FEDEX对比UPS及顺丰企业分析.ppt

By徐楚威、史江莉、付豪、娄佳颖,1,目录,CompanyBackground,零,FedExCorporation,HistoryThemodernair/groundexpressindustrywaspioneeredwiththefoundingofFederalExpressin1971;thecorporationwascreatedin1998asFDXCorporationandbecameFedExCorporationinJanuary2000.HeadquartersMemphis,Tenn.PrincipalOfficersFrederickW.Smith,Chairman,PresidentandCEONYSEListingFDX(sinceDecember1978)FY12Revenue$42.7billionRecentAwardsFORTUNEmagazine:No.6amongWorldsMostAdmiredCompanies(2012)Wal-Mart:SmallParcelCarrieroftheYear(2012)BlackEnterprisemagazine:Top40“BestCompaniesforDiversity”(2012)FORTUNEmagazine:“100BestPlacestoWorkFor”(2010),SetUP,Remove,Firstprofit,stock-marketlisting,联邦快递发展历史,1971,1973,1975,1978,IntoChina,60Cities,FederalExpress-DTWCoLtd,FedExAsiaPacificoperationcenter,1984,1996,1999,2008,Barcode&Scanner,LogisticsInformationTechnology,III-GenerationDIAD,Thewirelesscommunicationnetwork,1,2,3,Internalcapabilityanalysis,壹,Resourcesfactoranalysis,在联邦的企业文化中，有一条写着“员工至上”，联邦会对每一位员工负责，用真诚对待客户的态度对待自己的员工。不仅如此，联邦快递还拥有一套独特的员工管理法则SFA。通过推行此法则，联邦能最有效的管理员工，从而推进整个企业有效地运行。,HumanResources,TechnicalResources,无线手持设备、GPS跟踪系统、掌上电脑、蓝牙、区域无线网等,Resourcesfactoranalysis,FinancialResources,StockAnalysis,Abilityfactoranalysis,Carryoutdiversifiedbusinessservices,ExpandbusinessscopeIntegratedlogisticsbusinessE-commerceService,Diversificationofmarketingmode,Innovationability,CorporateCulture,贰,InternalFactorsAnalysis,Strengths,Weakness,叁,ExternalFactorsAnalysis,Opportunity,Threaten,由SWOT模型分析结果显示，联邦应该主要进行SO战略（集中战略）和ST战略（多元化、一体化战略）。,Strategy,SO战略,用优质服务满足人们对高质量生活的追求，同时量身订制个性化服务。提高客户的忠诚度。,加大技术创新和研发力度，建立适于市场需求的信息技术体系。,独特的企业文化作为企业的精神力量，通过打造优秀服务团队，提高品牌知名度。,成本调整,ST战略,快递服务的基础就是广阔的网络覆盖面，将先进技术融入网络覆盖中，将有助于加快网络覆盖速度。,通过与全球性的物流企业进行战略联盟提高国外邮件的收益性及服务,为了确保企业顾客，树立积极的市场战略,为弥补本地人才短缺，必须加强培养优秀的专业技术人才，以配合于联邦的在华扩张计划。,伍,FedEx&UPS,Comparison,Comparison,Comparison,Comparison,肆,UPSFedExDHLTNT,FedEx7%,Others57%,DHL18%,TNT10%,UPS8%,MarketShare,UPS10%,DHL30%,MarketPosition,1,BusinessFeatures,2,CompanyCulture,3,HardwareTechnology,4,SoftwareTechnology,5,ThePrice,6,伍,FedEx&SF,Comparison,1,Mar