Strategy Review of FedEx

7/26/2019 Strategy Review of FedEx

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Word Count

Number of Pages:

Number of Words: 0

Word count is exclusive of the followings:

Cover Page

Declaration of Originality

Executive ummary

Conclusion

Citation and !eferencing "antt Chart

Content Page

Confidential Page #


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Table of Contents

#: $N%!OD&C%$ON..........................................................................................................4

': E(%E!N)* EN+$!ON,EN%)* )N)*-$.............................................................4

'.#: ,acro/Environment...............................................................................................4

'.': Porters 1ive 1orces ,odel..................................................................................6

'.2: ,ar3et egmentation............................................................................................8

2: $N%E!N)* EN+$!ON,EN%.......................................................................................9

2.#: !esources and Com4etencies................................................................................9

2.#.#: Physical/ $% $nfrastructure.................................................................................9

2.#.': 1inancial/ !evenues........................................................................................10

2.#.2: 5uman Ca4ital/ 1edEx Diversity Wor3force................................................11

6: 7&$NE 8 CO!PO!)%E *E+E* %!)%E"-.................................................12

6.#: Differentiation trategy.......................................................................................12

6.': +ertical $ntegration..............................................................................................13

4.2.1: Backward Integration...............................................................................14

6.2: ,erger and )c9uisition.......................................................................................14

: !ECO,,END)%$ON O1 %!)%E"$C OP%$ON...............................................15

;: Conclusion...................................................................................................................16


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List of Figures & Tables

1$"&!E'.#: 1EDE(1&E*E11$C$ENC-$,P!O+E,EN%-E)!7--E)!=NP! NEW'0#'>......................8

1$"&!E'.' PO!%E!1$+E1O!CE,ODE*1O!1EDE(=5)!+)!D7&$NE!E+$EW'00?>...............9

1$"&!E2.#: !EO&!CE)NDCO,PE%ENC$E=1EDE('0#2>.................................................................13

%)7*E2.#: PE!CEN%)"E$NC!E)E$N!E+EN&E=1EDE()NN&)*!EPO!%'0#'>................................131$"&!E2.': 1EDE(!E+EN&E1- '0## +@'0#' =1EDE()NN&)*!EPO!%'0#'>...............................14

1$"&!E6.# +E!%$C)*)ND5O!$AON%)*$N%E"!)%$ON=1EDE('0#2>.....................................................16

1$"&!E.#: CEP $ND&%!-"!OW%5!)%E$NE&!OPE=). %. BE)!NE-)N)*-$'0#2>....................18

1$"&!E.': &P +@1EDE()*E!E+EN&E=D$11EN'0#2>................................................................19

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1: IT!"#$CTI"

1edEx Cor4oration is a logistics service cor4oration and o4erated since #.

1edEx was mentioned in the best #00 of 1ortune 00 Com4anies and #0 most admired

com4anies =CNN ,oney '0#2>. %his factor 4roves that 1edEx is 4erforming the best in

logistic industry therefore can also be assumed as the mar3et leader of the whole

logistic mar3et and there would be analysis on the 4erformance of 1edEx in mar3eting

management and how the com4any is strategically o4erating in the industry.

$n this assignment there will be 6 4arts of analysis on the com4any 1edExs strategic

management. Part # is about the critical analysis on external environment which is

including macro environment industry and mar3et segment 4art ' is about the internal

environmental conditions 4art 2 is the discussion of 1edExs vertical integration

bac3ward integration and merger 8 ac9uisitions and 4art 6 is recommendations for the

com4any 1edExs current 4erformances based on the organisations strategic ca4ability.

2: %T%!'L %(I!")%T'L ''L*+I+

2.1: )acro,%n-ironent

)ccording to PE%E* environmental influences can be summariFed within six categories

=Gohnson Wittington 8 choles '0##>. 1or the CEP industry list of influences under six

PE%E* analysis categories might include the following:

/"LITIC'L analysis: means factors li3e governmental 4olicies laws rules and

regulations taxation changes and government intervention in some situations effect the

organisation =Gohnson Wittington 8 choles '0##>. $n &nited tates because of the

terrorist attac3 at ## e4tember '00# the government is highly concerned li3e that

similar events may ha44en again =Bnee n.d.>. %herefore the government enacted the

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)viation and %rans4ortation ecurity )ct signed by 4revious President 7ush in

November # '00# =Bnee n.d.> )s subse9uence local noise regulations of &nited

tates controlled in 1edEx aircraft o4erations in some domestic areas. %his might be

affected on the revenue of the 1edEx.

%C"")IC'L analysis: means the im4acts of the countrys inflation "DP "NP

unem4loyment rate exchange rate economic crisis interest rates and ban3ing systems

=Gohnson Wittington 8 choles '0##>. 1edExs CEO 1red mith trying to get oil

efficiency while oil 4rices are continuously rising =NP! news '0#'>. 1edEx is o4erating

with about . 1edEx is also considering of using electric vehicles to get fuel efficiency

im4rovement. %his is how economically effect u4on 1edEx and how the organisation

managed the 4roblem to survive. 5eres the diagram that shows im4rovement.

Figure 2.1: Fed%0s fuel efficienc i3ro-eent ear b ear /! news 25126

+"CI",C$LT$!'L analysis: the living standard of 4eo4le 4erce4tions traditional

issues intellectual rights 4o4ulations lifestyle changes cultural changes and attitude

changes effect on 1edEx =Gohnson Wittington 8 choles '0##>. 1or exam4le lifestyle

changes such as the emergence of new e/commerce is a threat to logistic com4anies

li3e 1edEx and &P =!euters '0#2>. 7ecause of that reason logistic com4anies build

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some ac9uisitions li3e 1edEx 4urchased Bin3os =!euters '0#2>. On the bright side

1edEx moved to bac3ward integration which is good for the organiFation.

T%C7"L"8IC'L analysis: the effects of the revolution of the advanced information

technology because of globaliFation innovations and s4ending more money in researchand develo4ment =Gohnson Wittington 8 choles '0##>. ince information technology is

im4roving the living standard of 4eo4le is also im4roving. $n &nited tates there are

?H of adults are using internet =1ox '0#2>. %herefore internet is the main effective

thing for 1edEx due to the online sho44ing shi44ing trac3ing and customer services.

1edEx even has the 1edEx $nstitute of %echnology at the &niversity of ,em4his where

researchers and business 4ersons wor3 together for research and develo4ment and

innovations =1edEx '0#2>.

%(I!")%T'L analysis: means go/green for the environmental 4rofit such as

environmental 4rotection laws using alternative energy instead of consum4tion fuel

systematic waste dis4osing and so on =Gohnson Wittington 8 choles '0##>. 1or

instance 1edEx collaborate with Esty environmental 4artner and build Earthmart to set

1edExs obIectives with lesser im4act on environment =taff '0#0>. Earthmart has

Jthree/4oint green 4lanK which is in Jbusiness solutions wor34lace culture and

community outreachK =taff '0#0>. %his is how 1edEx is trying to give some 4rofit to

environment.

L%8'L analysis: the legal factors ruled by governments that effect to the com4any

1edEx such as health and safety laws com4etition laws licensing laws and em4loyment

laws =Gohnson Wittington 8 choles '0##>. $n &nited tates 1edEx its online website

s4ecifically has the trade grou4 membershi4 because of the N)1%) the North )merica

1ree %rade )greement =1edEx '0#2>.

2.2: /orters Fi-e Forces )odel

Porters five forces are the methods to analyse the industry of the com4any 1edEx.

Porters five forces are: %he threat to entry the threat of substitute the bargaining 4ower

of buyers the bargaining 4ower of su44liers and the extent of rivalry between

com4etitors =Gohnson Whittington and choles '0##>.

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Figure 2.2 /orters fi-e forces odel for Fed%0 7ar-ard Business !e-iew 25596

Te treat of entris very low because the barriers to entry are high in logistic industry

=+ector trategy "rou4 '0#0>. %he amount of financials need in the industry is very high

and the access of the distributed channel is hard to build =+ector trategy '0#0>. )nd for

the new entrants there are also costs for the ex4erience curve because new entrants

dont have enough ex4erience in the industry =Gohnson Whittington 8 choles '0##>. o

there will be unnecessary costs for the new com4anies due to the lac3 of ex4erience and

they cannot a44ly the economies of scale.

Te treat of substitutesof the industry is in the moderate level =+ector trategy

"rou4 '0#0>. ,eans there are not many chances of the alternatives of the 4roduct for

the customers. 7ecause of the emergence of fax machine e/mail systems and new e/

commerce strategies they are threatening the logistic com4anies =!euters '0#2>. Even

though there are substitutes some im4ortant documents still need to use 1edExs

service from one 4lace to another =+ector trategy "rou4 '0#0>. %here are not only

threats but also o44ortunities exist in the industry so the level is moderate.

Te bargaining 3ower of buers means the 4rice may 4robably be controlled by

customers if they are 4owerful =Gohnson Whittington 8 choles '0##>. $n case of 1edEx

Confidential Page . )ccording to 5enry 1und !esearch 1edEx is

ex4ecting to increase H in all retailers in '0#; =5enry 1und !esearch '0#'>. Online

sho4s li3e )maFon.com 7uy.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 year as an annual growth rate of #0H =5enry 1und !esearch '0#'>. o in this

case bargaining 4ower may be higher as there is a growth in retail 8 e/retail sectors.

Te bargaining 3ower of su33liers relates to the influence of u44liers u4on industry

=Gohnson Whittington 8 choles '0##>. Even though the su44liers for 4ac3aging

e9ui4ments and small vehicles are low in bargaining 4ower of su44liers the unstable

4rice of oil is effecting in the level of moderate to logistic industry =El/Bhamy and

"olubov '00>. Now 1edEx is trying to reduce the 4ower of su44liers to their com4any

by using alternative energy and electric vehicles for trans4ortation =!euters '0#2>.

%herefore the su44liers bargain 4ower may vary from low to moderate for 1edEx.

Te e0tent of ri-alr between co3etitorsmeans another business grou4s in the

same industry and same customers of 1edEx =Gohnson Whittington 8 choles '0##>.

1or exam4le %N% and &P are the main com4etitors for 1edEx and there are also some

other 4layers li3e D5* O5* )W and D7 chen3er =5oovers $nc. n.d.>. Even though

there are only 2 main com4etitors including 1edEx they are com4eting considerablyconcentrated =+ector trategy "rou4 '0#0>. Even in ac9uisitions when 1edEx has

Bin3os &P also has ,ailboxes Etc. =+ector trategy "rou4 '0#0>.

2.;: )arket +egentation

,ar3et segmentation is the differentiation of customers into small grou4s with similar

demands so that the com4any can 4rovide services and 4roducts more s4ecifically

=Gohnson Whittington 8 choles '0##>. $n that case 1edEx has mainly 6 mar3et

segmentations 1edEx Ex4ress 1edEx "round 1edEx 1reight and 1edEx Ex4ress1reight =1edEx '0#2>.

1edEx Ex4ress 4rovides delivery with s4eedy time and definite date for 4a4er wor3s

4ac3ages and services are also available on wee3ends =1edEx '0#2>. 1edEx "round

services budgeted delivery and on/time and also offers cost/effective function for the

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normal 4ac3age returns =1edEx '0#2>. %here are heavy 4ac3age about over #0 4ounds

deliveries in 1edEx Ex4ress 1reight and there are four different ty4es in 1edEx Ex4ress

which all services are all reliable and time/definite deliveries =1edEx '0#2>.

;: IT%!'L %(I!")%T1edEx o4erates its business units enabling them to com4ete collectively. 1edEx

cor4orate environment has the characteristics of organic organiFation constantly

changing environment and the uncertainties generally emits a much higher level of

fluidity and flexibility. Pre4aration and decision/ma3ing are as close as 4ossible to the

4oint concerned 4ossible. Em4loyees can res4ond to changes characteriFed by a

decentraliFed 4ower structure.

;.1: !esources and Co3etencies

;.1.1: /sical, IT Infrastructure

IT Infrastructure is one of the maIor resources that hel4ed 1edEx to grow ra4idly as

com4ared to its com4etitors =Bnudson n.d.>. $% is essential to 1edEx o4eration. $n #


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1inancial 5ighlights

!evenue generated

L6'.;7 in 1- '0#'

Net $ncome L'.07 in 1-

'0#'

1inancial Exce4tional 4erformance

of 1edEx ground segment

1edEx Workforce Diversity

1edEx is made u4 of

more than '0000 team

members

5uman Diverse wor3force

su44lier base and

su44orting culture enable

1edEx to do better service

Figure ;.1: !esources and Co3etencies Fed%0 251;6

1edEx hi4 ,anager is 4ro4rietary software of 1edEx hence it is !'!% and Iniitable

by com4etitors =1edEx '00 it ma3es shi44ing easy because it tac3s the status

instantly and confirm delivery 9uic3ly. $t also manages the return easily =1edEx '0#2>.

;.1.2: Financial, !e-enues

!e-enues< "3erating Incoe raised in '0#' due to the better 4erformance of 1edEx

"round segment and 1edEx 1reight =1edEx )nnual re4ort '0#'>. 1edEx may continue

to investment in aircraft vehicles $% infrastructure and any small scale ac9uisition for

service excellence.

Year 2011 2012 % Increase

Revenue 39,304 42,680 8.58

Table ;.1: /ercentage increase in !e-enue Fed%0 'nnual !e3ort 25126

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Figure ;.2: Fed%0 !e-enue F* 2511 -=s 2512 Fed%0 'nnual !e3ort 25126

1rom the above gra4h it clearly indicates that the revenue increased by ?.?H from the

year '0## to '0#'.

;.1.;: 7uan Ca3ital, Fed%0 #i-ersit Workforce

Due to diverse wor3 environment su44lier base and good cor4orate culture assures

1edEx to do better service for their customers and com4ete efficiently in the globalmar3et. ,ore than '.

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4: B$+I%++ & C"!/"!'T% L%(%L +T!'T%8*

4.1: #ifferentiation +trateg

%he reason of differentiation is to develo4 a strong customer base by offering something

value added solution that com4etitors wont have =5arvard 7usiness !eview #.

Differentiation can be attained through high customer service best 9uality 4roduct

innovation usage of information technology etc.

De4ending u4on the customers re9uirement 1edEx divided into different 7usiness

&nits: 1edEx Ex4ress 1edEx Custom Critical 1edEx "round 1edEx 1reight 1edEx

u44ly Chain ervices and 1edEx %rade Networ3s =1edEx '0#2>. Each 7usiness &nit

intended to towards a s4ecific segment according to customers re9uirement. Customers

might have different re9uirements at the same time i.e. document ex4ress need todeliver overnight and then freight in the next day. 1edEx understand the customers

need and have segmented the business to gain the com4etitive advantage.

1edEx is much more distinguished from its com4etitors on global su44ly chain solutions

i.e. distribution and order handling services for critical time/sensitive and medical

instrument devices through 1edEx Critical *ogistics =1edEx '0#2>. 1edEx offers the

money bac3 guarantee and 4ic3 u4 facility from the customers door ste4 =1edEx '0#2>.

Worldwide 1edEx is much more visibly differentiated from its com4etitors due to

infrastructure. 1edEx serving more than ''0 countries and territories 0000 ground

vehicles ;;0 aircraft in o4eration in service and more than #0 million daily average

4ac3age shi4ment =Proctor '0#2>. $t is very difficult for other com4anies to establish

such a huge infrastructure because no one else has the infrastructure that 1edEx has

and 4eo4le thin3 of 1edEx for global delivery.

1edEx ma3e 4romises but its rivals cannot because of their limited infrastructure and

resources. With the ex4ected globaliFation of large scale business in the future it is

li3ely that com4etitors may wor3 to overcome this differentiation by establishing their

own infrastructure and resources.

7ut for now 1edEx is mar3et leader as far as global ex4ress delivery is concerned

=1edEx '0#2>. %he infrastructure ensures the 9uality of the 1edEx service.

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J1edEx was built u4on innovation and it continues to be an m 4art of the 1edEx culture

and business strategyK =1edEx '0#2>. One of the 1edEx innovation solution is

+ense'ware 4rovided by 1edEx a ground brea3ing sensor/based logistics service that

combines a multi4le sensor devices with a web base shi4ment monitoring a44lication. $t

enables customers to monitor their consignments in real time basis with information li3e

tem4erature location and ex4osure to light and share this im4ortant information

continuously with their su44ly chain 4artners =1edEx '0#2>. 1edEx $nstitute of

%echnology at the &niversity of ,em4his is there for hi/tech research thin3 tan3

sessions cor4orate training 4rograms and conferences =1edEx '0#2>.

4.2: (ertical Integration

1edEx com4rises of six business units 1edEx "round 1edEx %rade Networ3s 1edEx1reight 1edEx Custom Critical and 1edEx ervices =1edEx '0#2>.

Figure 4.1 (ertical and 7ori>ontal Integration Fed%0 251;6

+ertical $ntegration describes entering activities where the com4any is its own su44lier or

customer =Gohnson Whittington and choles '0##: '60>. +ertical integration states that

firm has integrated all the 4ros4ects of the su44ly chain management including

su44lying raw materials manufacturing managing warehouse distribution and retailing

or forwards to the customers =Environmental *eader '0#0>.



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"enerally there are two ty4es of vertical integration i.e. forward and bac3ward

integration. =5ubbard and 7eamish '0#0: '6>

4.2.1: Backward Integration

7ac3ward integration is that when a firm itself handles the same business what itssu44liers were doing =5ubbard and 7eamish '0#0: '6>. !ecently 1edEx im4lemented

the bac3ward strategy by ac9uiring Bin3os. 1edEx Office =formerly 1edEx Bin3os> is a

chain of outlets that 4rovide a retail solution for other related business i.e. 1edEx

Ex4ress and 1edEx "round =including home delivery> shi44ing as well as 4hotoco4ying

4rinting binding lamination services =7loomberg7usinesswee3 '00?>. )4art from the

above service 1edEx Office 4rovides self services to its customers. %he com4uters are

available on rental basis where each com4uter is connected to the 4rinter for 4rinting the

documents =1edEx '0#2>. %he 1edEx Office retail solution also offers a selection ofoffice su44lies and business boo3s for retail 4urchase.

4.;: )erger and 'c?uisition

1edEx has many 4otential merger and ac9uisitions. 1edEx recently com4leted the first

4art of ac9uisition by ac9uiring +u3aswift. !ecently after ac9uisition 1edEx o4erates

five countries of )frica i.e. outh )frica ,alawi ,oFambi9ue waFiland and Aambia

and is also in a 4rocess to ac9uire u4aswifts businesses in 7otswana and Namibia

=1edEx '0#2>. $nitially these o4erations may wor3 under the 1edEx Ex4ress 7usiness&nit.

7y this ac9uisition 1edEx ex4ress will enter across the < mar3ets to 2 facilities and will

acce4t a44roximately #000 of u4aswift team members =1edEx '0#2>. Once the final

stage of ac9uisition over this will ma3e 1edEx stronger to meet the growing and

customiFe needs of customers. u4aswift started o4erations in outh )frica in #0. $n

'00 u4aswift merged with ,yEx4ress which was 4roviding 1edEx Ex4ress

international services in outhern 4art of )frica since ## =1edEx '0#2>.



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@: !%C"))%#'TI" "F +T!'T%8IC "/TI"+

Organic Develo4ment: $t has been forecasted that global u44ly Chain ,anagement

mar3et will increase from L.0 billion to L?. billion =Environmental 8 Energy

,anagement News '0#0>. $t says the annual growth rate of . 1edEx is dedicated in

reinvesting earnings for ex4anding business o4erations both globally and locally that

3ee4 it aggressive year after year =1edEx )nnual !e4ort '0#'>. With the develo4ment oflarge urban centres around the globe that are able to im4rove efficiency and reduce

delivery time 1edEx should do research and cange te routes of su33l to meet

demand.

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1edEx has net income of L' billion out of revenue of L6' billion where as &P has net

income of L2 billion out of revenue of L2 billion =Diffen '0#2>. )maFon uses 1edEx

much more fre9uently =Diffen '0#2>. o 1edEx should focus on alliances with giant

retail and online sectors li3e Walmart 1li43art e/bay etc for generating more revenue

and ensuring the business for forth coming years.

Figure @.2: $/+ -=s Fed%0 +ales !e-enue #iffen 251;6

%his will ensure cash inflow even if there is inflation in the mar3et. o 1edEx need to

target cor4orate sectors for their delivery. %his will be a win/win strategy where 1edEx

revenue can be increased nearly to &P.

: Conclusion

%o finaliFe datas that mentioned above in logistics industry 1edEx is 4erforming well

from the 4oint of strategic management even though the organiFation has some

wea3nesses to fix. ince it is the oldest logistic com4any in industry and it has beenmentioned by fortune 00 com4anies the com4any 1edEx maybe assumed as the

mar3et leader of logistic industry line. $f the organiFation 4re4are for the wea3nesses

learn from mista3es 4ass the ex4erience curve and also ado4t the new trends in the

industry then 1edEx 4robably become the best logistic com4any around the world.

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: !eferences

7loomberg 7usiness wee3 ='00?> FedEx Ditches Kinko's MOnline available from

htt4:@@www.businesswee3.com@stories@'00?/0;/0@fedex/ditches/

3in3osbusinesswee3/ business/news/stoc3/mar3et/and/financial/advice

M' Gune '0#2/0?/'0

Chen C. Duong *. -ang 5. usanty ,. +ellandi ,. 7etro ). ='006> FedEx

Corporation Strategic AuditMOnline available from

htt4:@@www.melodiesinmar3eting.com@[email protected] M'')ugust

'0#2

CNN ,oney ='0#2> $s 1edEx a good com4any or whatR Monline available from

htt4:@@money.cnn.com@magaFines@fortune@fortune00@'0##@sna4shots@'0; FedEx in the #o(a# "arket MOnline available from

htt4:@@www.mcafee.cc@Classes@7E,#0;@Pa4ers@'[email protected] M'2 Guly '0#2

Environmental *eader ='0#0> Supp#y Chain "anagement "arket to )it *+, .i##ion (y

/01 MOnline available from

htt4:@@www.environmentalleader.com@'0#0@#0@0@su44ly/chain/

management/ mar3et/to/hit/?//billion/by/'0#@ M#6 Guly '0#2

1edEx ='0#2> Charitable Contribution "uidelines Monline available from

htt4:@@about.van.fedex.com@charitable/contribution/guidelines

M' Guly '0#2

1edEx ='0#2> 1edEx $nnovation MOnline available from

htt4:@@about.van.fedex.com@fedex/innovation M#? )ugust '0#2

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1edEx ='0#2> FedEx Ship "anagerMOnline available from

htt4:@@www.fedex.com@us@software@4df@1edExQhi4Q,anagerQ&serQ"uideQv.'2

0Q=English>;.4df M#< )ugust '0#2

1edEx ='0#2> FedEx Ship "anager So%tareMonline available from

htt4:@@www.fedex.com@sg@fsmsoftware@ M'0 Guly '0#2

1edEx ='0#2> FedEx 2nvei#s Strategic Ac3uisition Dea# in Southern A%rica MOnline

available from htt4:@@news.van.fedex.com@fedex/unveils/strategic/

ac9uisition/ deal/southern/africa/0 M'0 )ugust '0#2

1edEx ='0#2> 5istory Monline available from htt4:@@about.van.fedex.com@history

M#? Guly '0#2

1edEx ='0#2> 5istory of 1edEx O4erating Com4anies Monline available from

htt4:@@about.van.fedex.com@fedex/o4co/history M#? Guly '0#2

1edEx ='0#2> ,oney/7ac3 "uarantee MOnline available from

htt4:@@www.fedex.com@us@service/guide@o4tions@money/bac3/

guarantee.html M#' )ugust '0#2

1edEx ='0#2> Our 4eop#eMOnline available from htt4:@@about.van.fedex.com@diversity

M# )ugust '0#2

1edEx ='0#2> Overvie 5 FactsMOnline available from

htt4:@@about.van.fedex.com@fedex/ overview M'0 Gune '0#2

1edEx ='0#2> Overview of ervices MOnline available from

htt4:@@[email protected]

cS !egional 1acts MOnline available from

htt4:@@about.van.fedex.com@regional/facts M#6 )ugust '0#2

1edEx ='0#2> Se#%-Service 4rintingMOnline available from htt4

htt4:@@www.fedex.com@us@office@self/service/4rinting.html M'' Gune '0#2

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1edEx ='0#2> &nited tates Country na4shot Monline available from

htt4s:@@smallbusiness.fedex.com@international@country/sna4shots@us

M#6 )ugust '0#2

1edEx ='0#2> &seful !ate and urcharges $nformation Monline available from

htt4:@@www.fedex.com@in@[email protected] M#0 )ugust '0#2

1edEx ='0#2> +alue/ )dded O4tions MOnline available from

htt4:@@www.fedex.com@us@service/guide@our/services@[email protected]

M0< )ugust '0#2

1edEx ='0#2> Which 1edEx services are right for meR MOnline available from

htt4:@@www.fedex.com@caQenglish@[email protected]

M'0 )ugust '0#2

1edEx )nnual !e4ort ='0#'> 1inancial 5ighlights MOnline available from

htt4:@@fedexannualre4ort'0#'.hwaxis.com@ M#< )ugust '0#2

1ox . ='0#2> 4e Internet! )ea#thMonline available from

htt4:@@www.4ewinternet.org@Commentary@'0##@November@Pew/$nternet/

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Documents

Strategy Review of FedEx