination)

Output: Support (shipment tracking)

Output: Data (information intelligence)

Output: High Volume-Low Profit Average daily volume of 9 million shipments- profit margin less than 5% in 2012

FedEx intertwines its physical assets of 663 aircrafts, 90,000 vehicles, and thousands of dropoff locations with its drivers, pilots, and other staff supported by cutting edge IT infrastructure to guarantee delivery of goods and services to its customers. Those resources are molded into a hub-and-spoke model that allows transportation through efficient routes. In addition, FedExs operations rely heavily on IT and automation to ensure reliable delivery (products reach their destination) and support through their online shipment tracking system: The information about the package is just as important as the package itself- Fred Smith (Company Website). FedEx relies on secondary functions as well to complete its value chain: the firm infrastructure, HR management, technology development/Innovation. Marketing is an important secondary function as well since the intense competitive nature of the business coupled with low switching costs entails heavy marketing and advertising to capture or orient the consumer awareness to the FedEx brand.

MakerBot replicator: www.makerbot.com

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SWOT analysis Strengths: Brand Equity Domestic leader in the express delivery market Technology infrastructure: IT Physical Assets: impressive fleet of aircrafts and vehicles Drivers are not unionized (saves costs) Opportunities: International expansion: South Asia, Sub-Saharan Africa Growing global trade Growing e-commerce/online retailing Acquisitions and business diversification Weaknesses: International leader is DHL and domestic ground leader is UPS Capital intensity: high fixed costs Major Clients: the USPS contract No differentiation from competitors Geographical Concentration: USA

Threats: General state of the economy Disruption to the technology and/or transportation infrastructure Changing laws and regulations including labor unionization, additional safety measurements, environmental, etc New entrants

Part 4: Strategic Analysis FedEx has an interest in the United States nationwide economic activity (Company website) as well as wanting to connect the world responsibly and resourcefully (Annual Global Citizenship Report 2011). With the government deregulating the airline industry (1977-1980) allowing FedEx to make use of the hub-and-spoke model by construction networks based on logic and with FedEx pioneering a new printing methodology of bar-code-readable numbers for their tracking system, FedEx was able to fundamentally change the way businesses managed their supply chain, moving to Just-In-Time inventories and actually reducing logistics costs from 16.5% of GDP to 9.5% within 25 years (Bloomberg, 2004). FedExs sustainable growth stems from its ability to provide its customers timely information about their shipments: we have continued to offer information up to our customers as a strategic advantage and use that same information inside of our company to ensure our quality and productivity as we grow- Robert Carter, Executive Vice President and Chief Information Officer at FedEx Corporation (Knudson, 2007). For FedEx to be able to offer up timely information, their business model is built around speed and flexibility (Annual Report 2012). These attributes are the result of the hub-and-spoke model, the IT infrastructure, and the knowledge and expertise accumulated over 40 years.

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FedEx has segmented its business into four distinct entities operating independently to serve their core markets, but compete collectively as one brand, and are managed collaboratively under FedEx Corporation: FedEx Express generated 62% of total revenues in 2012, FedEx Ground generated 22%, FedEx Freight generated 12%, and FedEx Services generated 4% (Appendix 2). However theres a concern over such a model where theres a chance of delivery overlap with the Express and Ground segments (Amsler et al., 2010) that may result in inefficiencies and additional costs: a business may require both express and ground services from FedEx thus a different driver from each segments picks up the packages (Vincent, 2011); proper controls or systems integration should recognize these transactions and eliminate delivery overlaps. FedEx understands that operational effectiveness can only take you so far. It has been successfully growing since inception by first developing domestically, maturing in the 80s, and recognizing the potential in international expansion. FedEx first offered international shipping in the mid-80s. Thus FedExs growth throughout its existence has been driven by acquisitions (Amsler et al., 2010). Appendix 1 highlights the most important ones. In its pursuit of strategic growth through international expansion FedEx is balancing its geographical concentration. In addition, acquisitions allowed FedEx to diversify its portfolio extending in services with businesses relevant to its core activity: in 2004 FedEx acquired Kinkos for $2.4 billion (Annual Report 2006) thus providing office services such as printing, copying, and binding to its customers as well as expanding its retail outreach to the 1,200 Kinko's stores (Appendix 1). It is noteworthy to mention that FedExs purchase of Kinkos was an attempt to match UPSs retail presence with MailBoxes Etc.8 but the acquisition is yet to prove profitable with FedEx writing off $1.6 billion in impairment charges (Amsler et al., 2010) when it has originally recorded $1.8 billion in goodwill in relation to the acquisition (Annual Report 2006); the biggest impairment charge was in 2009 for $810 million (Annual Report 2009). FedEx relies on alliances with business as main drivers of sales. It has successfully stricken deals with major retailers as well as governments to integrate FedEx in their value chain as logistics and/or transportation solution providers: FedEx is one of the biggest defense contractors (Turse, 2011), Apple (Hardawar, 2012) and HP (Close-Up Media, 2012) rely on FedEx, Ebay teamed up with FedEx to offer shipping discounts and label printing at home (Kucera, 2012), and

www.mbe.com

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WalMart added FedEx office locations to its site-to-store pick up points9. Amazon does not exclusively rely on FedEx and it is biggest threat especially that it had invested $775 million purchasing Kiva Systems in 2012 that constitutes part of its back-end systems in an effort to cut operational costs (Kanellos, 2012); however Amazon relies on FedEx to allow its cloud customers to bypass the Internet by shipping storage devices via airmail (Brodkin, 2010). FedEx keeps a low debt structure (debt ratio is 33% in 2012) since it is faced with high fixed costs in a high-volume/low margin industry (average profit margin from 2000-2012 is 3.7%10): net fixed assets are 58% of total assets and wages and salaries for its 300,000 employees make up 41% of operating expenses or 38% of revenues. This contributes to the companys volatility with respect to fuel price fluctuations and regulation changes. However, FedEx hedges against fuel price fluctuations and passes on additional costs to its customers through fuel surcharges (Ackerman, 2008). As for wages and salaries, pension and benefits costs are minimized since FedEx is governed by the Railway Labor Act (RLA) that does not allow its drivers to form local unions (Garofalo, 2010). FedEx has been aggressively lobbying to maintain its preferential and advantageous legal status under this act thus protecting its thin profit margins. For the period 2008-2010, FedEx is said to spend $50.81 million on lobbying compared with paying federal tax bills of $37 million (McGuire, 2012). Other changes such as tighter environmental regulations to decrease the companys carbon footprint (aircrafts CO2 emissions is currently at 1.3lbs/ATM11) can be costly; yet FedEx is aware of the change in the energy and transportation markets and has replaced several aircrafts with ones that are more fuel efficient. In addition, FedEx is taking a leap into the future and contributing to social innovation and environmental change by operating 130 electric cars from Nissan (Haindl, 2012) and becoming an early adopter of the electric drive in the parcel delivery market (Electrification Coalition, 2012). In line with its innovative culture and keeping pace with the socio-economic trends, The FedEx Institute of Technology at the University of Memphis houses ten research centers that focus on an array of global studies and issues: to apply how emerging technologies can help shape the global information economy (Knudson, 2007). This innovative spirit and the ability of FedEx to identify trends lead it to be at the forefront of the social commerce: a market where social media is used to buy and sell goods. This market is forecast to reach $30 billion by 2015; thus FedEx

http://www.walmart.com/cp/Site-to-Store-Shipping-with-FedEx/1069504 Calculated by obtaining historical financial data through Compustat database 11 Annual Global Citizenship Report 2011
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has developed the Ship to Friends facebook application that allows people who use Facebook to prepare and pay for a U.S. domestic shipment without ever leaving Facebook (BusinessWire (2012). The most beneficial domestic and global trend that affects FedEx is online shopping. The increase of online shopping increases sales in value and in volume. Thus, FedEx collaborated with American Express to support small businesses in the form of giving away 40,000 $25 gift cards (a total of $1 million) to be spent at local businesses (DividendChannel, 2012) and with average revenue per package of $12.99, FedEx would have theoretically encouraged online spending with effectively less than half the $1 million spent12. FedEx continuously pursues operational effectiveness in cutting costs and increasing quality as the industrys demand is highly elastic. FedEx has recently identified a permanent shift of customers from express services to ground, freight, and ocean shipping in light of the global recession; thus FedEx is restructuring its FedEx Express division (Adler, 2012) by cutting jobs, retiring planes earlier which will allow it to increase profits by $1.7 billion within the next 3 years (Schlangenstein, 2012).

Part 5: Recommendations Opportunities lie in growing market such as South Asia and the Middle East, and in the future FedEx needs to keep an eye on Sub-Saharan Africa as they develop their communication infrastructure and their social-economic trends evolve towards e-commerce. International expansion reduces FedExs geographic concentration on the United States. In fact FedEx is right on track with international expansion by acquisitions: in 2012 FedEx acquired 3 companies in Brazil, France, and Poland; in 2011 FedEx acquired 2 companies in Mexico and India; in 2007 FedEx acquired 3 companies in India, China, and Hungary (Appendix 1). FedEx benefits from an increase in the volume of e-commerce. As FedEx collaborated with American Express to support small businesses in the U.S. they can induce online shopping in international markets thus pushing and/or supporting the communication infrastructure. For example, Latin America and the Caribbean have the second highest urbanization level among the 6 regions of the world as segmented by the World Bank yet internet usage is relatively low at 40%. Similarly, in the MENA region urbanizations is at 63% while internet usage is at 31%.

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40,000 gift card x $12.99 = $519,600

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FedEx can induce online shopping through socially conscious and developmental programs thus building brand awareness in that region. Such programs help FedEx achieve its corporate citizenship goals by sustainably connecting people and places and improving the quality of life around the world (Company website) and build a loyal customer base in an industry governed by low switching costs. FedEx is successfully replacing old planes with new greener and more efficient ones thus it is proactively mitigation any environmental or safety regulations that could be imposed in the future. In addition, FedEx actively lobbies to keep its drivers from unionizing thus minimizing its employees remunerations especially pension costs. FedEx should avoid reclassification from a company specialized in aerial shipping governed by the Railway Labor Act (RLA) to a company specialized in ground shipping governed by the National Labor Relations Act (NLRA) like UPS; this is the reason FedExs pilots are unionized while its drivers are not. If FedExs status changes it can face an increase in wages up to 14.2% of sales in comparison to UPS: UPS spent $27.6 billion in their last fiscal year (2011) or 52% of sales to compensate their 398,300 employees whereas FedEx spent $16.1 billion in their last fiscal year (2012) or 38% of sales to compensate their 300,000 employees. Thus, UPSs cost per employee was $69,232 whereas FedExs cost per employee was $53,663. This $15,569 spread per employee is attributable to the unionization effect where unionized employees command higher bargaining power when it comes to compensation and benefits. Other strategic moves may be in maritime shipments since FedEx relies on aircrafts and vehicles given that 70% of its sales are domestic. So far, FedEx is expanding internationally yet it could still acquire maritime shipping companies. To do so, FedEx could benefit from its brand equity and high stock price to raise capital through share offerings since given its capital intensity and high correlation to overall market volatility it is recommendable to maintain its low leverage level. In addition, since clients may become competitors with in-house delivery system development and/or backward/forward integration, FedEx should hedge this risk by diversifying its product portfolio. So far diversifying its product line did not payoff for FedEx. The acquisition of Kinkos did not serve its purpose. In 2009, management chose to impair the goodwill booked in 2004 in relation to the acquisition in an effort to to phase out the use of the Kinkos trade name and reduced profitability at FedEx Office over the forecast period (Annual Report 2009). The emerging ICloud technology is a way for FedEx to diversify its portfolio. With over 7,000 IT

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expert, owning their own satellites, and with 40 years of accumulating market information FedEx can leverage those advantages into providing customers with computing resources delivered as services over the internet. In fact, FedEx is actually pursuing cloud computing (Babcock, 2011) proving that they are reading the markets needs right. As for FedExs overlap in deliveries due to their business model where their core markets are segmented and served by 4 different companies; it is advisable that FedEx develops an integrated platform to avoid such overlaps thus reducing costs and increasing efficiencies. FedEx needs to also hedge its risks from losing major contracts like the USPS contract (Annual Report 2012) by building strategic alliances domestically and internationally. As mentioned in Part 4: Strategic Analysis, FedEx deals with the U.S. military, Apple, HP, Ebay, and WalMart.

Part 6: Lessons Learned Awareness: Frederick Smith (founder of FedEx) took advantage of economical, social, and political changes to create FedEx: the deregulation of the transportation industry in 1977 allowed full exploration of the hub-and-spoke model. Even as the company grows or reaches maturity it can always spot those opportunities to create value to its stakeholders. Speed and flexibility: a company operating globally, keeps an eye on the global market and takes advantages of changes in social, economic, and political conditions predicting hot spots, spotting ripe acquisitions, and weaving alliances. Therefore, to be able to move with speed and beat the competition to the market, the company needs to be flexible. Financial health: a key component for such companies to be profitable in such an industry is cost control given the low profit margin levels. Be proactive: companies need to be proactive in tipping the scale to their advantage. For example, induce customers into online shopping by giving out credit increases the volume of ecommerce; aggressively lobby to avoid unfavorable laws and regulations. Changing strategy: as the company reaches its organic growth limits, smart diversification is essential for growth. IBM and Siemens are great examples of companies realizing when their strategic advantage is no longer enough to sustain growth and create value. Google is no longer just a search engine, it is developing the driverless car and has recently made a move in the distribution industry with its BufferBox acquisition.

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Appendix 1: Acquisition History Federal Express Corporation is founded in Little Rock, AR in 1971 by Frederick W. Smith 1984: Gelco Express International FedEx dramatically expands its presence outside of the U.S. with the acquisition of Gelco Express, a worldwide courier with service to 84 countries. 1989: Tiger International Inc. With the integration of the Flying Tiger Line, FedEx becomes the world's largest fullservice, all-cargo airline. The acquisition includes routes to 21 countries, a fleet of cargo aircraft including Boeing 747s, facilities throughout the world and Flying Tigers' expertise in international airfreight. 1998: Caliber System Inc. FedEx creates FDX Corporation (later renamed FedEx Corporation) and grows its portfolio of services with the addition of ground small-package carrier RPS (now FedEx Ground), Western U.S. less-than-truckload carrier Viking Freight (now part of FedEx Freight), Caliber Logistics (now FedEx SupplyChain Services), Caliber Technology (now part of FedEx Services) and Roberts Express (now FedEx Custom Critical) 2000: Tower Group International Inc., WorldTariff Ltd FedEx Corp. creates FedEx Trade Networks. Today, FedEx Trade Networks is one of the largest-volume customs entry filers in North America and provides FedEx customers with end-to-end transportation and customs clearance solutions around the world. 2001: American Freightways Corp. FedEx Corp. acquires this less-than-truckload carrier serving the Central and Eastern U.S. to complement Viking Freight. Rebranded as FedEx Freight in 2002, these companies combine to make FedEx Freight a leader in the regional less-than-truckload shipping industry. 2004: Kinko's Inc. FedEx Corp. expands its retail access to all of the 1,200 Kinko's stores. With the backing of a FORTUNE 100 corporation, Kinko's gains the resources and expertise needed to continue expansion of its corporate document outsourcing business and international operations. 2004: Parcel Direct FedEx Corp. broadens its residential delivery portfolio with the acquisition of Parcel Direct, a leading parcel consolidator. Parcel Direct becomes a subsidiary of FedEx Ground and is renamed FedEx SmartPost. The company offers a proven solution to customers in the fast-growing e-tail and catalog industries seeking a cost-effective means of shipping low-weight, less time-sensitive goods to residential customers.

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2006: ANC Holdings Limited FedEx Corp. acquires ANC Holdings Limited, a United Kingdom domestic express transportation company for 120 million. This transaction will allows FedEx Express to directly serve the entire UK domestic market. 2006: Watkins Motor Lines FedEx Corp. acquires Watkins Motor Lines, a leading provider of long-haul LTL services, for $780 million. 2007: Flying Cargo Hungary Kft FedEx Express acquires its Hungarian global service participant, Flying Cargo Hungary Kft, giving FedEx a wholly-owned operation in one of the region's dynamic markets. 2007: Tianjin Datian W. Group Co., Ltd. FedEx Corp. acquires Tianjin Datian W. Group Co., Ltd.'s ("DTW Group") 50 percent share of the FedEx-DTW International Priority express joint venture and DTW Group's domestic express network in China for approximately US$400 million in cash. 2007: Prakash Air Freight Pvt. Ltd. FedEx Express acquires its primary Indian service provider, Prakash Air Freight Pvt. Ltd. (PAFEX), for approximately $33 million. 2011: AFL Pvt. Ltd./Unifreight India Pvt. Ltd. FedEx Express acquires the logistics, distribution and express businesses of AFL Pvt. Ltd. and its affiliate, Unifreight India Pvt. Ltd. This acquisition provides FedEx more robust domestic transportation and added capabilities in India. 2011: Servicios Nacionales Mupa, S.A. de C.V. (MultiPack) FedEx Express acquires the operations of MultiPack in Mexico. MultiPack's existing operations include its pick-up and delivery network, warehousing and logistics services, 48 distribution centers, 13 warehouses and more than 500 retail outlets, all of which will be consolidated into the FedEx business. 2012: Opek Sp.z o.o. FedEx Corp. acquires the Polish courier company Opek Sp.z o.o. (Opek) for $54 million. This acquisition gives its FedEx Express business unit access to a nationwide domestic ground network with an estimated $70 million in annual revenue and 12.5 million shipments annually. 2012: TATEX FedEx Corp. acquires TATEX, a leading French business-to-business express transportation company, for $55 million. This acquisition gives its FedEx Express business unit access to a nationwide domestic ground network which carries 19 million

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2012: Rapido Cometa FedEx Corp. acquires Rapido Cometa, one of the largest transportation and logistics companies in Brazil, for $398 million. This acquisition brings more than $500 million of annual revenue, and is the latest step in the companys strategy for profitable growth in FedEx Express's Latin American and Caribbean (LAC) region. Source: Company website

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Appendix 2: Financial Highlights (source: annual reports) FedEx 2012 Liquidity ratios Current Ratio Quick Ratio Cash Ratio Asset Management ratios Accounts Receivable Turnover Average Collection Period Fixed Asset Turnover Total Asset Turnover Equity multiplier Debt Management ratios Debt Ratio Debt/Equity Times Interest Earned Profitability ratios Profit Margin Basic Earning Power (BEP) Return on Assets (ROA) Return on Equity (ROE Market Value ratios Price-to-Earnings Ratio Price-to-Cash Flow Ratio Basic EPS Diluted EPS 1.69 1.60 0.53 9.07 40.23 2.47 1.43 2.03 2011 1.70 1.61 0.48 8.58 42.54 2.53 1.44 1.80 2010 1.57 1.48 0.42 8.34 43.75 2.41 1.39 1.80 2009 1.57 1.49 0.51 10.47 34.87 2.65 1.46 1.78 2008 1.35 1.27 0.29 8.71 41.92 2.82 1.48 1.76 2011 1.89 1.71 0.47 8.50 42.93 3.01 1.53 4.88

UPS 2010 1.96 1.76 0.57 8.80 41.45 2.85 1.47 4.18 2009 1.49 1.38 0.25 8.44 43.26 2.52 1.42 4.14 2008 1.13 0.99 0.06 9.28 39.32 2.82 1.62 4.70 78.73% 370.19% 11.52 5.83% 15.97% 9.42% 44.29% 18.64 11.43 2.96 2.94

32.78% 26.59% 25.89% 25.14% 22.39% 79.52% 76.05% 75.86% 66.56% 47.85% 46.67% 44.72% 39.51% 388.20% 317.51% 314.28% 81.54 30.42 27.68 12.47 38.33 16.72 14.95 6.93 4.76% 10.63% 6.80% 13.80% 13.84 6.82 6.44 6.41 3.69% 8.55% 5.30% 9.54% 20.31 8.67 4.61 4.57 3.41% 7.89% 4.75% 8.57% 22.09 8.34 3.78 3.76 0.28% 3.04% 0.40% 0.72% 178.81 8.34 0.31 0.31 2.96% 8.08% 4.39% 7.74% 25.20 9.29 3.64 3.60 7.16% 16.77% 10.96% 53.52% 18.86 12.64 3.88 3.84 6.74% 15.75% 9.94% 41.48% 21.60 14.05 3.36 3.33 4.34% 9.67% 6.17% 25.57% 29.12 15.38 1.97 1.90

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Appendix 2 (continued) Income Statement Revenues- FedEx EBIT- FedEx Net Income- FedEx Revenues- UPS EBIT- UPS Net Income- UPS Operating margin- FedEx Operating margin- UPS Cash Flows CF operating activities- FedEx CF investing activities- FedEx CF financing activities- Fed Ex CF operating activities- UPS CF investing activities- UPS CF financing activities- UPS 2011 $ million 39,304 2,342 1,452 53,105 5,820 3,804 6.05% 11.45% 2011 $ million 4,041 -3,419 -287 7,073 -2,537 -4,862 2010 $ million 34,734 1,965 1,184 49,545 5,293 3,338 5.75% 11.39% 2010 $ million 3,138 -2,781 -692 3,835 -654 -1,346 2009 $ million 35,497 736 98 45,297 3,083 1,968 2.10% 7.74% 2009 $ million 2,753 -2,383 400 5,285 -1,248 -3,045 2008 $ million 37,953 2,070 1,125 51,486 5,090 3,003 5.47% 10.45% 2008 $ million 3,465 -2,897 -617 8,426 -3,179 -6,702

FedEx Total revenues U.S. % from total sales International % from total sales

y-2012 $ millions 42,680 29,837 69.91% 12,843 30.09%

y-2011 $ millions 39,304 27,461 69.87% 11,843 30.13%

y-2010 $ millions 34,734 24,852 71.55% 9,882 28.45%

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Appendix 2 (continued)

Revenue:FedExv/sUPS
Revenuein$million 60,000 50,000 40,000 30,000 20,000 10,000 0 2011 2010 2009 2008 RevenuesFedEx RevenuesUPS

FedExSegmentsRevenue
Express Ground 4% 12% Freight Services

22% 62%

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Appendix 3: Stock performance

Source: Company Investor Factsheet 2011

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Appendix 4-A: Macroeconomic Overview of the United States of America

Value- 2011 General Economics (source CIA factbook) GDP (world rank #2) GDP Real Growth Rate (world rank #157) Per Capita GDP (world rank #11) GDP Composition By Sector Agriculture Industry Services Consumer Inflation Rate (world rank #65) Unemployment (world rank #103) Export (world rank #4) Canada Mexico China Japan Other Import (world rank #1) China Canada Mexico Japan Germany Other Population & Demographics (source WDI) Total Population Population Growth Rate Age Structure: 0-14 15-64 65+ Rural population as % from total Urban population as % from total Government- Laws and Regulation (source: The economist, Heritage, CIA factbook, DoingBusiness) Government Stability Economic Freedom Openness to FDI $15.08 trillion 1.80% $48,300 1.20% 19.20% 76.60% 3.10% 9% $1.497 trillion 19% 23.30% 7% 4.50% 46.20% $2.236 trillion 18.40% 14.20% 11.70% 5.80% 4.40% 45.50%

311,591,917
0.72%

20.06% 66.64% 13.30% 17.62% 82.38%

5.3 (110th) 76.3 1 Constitution-based federal republic; strong democratic tradition 34% progressive scheduel

Legal System Paying taxes Communication: Physical infrastructre & IT (source: CIA factbook, WDI) Roads and Highways (KM) (world rank #1) Railways (KM) (world rank #1)

6,506,204 224,792

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Airports (world rank #1) Heliports Navigable Waterways (world rank #4) Ports Fixed Telephone Market (world rank #2) Wireless Telephone Market (world rank #3) Internet Users (world rank #2) Air transport, freight (million ton-km) Logistics performance index: Ease of arranging competitively priced shipments (1=low to 5=high) Logistics performance index: Frequency with which shipments reach consignee within scheduled or expected time (1=low to 5=high) Logistics performance index: Quality of trade and transport-related infrastructure (1=low to 5=high) Railways, goods transported (million ton-km) Roads, goods transported (million ton-km) Transport services (% of commercial service exports) Transport services (% of commercial service imports) Transport services (% of service exports, BoP) Transport services (% of service imports, BoP) Internet users (per 100 people) Society & Lifestyle capitalistic and individualistic consumer society growing internet use for convenience and time-saving

25
15,079 126 41,009 22 150 million 313.848 million 245 million

50,743

3.56

4.21

4.14

2,468,738 1,889,923 13.57%

21.63% 13.08% 19.90% 78.24

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Appendix 4-B: Macroeconomic Overview of the World

latest numbers available from 2005 to 2011 East Asia and Pacific General Economics GDP (constant 2000 US$) year 2011 in billions GDP growth (annual %) GDP per capita (constant 2000 US$) GDP Composition By Sector Agriculture Industry Services Inflation, consumer prices (annual %) Unemployment, total (% of total labor force) Exports of goods and services (% of GDP) Imports of goods and services (% of GDP) Population & Demographics Total Population in millions Population Growth Rate Age Structure: 0-14 15-64 65+ Rural population as % from total Urban population as % from total Government- Laws and Regulation Total tax rate (% of commercial profits) 2,216 895 1,135 595 390 1,656 876 Europe and Central Asia High-income economies Latin America and the Caribbean Middle East and North Africa Sub-Saharan Africa

South Asia

11,946 3.37% 5,391

3.39% 31.67% 64.94%

11,516 1.95% 12,872

1.88% 26.39% 71.73%

31,377 1.54% 27,645

1.31% 24.36% 74.33%

3,081 4.63% 5,176 6.25% 30.29% 63.46% 5.13% 8.00% 22.61% 22.92%

1,502 5.19% 3,854

7.35%

1,296 6.42% 782 17.88% 26.41% 55.71% 10.13% 4.49% 22.79% 28.48%

574 4.15% 655 10.82% 30.81% 58.37% 5.67%

n/a

5.23% 4.72% 32.17% 29.58%

3.90% 9.43% 40.98% 39.97%

3.33% 8.45% 27.88% 28.03%

50.32% 42.33% 4.39% 9.76% 45.49% 38.72%

33.11% 34.70%

0.65% 20.92% 70.44% 8.64% 47.33%

52.67%

0.41% 17.37% 68.10% 14.53% 29.76%

70.24%

0.63% 17.26% 66.90% 15.84% 19.50%

80.50%

1.11% 27.49% 65.49% 7.02% 20.90%

79.10%

1.85% 30.21% 65.21% 4.58% 37.48%

62.52%

1.44% 31.12% 64.02% 4.86% 69.07%

30.93%

2.53% 42.28% 54.49% 3.23% 63.53%

36.47%

35.33%

42.31%

37.65%

47.21%

32.26%

40.20%

57.82%

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Foreign direct investment, net inflows (% of GDP) Communication: Physical infrastructre & IT Air transport, freight (million ton-km) Logistics performance index: Ease of arranging competitively priced shipments (1=low to 5=high) Logistics performance index: Frequency with which shipments reach consignee within scheduled or expected time (1=low to 5=high) Logistics performance index: Quality of trade and transport-related infrastructure (1=low to 5=high) Railways, goods transported (million ton-km) Roads, goods transported (million ton-km) Transport services (% of commercial service exports) Transport services (% of commercial service imports) Transport services (% of service exports, BoP) Transport services (% of service imports, BoP) Internet users (per 100 people)

27

2.32%

3.98%

2.63%

2.42%

2.86%

1.36%

2.33%

61,095 3.08

47,516 3.07

146,364 3.37

5,981 2.71

17,094 2.80

2,453 2.59

2,432 2.47

3.55 3.03 6,326

n/a

3.54 3.16 7,844 17,757 21.52% 24.39% 19.59% 21.91% 59.65

3.86 3.58 8,285 28,585 20.51% 23.99% 18.24% 22.30% 75.60

3.11 2.58
n/a n/a

3.24 2.68 1,911

n/a

2.93 2.38 6,187

n/a

2.84 2.30
n/a n/a

26.52% 32.20% 25.68% 32.21% 38.55

12.99% 39.57% 16.69% 29.57% 39.39

27.18% 35.57% 22.42% 26.74% 30.72

19.42% 49.20% 11.77% 42.28% 9.43

31.15% 40.55% 24.18% 35.20% 12.31

Source: World Bank

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