Gm 105 Strategic management Strategic Audit



Download 245.73 Kb.
Page1/10
Date31.01.2017
Size245.73 Kb.
  1   2   3   4   5   6   7   8   9   10

GM 105 – Strategic management

Strategic Audit

Federal Express




Adam Close, Cierra Corneilson, Stephanie Tabor, Cheryl Wagoner (Group 18)

11/11/2010



“The information about the package is as important as the package itself,” Fred Smith, Founder, President and CEO FedEx Corporation




Table of Contents


I. Current situation 1

A.Current Performance 1



B.Strategic Posture 1

II. Corporate governance 2

  1. Board of Directors 2

  1. Board Members and Length of Service……………………………………………..………………………………………………………2

  2. Stock and Stock Ownership…………………………….…………………………………………………4

  3. Relevant Knowledge, skills, background, and connections………………….……………………………5

  4. Committee Structure, Membership and Responsibilities…………………………………….……………7

C.Top Management 9

  1. Top Management Composition……………………………………………………………………………………………….9

    1. FedEx Corporation Executive Committee……………………….………………………………9

    2. Operating Company CEOs…………………………………..…………………………………10

    3. International Executives………………………………………..………………………………12

  2. Top Management………..……………………………………………………………………………….13

  3. Top Management’s Role: Rewards, Responsibilities, and Expectations……………...…………………13

  4. Key Employee Stock Ownership…………………………..…………………………………………….14

III. external environment: opportunities and threats (swot) 14

  1. Natural Physical Environment: Sustainability Issues 14

  2. Societal Environment 15

  1. Economic…………………………………………………………………………………………………....15

  2. Technological…………………………….…………………………………………………………………16

  3. Political-Legal………………………………………………………………………………………………16

  4. Sociocultural……………………………………….………………………………………………………..17

  1. Task Environment 17

  1. Threat of New Entrants…………………………..………………………………………………………….17

  2. Bargaining Power of Buyers…………...……………………………………………………………………17

  3. Threat of Substitute Products and Services…………………………………………...…………………….18

  4. Bargaining Power of Suppliers…………………………………………….………………………………..18

  5. Rivalry Among Competing Firms……………………………………….………………………………….18

  6. Relative Power or Unions, Governments, Special Interest Groups……...………………………………….18

    1. Labor Unions………………………………………..……………………………………………….18

    2. Government…………………………………………………………...……………………………..19

  1. Summary of External Factors 19

IV. internal environment: strenghts and weaknesses (swot) 21

Corporate Structure 21

  1. Corporate Culture 24

  2. Corporate Resources 26

  1. Marketing……………………………………………………………………………………………………26

  2. Finance………………………………………………………..……………………………………………..27

  3. Research and Development…………………………………………………………………………………28

  4. Operations and Logistics……………………………………………………………………………………29

  5. Human Resource Management…………..…………………………………………………………………34

  6. Information Technologies……...……………………………………………………………………………38

  1. Summary of Internal Factors 39

V. Analysis of strategic factors (SWOT) 40

  1. Situational Analysis 40

  2. Review of Mission and Objectives 41

VI. strategic alternatives and recommended strategy 42

  1. Strategic Alternatives 42

  2. Recommended Strategy……………………………………………………………..………………………44

Vii. implementation 44

Viii. evaluation and control 45

VIX. References…..…………………………………………………..….…………………………………………46







D.Current Situation

A.Current Performance


Fed Ex (FDX) has managed to see it through the recent recession and hard economic times by having a successful year in 2010. In the beginning of the year Fed Ex’s earnings were down considerably, but they managed to turn it around. FedEx’s share price rose from $55.43 to $83.49, a gain of over 50% throughout the year eclipsing other benchmarks like the S&P 500 and the DJIA. They also ended the year with a net income of $1.2 billion. FedEx had several measures in place to leverage against the recession and make it easier on the company during those difficult times. Revenue was only down 2.25% from 2009, due to the tough economy and the measures FedEx had taken to combat the recession. Fed Ex is also the dominant leader in market share, controlling about 49% of the market by volume. Their diluted earnings per share rose from $0.31 in 2009 to $3.76 in 2010, an increase of over ten times and almost an 8% increase for return on average equity due to a $1.2 billion goodwill charge, stemming mostly from the purchase and acquisition of new assets.


Download 245.73 Kb.

Share with your friends:
  1   2   3   4   5   6   7   8   9   10




The database is protected by copyright ©ininet.org 2020
send message

    Main page