The paper "Executing Strategies in a Global Environment: Examining the Case of Federal Express" is a good example of a marketing case study. As much as success and global access remain a necessary evil for business, strategic planning and strategy implementation hold as the best stand-along chance to curb the necessity. The latter entails the formulation and implementation of the major initiatives and goals engaged by the firm’ s top management based on internal and external resource assessment. For this reason, different firms and entities have embraced different forms of business and marketing strategies and blueprints in order effectively to affect both their internal and external environments. A service blueprint emerges as the key too; to the designing of new services or even in the redesigning of the existing ones (Zeithaml et al. , 2009).
It provides a visual map to the identification of firm strategies, the primary building blocks of competitive advantage, and the specific aspects of individual product differentiation that consequently specifies the direction for the individual firm. The firm’ s management is required to specify organization objectives, policies, and plans necessary to achieve these objectives, and then commencing resource allocation to implement the plans.
It has to assess its business models, level them in regard to the existing global competition and marketing factors such that it can formulate new business-level strategies whose overall execution is effectual to the entire global context. The Firm Similarly, Federal Express (FedEx, established in 1973) operates along the same line to effect its daily small package delivery services. The firm is one of the three top-most international private companies in the packet express delivery services. The parallel implication of this fact is that the firm exists in the midst of a powerfully competitive tie.
Normally, such ties will require lots of keenly designed strategy implementation if at all the specified firm has to survive the edges of the henceforth defined market. FedEx fits the query of this paper since recently had applied the rear advantages to initiate a major service innovation: The introduction of international, overnight small package delivery. Physical Evidence and Customer Experience Since the entry of FedEx to global markets, the industry has been operating on the basis of four major business-level strategies to improve individual competitive advantage (Hill 2013).
Price cutting spearheads the four, while service offering, global utilization of technology and information systems, and expansion to reach a global level of operations follow next in line respectively (Zeithaml et al. , 2009). As a matter of fact, FedEx emerged vibrantly in effecting their strategies. The moment FedEx stepped into the courier industry, tremendous and revolutionary changes were witnessed. It revolutionized itself from being just a simple fast-service delivery United States-based company to a global logistics, supply-chain and value-driven firm.
It had to use all the four realms -customer responsiveness, innovation, quality and efficiency- vital in the building of competitive advantage in order to scope larger markets. Embracing service logistics allowed the firm to attend offer adequate customer responsiveness while accepting and evolving along the changing technologies and information systems allowed the offering of efficient and quality services. Similarly, it would improper not to mention that it is the firm’ s innovative measures that saw the very beginning of the industry’ s evolution. Indeed, the path has been wider for the firm.
In 2010, the firm had taken a 54% market share in the overnight express deliveries while its major rival; United Parcel Service (UPS) had only 42% market share (Hill 2013).
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Hill, C. W., 2013, Case 7: The evolution of small package express delivery industry, 1973-2010. University of Washington: Cengage Learning
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Hsu, T., August 13, 2012,"FedEx offers buyouts to cut costs."Los Angeles Times.
Raithel, S., Sarstedt, M., Scharf, S., andSchwaiger, M., 2010,On the value relevance of customer satisfaction: Multiple drivers and multiple markets. Journal of the Academy of Marketing Science, 22(3)
Steffens, P. R. and Burgers, H., 2009, Building for competitive advantage in early stage start-ups: the role of entrepreneurial capabilities. In Solomon, George (Ed.) Proceedings of the 2009 Academy of Management Annual Meeting: Green Management Matters, 7–11 August 2009, Chicago, Illinois.
Stevens, L. and Ng, S. March, 2014,FedEx Takes Sloppy E-Tailers to Task. The Wall Street Journal.
Zeithaml Z. A.,Bitner V. A., Gremler M. J., and Dwayne D., 2008,Services Marketing: Integrating Customers Focus across the Firm, Glasgow. pp. 203-206.