FedEx and UPS Superior Responsiveness

 

 

FedEx and UPS Superior Responsiveness

Functional Level Strategy for FedEX and UPS

These two companies focus on attaining uniqueness in the delivery of services and meeting their consumers’ needs. This is demonstrated in the levels of technology, equipment and delivery automotive that are employed in the distribution of products to consumers. In addition, they aim at providing extra value to their products. Products are monitored with the aim of eliminating issues relating to product damages and wrong coding. Beside, adequate measures have been adopted by two companies to ensure that products are not delivered to wrong hands. This is significant step toward the protection of the companies’ reputations. The two companies have focused on transforming the consumers into their non-paid sales forces. This is demonstrated in the companies’ high prioritization of the interest of consumers (Bendickson, 2013).  Prioritizing the interest of consumers is vital in ensuring that consumers act as business ambassadors. As such, both companies have managed to benefit from their consumers who spread the companies’ potential in the delivery of quality services other customers. This has been significant in the building of the companies’ reputation.

 Company’s Responsiveness to Consumers and Quality Practices

FedEX ensures that its consumers obtain 100% satisfaction via the monitoring of service quality indicators each day. Some of the issues that are monitored include lateness of products, damages, billing corrections and wrong deliveries (Bendickson, 2013). Besides, the indicators are often subjected to judgmental weighting in relation to their significance to consumers. In the same manner, UPS ensures that its consumers obtain maximum satisfaction via efficient product delivery, striving to meet the delivery deadline and protection of products from damages. Both companies use monitoring devices in ensuring that their products have correct codes alongside being free from damages.

Innovative Strategies for the Companies

In FedEX, IT is employed as tool for driving the innovative business model. As such, the company uses the IT technology in ensuring that a unique value proposition is achieved. This is made possible via an overnight package delivery, which is guaranteed. Moreover, the company uses an air-bill bar coding, which is pioneered, in the tracking of packages. This is because the information concerning packages is considered vital. In like manner, UPS also employs IT in expanding the innovative business model (Kownatzki, 2013). The company ensures that all products achieve high value alongside timely delivery. Therefore, the two companies have managed to establish a robust base of consumers across the world, which is significant for their success.

How the Companies Focus on Achieving Superiority in Terms of Responsiveness and Efficiency

FedEX ensures that it achieves superiority by engaging in the internet retailing. This is accomplished by the use of IT in the provision of logistic services for well-established retailers and manufactures across the world.  In like manner, UPS also uses IT ensuring that it attain superiority. This company uses the IT technology in facilitating the communication process between itself and consumers in a faster way. It is also used in ensuring that issues concerning consumer complaints are handled in an easily (Kownatzki, 2013). However, FedEX happens to be more advanced in terms of product capacity. This is because the company delivers two million packages each night as opposed to UPS, which delivers one million packages each night. As such, FedEX’s superiority is higher than that of UPS in relation to the production capacity.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References

Bendickson, J. (2013). Bayesian Statistics For Strategic Decision-Making. Academy of Business Research Journal, 3(1) 31-44

Kownatzki, M; Lechner, C. (2013). Corporate Control and The Speed of Strategic Business Unit Decision-Making. Academy of Management Journal, 56(5) 1295-1324

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