can ups sustain or increase the level of growth it has experienced over the past 5 years? ma...
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This is the final version of my MA assignment, as there is such little information on UPS I thought it might assist others in thier research.TRANSCRIPT
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UPS Growth and Sustainability © Anthony William Mitchell 2008
Contents Table
Contents Page
Title Page i
Abstract ii
Acknowledgements iii
Contents Page 1
1.1 Introduction 4
1.2 Overview 4
1.3 UPS Facts & Statistical Overview 5
1.4 United Parcel Service: History and Growth 6
1.5 The History of the United Parcel Service 7
1.6 UPS Timeline 7
1.7 The Early Expansion of UPS 10
1.8 UPS’s Initial Attempt to Go Global 12
1.9 Technological Developments at UPS 12
1.10 Growth of UPS in the 1990s 13
1. 11 UPS’s Growth in the Past Five Years 14
Figure 1.1 Past and Present UPS Logos 14
1.12 UPS System Design 16
Figure 1.2 An Illustration of the UPS Hub and Spoke Model 16
1.13 Benefits of the Hub and Spoke Model 17
1.14 UPS Human Resource Management 20
1.15 UPS Competitors 20
1.16 Summary 22
2.1 Literature Review 23
2.2 Introduction 23
2.3 Literature Review Main Body 23
2.5 Defining Sustainability 24
2.6 Marketing and Advertising 26
2.7 Supply Chain Management 27
2.8 Project Management (Sustainability) 32
2.9 Sustainability and Project Management Approaches 35
2.10 Sustainable Accounting 38
2.11 Sustainability and Risk Management 40
2.12 Risk Management, Residual Risk and Business Continuity 42
2.13 Business Sustainability and Financial Risk Management 43
2.14 Sustainability and Operations Management 46
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2.16 Business Sustainability and Operations Management Planning Criteria 48
2.17 Regression Analysis 49
2.18 Performance Management and Customer Retention 51
2.19 Definition of Performance Appraisal Management 51
2.20 The Purpose of Performance Appraisal Management Systems and Customer Retention
53
2.21 Challenges of Performance Management Systems and Customer Retention 56
2.22 Leadership at UPS 58
2.23 The Forces Driving the Changes in Leadership 59
2.24 Leadership versus Management 60
2.25 Limitations of the Literature Review 64
3.1 Research Methodology 65
3.2 Introduction 65
3.3 Research Objectives 65
Figure 3.1 Research Design - A Theoretical Framework 67
3.4 Research Design 68
3.5 Research Methodology 69
3.6 Quantitative Analysis versus Qualitative Analysis 72
Figure 3.2 Quantitative Analysis versus Qualitative Analysis 72
3.7 Primary Data Collection and Research 74
3.8 Secondary Data Collection and Research 76
3.9 Scaling Method (Sample Targets) 77
3.10 Online Survey 78
3.11 Ethical Considerations 78
3.12 Threats to Research 79
3.13 Summary 81
4.1 Data Presentation and Analysis 82
4.2 Primary and Secondary Data Introduction 82
4.3 Quantitative Data Analysis 83
4.4 Regression Analysis 83
4.5 Multi-factored Regression Analysis 83
4.6 Regression Analysis Formulas 83
4.7 Proportion of Variance (R2) 84
4.8 F test / F value/ Prob (F) 85
4.9 Regression Formulae Rationale 86
4.10 Statistical Analysis Graphs and Tables 87
4.11 UPS Financial Record 87
Figure 4.1 UPS Total Annual Revenue created from UPS Financial Records 89
4.12 A Regression Analysis of UPS total revenue growth: 2003 -2007 90
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UPS Growth and Sustainability © Anthony William Mitchell 2008
Figure 4.2 A Linear Trend with Sine Component 90
Figure 4.3 Linear Equation 91
Figure 4.4 Descriptive Statistics for Variables 92
Figure 4.5 Calculated Parameter Values 92
Figure 4.6 Normal Probability of Plot Residues93
4.13 Regression Analysis Outcomes and UPS Growth Forecasting94
Figure 4.7 UPS growth Financial Record and Forecasts95
Figure 4.8 Earnings Growth Ratios95
4.14 Organizational Aspects and Sustainability: A Qualitative Analysis96
4.15 UPS Bureaucratic Management and Overall Leadership Approach97
4.16 UPS Leadership Style and Sustainability100
4.17 Weaknesses in UPS’s Management104
4.18 Direct and Relationship Marketing105
4.19 UPS’s Future Plans and Potential Strategies for Growth110
4.20 UPS – Facing the Challenges of Economic Uncertainty114
4.21 UPS Financial Management and Sustainability118
4.22 Financial Services at UPS and Brand Stretching119
4.23 Technological Advancement and UPS’s Sustainability120
4.24 UPS Equal Opportunities123
4.25 Cross-Cultural Variances and UPS’s Global Growth126
4.26 UPS Competitor Analysis130
4.27 The Impact of Structural Developmental Models on UPS129
4.28 The Logistics Value Chain131
4.29 Comparing Value Chains131
4.30 Competing Strategic Plans136
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5.1 Conclusions and Recommendations132
6.1 References and Bibliography145
Appendix A – Research Questionnairei
Appendix B – Interviews ii
Appendix C – Original Excel Filesiii
1.1 Introduction
1.2 Overview
This dissertation is a study and analysis of United Parcel Service (UPS), utilising its
growth over the last five years and to forecast its future prospects as to whether UPS
can sustain and increase this level of growth. The dissertation also focuses on the end
customer needs and accordingly, changes to be considered in the global market by
UPS, if any. In this ever changing business environment of logistics and freight and
air cargo transportation, it is essential to keep one step ahead of the competitors, in
terms of technology, strategy and product or service specifications. A detailed
analysis on the current operations and suggestions for improved to products and
services will also be explored.
The primary research thrust will be conducted in the domains of knowledge
applicable to the company in focus have spurred the execution of this study aimed at
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UPS Growth and Sustainability © Anthony William Mitchell 2008
establishing the firm’s sustainability taking a cue from its past strides. Core study
objective include establishing the hallmarks of the company’s remarkable growth and
success through conducting a review of the company’s track record in various
dimensions of its organisational leadership and management strata. The objectives
also entail determining the probable company’s growth and sustainability five years
into the future.
1.3 UPS Facts & Statistical Overview
• “Founded: August 28, 1907, in Seattle, Wash., USA
• World Headquarters: Sandy Springs, Ga., USA
• 2007 Revenue: $49.7 billion
• Employees: 425,300 Worldwide (358,000 U.S.; 67,300 International)
• Package Operations 2007 Revenue: $41.3 billion
• 2007 Delivery Volume: 4.0 billion packages and documents
• Daily Delivery Volume: 15.8 million packages and documents
• Daily U.S. Air Volume: 2.3 million packages and documents
• Daily International Volume: 1.9 million packages and documents
• Service Area: 200+ countries and territories; every address in North America and
Europe
• Customers: 7.9 million daily (1.8 million pick-up, 6.1 million delivery)
• UPS.com: Average 18.5 million daily on-line tracking requests
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• Retail Access: The UPS Store®, 4,647; Mail Boxes Etc.®, 1,306; UPS Customer
Centers, 1,000; Authorized outlets, 17,000; UPS Drop Boxes, 40,000
• Operating Facilities: 1,801
• Delivery Fleet: 93,637 package cars, vans, tractors, motorcycles
• UPS Jet Aircraft Fleet: 268; 9th largest airline in the world
• Chartered Aircraft: 311
• Daily Flight Segments: Domestic - 1,130; International - 796
• Airports Served: Domestic - 424; International - 389
• Air Hubs: United States: Louisville, Ky. (Main US Air Hub); Philadelphia, Pa.;
Dallas, Texas; Ontario, Calif.; Rockford, Ill.; Columbia, S.C.; Hartford, Conn. In
Europe: Cologne/Bonn, Germany. In Asia Pacific: Taipei, Taiwan; Pampanga,
Philippines; Hong Kong; Singapore. In Latin America and Caribbean: Miami, Fla.,
USA. In Canada: Hamilton, Ontario.
• Supply Chain and Freight 2007 Revenue: $8.4 billion
• Facilities: 1,033 facilities in more than 120 countries; 38 million sq. ft.
• UPS Freight Key services: Leading provider of less-than-truckload services coast-
to-coast.
• Delivery fleet: 6,353 tractors; 21,818 trailers
• Facilities: 215+ service centers”
Reference.com (2008)
1.4 United Parcel Service: History and Growth
This chapter will provide the background research for this dissertation, the history of
UPS is discussed in detail its foundation until the present. Special attention has been
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UPS Growth and Sustainability © Anthony William Mitchell 2008
given to the last five year, as UPS has experienced a tremendous growth rate within
this period. A SWOT analysis of UPS will provide addition insight into the current
performance and the overall sustainability of the company at present. This chapter
provides the background information about the company on the whole and also sets
the stage for the larger issues to be discussed during the dissertation in order to
ascertain whether UPS will be able to sustain and increase its growth level.
1.5 The History of the United Parcel Service
1.6 UPS Timeline
•“August 28th 1907: 19-year-old Jim Casey and 18-year-old Claude Ryan founded the
American Messenger Company in Seattle, Washington, capitalized with $100 in debt.
• 1913: The first delivery car appeared, a Model T Ford. Merged with a competitor,
Evert McCabe, and formed Merchants Parcel Delivery. Consolidated delivery was
also introduced, combining packages addressed to a certain neighborhood onto one
delivery vehicle.
• 1918: A new member was recruited, Charles W. Soderstrom, who helped manage
their ever-growing fleet of delivery vehicles.
• 1919: Service turned into Oakland, California. The name United Parcel Service was
adopted.
•1930: A consolidated service began in New York, and soon after began operations in
other major cities in the east and midwest. First mechanical system for package
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sorting. Accountant George D. Smith joined the company. The name United Parcel
Service was adopted all over the country. All UPS vehicles were then painted the
familiar Pullman brown, chosen because it was considered neat, dignified, and
professional. Headquarters moved to New York City.
•1940–1959: Services were expanded by acquiring "common carrier" rights to deliver
packages between all addresses, any customer, private and commercial.
• 1952: Blue Label Air
• 1975: UPS began servicing all of the 48 contiguous states of the USA. UPS also
established Canadian operations in 1975. On Feb. 28, UPS Ltd. (later changed to UPS
Canada Ltd.) began operations in Toronto, Ontario with a single delivery vehicle.
UPS Canada's head office is located in Mississauga, Ontario.
• 1976: UPS established itself in Europe with a domestic operation in West Germany.
Blue Label Air.
• 1982: UPS Next-Day Air Service is offered in the US and Blue Label Air becomes
UPS 2nd Day Air Service.
• 1988: UPS Airlines is launched.
• November 10, 1999: UPS became a public company
• In March 2003, UPS unveiled a new logo, replacing the iconic package and shield
originally designed in 1961 by Paul Rand.
• In 2004, UPS entered the heavy freight business with the December 20
announcement of the purchase of Menlo Worldwide Forwarding, a former subsidiary
of Menlo Worldwide. UPS rebranded it as UPS Supply Chain Solutions. The purchase
price was US$150 million and the assumption of US$110 million in long-term debt.
Menlo Worldwide was the successor of Emery Worldwide. Emery was grounded on
August 13, 2001 after a DC-8-71F crashed in Northern California.
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• In 2005, UPS was among 53 entities that contributed the maximum of $250,000 to
the second inauguration of President George W. Bush.
•On August 5, 2005 UPS announced that it had completed its acquisition of less-than-
truckload (LTL) trucking company Overnite Transportation for US$1.25 billion. This
was approved by the FTC and Overnite shareholders on August 4, 2005. On April 28,
2006, Overnite officially became UPS Freight.
• On October 3, 2005, UPS completed the purchase of LYNX Express Ltd, one of the
largest independent parcel carriers in the United Kingdom, for £55.5 million (US
$97.1 million) after receiving approval for the transaction from the European
Commission. The first joint package car centre operation, in Dartford, Kent, was
opened during mid-2006.
• As of December 31, 2005, UPS's Political Action Committee has been the most
generous corporate giver to federal candidates for every U.S. election since 1992,
donating a total of $14 million, according to FEC records.
• August 28th 2007: United Parcel Service celebrated its 100th anniversary.”
Reference.com (2008)
The United Parcel Service was established in 1907, when a nineteen-year-old James
E. Casey, started a messenger service. He began by establishing the American
Messenger Service in Seattle, with a sum of $100 borrowed from friends. The
operations were very simple and the headquarters worked out of a basement. The
orders were received over a telephone, and messengers went out to deliver the goods
on foot and sometimes by bicycle.
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Mr Casey had very strict policies regarding customer courtesy, competitive low rates,
reliability and round the clock service. These policies are the founding and
fundamental principles of UPS. (Reichheld et al: 1990) The company operated as
such until 1913, with the processing deliveries, and including some packaging
services for retailers.
1.7 The Early Expansion of UPS
1913 was to be a turning point for the American Messenger Service. The name was
changed to the Merchants Parcel Services after a merger with Evert McCabe. By now
the company had bought its first car for deliveries and the company gaining a
reputation for the excellent service. In 1919 the company changed to its current name
the United Parcel Service (UPS), expanding their business to Oakland, California.
Reference.com (2008)
By 1922, the company brought in the practice known as ‘common carrier’ service
acquiring a small company in Los Angeles. Sherden (1992) noted that this acted as a
differentiating feature and also included services such as accepting cheques as a mode
of payment, undelivered goods returned automatically, etc., and all at low rates when
compared to most competitors. UPS also introduced the use of conveyer belts for
handling packages. Reference.com (2008)
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Between the years of 1930 – 1952, UPS saw enormous growth, as they extended their
business to the East Coast of the USA. Parcels were then delivered to New York City,
Newark and New Jersey. By the 1950’s UPS had realized that the retail store
contracts were limited, and hence they were now looking for newer opportunities
leaving the core business of retail deliveries. Reference.com (2008)
UPS began to focus on expanding to places where it would not require the authority
of Interstate Commerce commission and the state commission. In 1953, they started
providing a common carrier services in California as well. Over the years UPS
continued to look for greater levels of growth and improvement, with UPS becoming
the first parcel delivery company to provide air service through a privately owned
airline. Reference.com (2008)
However UPS’s first attempt was unsuccessful and due to the low volumes of parcels
the service was discontinued within the first year of start up. In 1953, this service was
reinstated and UPS flew parcels to both the east and west coast. Reference.com
(2008)
Until 1975 the free movement of parcels between the US states was restricted,
however in 1975 this barrier was finally removed. UPS gained the approval from the
Interstate Commerce Commission to freely deliver parcels in 48 states, making them
the only delivery service to cater to all 48 continental states within the USA. This
gained UPS the nickname of the ‘Golden Link’ and was a successful first mover
advantage. By 1978 this service had grown significantly, with the company providing
service throughout the including Alaska and Hawaii. Sherden (1992)
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UPS Growth and Sustainability © Anthony William Mitchell 2008
The 1980s brought about higher demands for air parcel delivery. UPS was adapting to
the modern demands of the consumer and started overnight air services and next day
delivery in all the continental 48 US states. The increase in demand for air parcel
service’s opened up new opportunities for UPS.
Sherden (1992) notes that they had started their own jet cargo fleet and by 1988 they
had received authorization to use their own aircrafts, thereby they started their own jet
craft airline. UPS airlines grew to be one of the ten largest airlines of US and were
early adopters of advanced technology such as computers and bar-coding in their
distribution systems; which was aptly named the Computerized Operational
Monitoring, Planning and Scheduling System (COMPASS).
1.8 UPS’s Initial Attempt to Go Global
UPS was now growing at a sustained rat, and their developments and improvements
made them the most trusted in the industry. By the 1980’s they had completely
captured the US markets and were entering the international shipping market.
Rackham (1988); highlights that, “They got established in many countries and
territories of America, Europe, Middle East, Africa and the Pacific Rim”. He further
notes that by 1985 they had started an international air service to six European
countries, and by 1989 they had started domestic air network in Germany. Now UPS
has spread its wings over almost 185 countries worldwide.
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UPS Growth and Sustainability © Anthony William Mitchell 2008
1.9 Technological Developments at UPS
By 1993 UPS had seen tremendous growth, delivering almost 11.5 million packages
and documents. At this point UPS decided to upgrade the technology behind their
delivery system, spending almost US $1.5 billion in a year and with further plans to
spend US $ 3.2 billion over the next five years. “UPS had all the technologies that
would be required for the business. The technology available varied from small
handheld devices to global computers and communications systems.”(Rackham 1988)
In addition UPS introduced tracking services for their customers, UPS provided
delivery drivers with Delivery Information Acquisition Device’s (DIAD), which
allowed them to keep track of what was delivered, and what was still pending;
allowing the customers to have real time information on their shipments.
Sherden (1992) further notes “They were the first in the market to set up a website for
their customers to track their orders and ensure that the customer was aware of the
status of the package.” UPS’s market entry online was hugely successful and the
demand for the online package tracking grew beyond all expectations.
1.10 Growth of UPS in the 1990s
By the 1990’s UPS had grown significantly, but UPS was not content and whilst their
core business remained the distribution of goods, the company was looking for ways
to diversify in to different markets. They started acquiring other companies to further
their growth inorganically, utilizing these companies to serve their customers in newer
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or better ways. In 1995 UPS acquired Sonic Air, using their fleet to be the first
company to introduce ‘same day next flight out’ delivery.
By 1998, UPS had branched out into the financial sector, and had started UPS Capital,
to provide businesses with financial products and services in order to grow their
businesses. UPS went public on the 10th November 1999 and offered its first-ever
initial public offering (IPO). This was a very bold move, and enabled the company to
make strategic acquisitions in important markets around the world, marking a
significant turning point for UPS.
1. 11 UPS’s Growth in the Past Five Years
As part of re-branding process UPS introduced a new logo In March 2003, UPS
which replaced the iconic package and shield originally designed in 1961 by Paul
Rand. In 2004, UPS entered the heavy freight business and on 20th December of that
year announced the purchase of Menlo Worldwide Forwarding (MWF), a former
subsidiary of Menlo Worldwide; UPS re-branded it as UPS Supply Chain Solutions.
UPS Logo 1961-2003 UPS Current Logo
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Figure 1.1 UPS.com (2008)
The purchase price of MWF was US $150 million with the assumption of US $110
million in long-term debt. In 2005, UPS also made political contributions and was
among the 53 entities that contributed the maximum of $250,000 to the second
inauguration of President George W. Bush On August 5, 2005 UPS announced that it
had completed its acquisition of less-than-truckload (LTL) trucking company
Overnite Transportation for US$1.25 billion.
This was approved by the FTC and Overnite shareholders on 4th August,2005. On 28th
April 2006, Overnite officially became UPS Freight. On October 3, 2005, UPS
completed the purchase of LYNX Express Ltd, one of the largest independent parcel
carriers in the United Kingdom, for £55.5 million (US$97.1 million) after receiving
approval for the transaction from the European Commission.
The first joint package car centre operation, in Dartford, Kent, was opened in 2006.
As of 31st December 2005, UPS's Political Action Committee has been the most
generous corporate giver to federal candidates for every U.S. election since 1992,
donating a total of $14 million, according to FEC records. On August 28, 2007 the
United Parcel Service celebrated its 100th anniversary.
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Today UPS is headquartered in Sandy Springs, Georgia, USA (since 1991), and is
now one of the world's largest package delivery companies. UPS delivers an average
of more than 15 million packages a day to 6.1 million customers in more than 200
countries and territories around the world.
UPS has become a global company with one of the most recognized and admired
brands in the world. Every day the company manages the flow of goods, funds, and
information in more than 200 countries and territories worldwide. (Rackham 1988)
1.12 UPS System Design
UPS's Parcel Network is based on a hub and spoke model. The hub and spoke
distribution paradigm (or model or network) is a system of connections arranged like
a chariot wheel, in which all traffic moves along spokes connected to the hub at the
centre. The model is commonly used in industry, in particular in transport,
telecommunications and freight, as well as in distributed computing. See a typical
hub-and-Spoke model in Fig.1 below.
Fig.1.2 An Illustration of the UPS Hub and Spoke Model
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Reference.com (2008)
1.13 Benefits of the Hub and Spoke Model
According to Babcock et al (2002) the model has following benefits:
Babcock presents that for a set-up of n nodes, only n - 1 routes are necessary
to connect all nodes; that is, the upper bound is n - 1, and the complexity is O
(n). This compares favourably to the (n (n - 1))/2 routes, or O (n2) that would
be required to connect each node to every other node in a point-to-point
network.
According to scholar the small number of routes generally leads to more
efficient use of transportation resources. “For example, aircraft are more likely
to fly at full capacity, and can often fly routes more than once a day.”
In the scholar’s terms complicated operations, such as package sorting and
accounting, can be carried out at the hub, rather than at every node whilst on
the other end spokes are simple and new ones can be created easily.
“Customers may find the network more intuitive. Scheduling is convenient for
them since there are few routes, with frequent service.” Adds Babcock.
On the other hand Lawrence (2004) presents the following as the drawbacks of the
hub and spoke model:
Lawrence states that because model is centralised; day-to-day operations may
be relatively inflexible. “Changes at the hub, or even in a single route, could
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have unexpected consequences throughout the network. It may be difficult or
impossible to handle occasional periods of high demand between two spokes”.
He further adds that route scheduling is complicated for the network operator.
Scarce resources must be used carefully to avoid starving the hub while stating
that careful traffic analysis and precise timing are required to keep the hub
operating efficiently.
“The hub constitutes a bottleneck in the network. Total cargo capacity of the
network is limited by the hub's capacity. Delays at the hub (caused, for
example, by bad weather conditions) can result in delays throughout the
network. Delays at a spoke (from mechanical problems with an airplane, for
example) can also affect the network.” adds Lawrence.
He also mentions that cargo must pass through the hub before reaching its
destination, requiring longer journeys than direct point-to-point trips. “This is
often desirable for freight, which can benefit from sorting and consolidating
operations at the hub, but not for time-critical cargo and passengers.”
Lawrence (2004)
Analysis conducted on UPS’s operations show that the company operates centres
which feed parcels to hubs where parcels are sorted and forwarded to their
destinations.
“Centers typically are the point of entry for parcels and send the parcels to one or
more hubs. A hub is a location where many centers send packages to be sorted and
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sent back out to other centers or hubs. For example, a parcel being shipped from
Wilmington, North Carolina to San Francisco, California is picked up by a driver and
taken to the 23rd Street center in Wilmington, where it is loaded on a trailer and
driven to Raleigh, North Carolina.” Notes Babcock.
The source further indicates that at Raleigh, the package would join packages from all
over North Carolina and be forwarded to the Chicago Area Consolidated Hub in
Hodgkins, Illinois. “After arriving there, it would be loaded onto a trailer and sent by
rail (trailer on flat car in most cases) to the North Bay, California hub in Richmond,
California where it would then be forwarded to the delivery center, loaded onto the
delivery vehicle, and transported to its final destination.” (Op. Cit)
The authors own observations also note that UPS's air network runs similarly to the
ground network through a hub-and-spoke system, though air hubs are typically
located at airports so packages and planes can quickly be unloaded, sorted, and loaded
again. “Centers feed packages to facilities at airports (called gateways), which in turn
send them to an air hub to be sorted and put on another plane to a final destination
gateway, and then from there to a center.”
For instance, a package travelling from Seattle, WA to Atlanta, GA, would be loaded
onto an air container at Boeing Field (generally referred to as "Biffy" for BFI) just
south of Seattle and flown to the UPS Air Hub at Chicago Rockford International
Airport in Rockford, IL.” Markusen (1996) observes.
In addition Markusen (1996) further notes that from there it would be sorted to a
container heading to Atlanta to Hartsfield-Jackson International Airport, and taken by
truck from the airport to the delivery centre.
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The company has created multiple business diversification schemes and global growth
by forming formidable business networks the world over. UPS move goods,
information, and funds between individuals and companies. “Their operations provide
delivery by land and by air and offering services at customer shipping centres, as well
as online through UPS.com” (Rackham 1988).
He further notes that the company operates in more than 200 countries worldwide,
does business in 15 different languages and dialects, and deliver an average of 13.2
million packages per day. This presents an ideal opportunity for considering the
feasibility of implementing strategies of multi-dimensionalism in the company’s
global networks.
1.14 UPS Human Resource Management
The Company profiles published on UPS show that UPS employs approximately
407,200 staff, with 348,400 in the U.S. and 58,800 internationally. In the United
States, UPS requires drug testing for tractor trailer drivers per Department of
Transport (DOT) regulations. Approximately 215,000 UPS employees are represented
by the International Brotherhood of Teamsters. The company has had only one
nationwide strike in its history, which occurred in 1997, and lasted 16 days.
1.15 UPS Competitors
A closer examination of the messenger and parcel services industry shows that major
domestic (United States) competitors include the United States Postal Service
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(USPS), FedEx, TNT and DHL. Profiles published on UPS indicate that in addition to
these domestic carriers, UPS competes with a variety of international operators,
including Canada Post, TNT N.V., Deutsche Post (owner of DHL), Royal Mail, Japan
Post, India Post and many other regional carriers, national postal services and air
cargo handlers. Niemann (2007) & Brewster et al (2007)
According to Babcock (Op. Cit.) historically, the bulk of UPS' competition came from
inexpensive ground-based delivery services, such as Parcel Post (USPS). However
Babcock (Op. Cit.) states that in 1998 FedEx expanded into the ground parcel
delivery market by acquiring RPS (originally Roadway Package System) and re-
branding it as FedEx Ground in 2000. In 2003 DHL expanded its US operations by
acquiring Airborne Express, significantly increasing its presence in the United States,
and adding more competition in the ground delivery market.
In response to this, UPS partnered with the US Postal Service to offer UPS Mail
Innovations, a program that allows UPS to pick up mail and transfer it to a USPS
centre, or destination delivery unit (DDU), for final distribution. This process is also
known as zone skipping, as is a tactic often used by Parcel Consolidators. Niemann
(2007) & Brewster et al (2007)
Babcock indicates that more recently, the continued growth of online shopping,
combined with increasing awareness of the rôle transportation (including package
delivery) has on the environment, this contributed to the rise of emerging competition
from niche carriers or re-branded incumbents.
For instance, the US Postal Service claims "greener delivery" of parcels on the
assumption that the USPS delivers to each US address, six days a week, and therefore
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offer the industry's lowest fuel consumption per delivery. He observes that other
carriers, such as ParcelPool.com, which specializes in residential package delivery to
APO-FPO addresses, Hawaii, Alaska, Puerto Rico and other US Territories, arose in
response to increased demand from catalogue retailers and online e-retailers for low-
cost residential delivery services closely matching service standards normally
associated with more expensive expedited parcel delivery.
1.15 Summary
UPS has a great track record of success having reached its centenary in 2007. The
company’s capacity and prowess to weather various previous financial turmoil
including the great depression, shows that historically its business operations are
secure and thus likely to be able to adapt and survive another difficult recession. The
environment provides an impetus for continual development and strategy of self
reflection and change within the company whilst maintaining its sustainability over
the longer term.
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2.1 Literature Review
2.2 Introduction
The author realizes that research exercise is not being conducted in a vacuum. The
research exercise fits into a broad body of knowledge which has had numerous
contributions from various scholars, researchers, professionals and students who have
carried similar or related research exercises. Additionally, the scope and objectives of
this research endeavour occurs within related and implied theoretical, ideological and
philosophical frameworks; which largely influence the various disciplines of business.
As such the author is spurred to consider the multiple contributions relevant and
related to this research endeavour. The author will present a literature review in order
to broaden the confines of the knowledge needed and acquired for this dissertation.
2.3 Literature Review Main Body
2.4 Understanding a SWOT Analysis
Hill et al (1997) takes a deeper thrust in to enunciating the dynamics and dimensions
of the SWOT (Strengths, Weaknesses Opportunities and Threats) analysis. The source
has shaped the researcher’s understanding of the SWOT concept in assessing a
company’s success and position vis-a-vis it’s the probable growth prospects, in
particular in relation to internal and external influences.
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2.5 Defining Sustainability
Smukowski (2006) present a catalogue of valuable definitions and perspectives on the
subject of sustainability. Smukowski (2006) further defines sustainability as a pro-
active approach to ensure the long-term viability and integrity of the business by
optimizing resource needs, reducing environmental, energy or social impacts, and
managing resources whilst not compromising on profitability.
According to the source business sustainability is the increase in productivity and/or
reduction of consumed resources without compromising product or service quality,
competitiveness, or profitability. The author gives following examples.
Facility efficiencies (HVAC, water, raw materials, etc.), material and process
improvements, supply chain efficiencies, products or services that are more efficient
(i.e. hybrid cars, renewable fuels, etc.), recycling, telecommuting, optimization of any
resource use.
In answering the question, ‘what is sustainability?’ Smukowski (2006) presents the
following perspective of “Meeting the needs of the present without compromising the
ability of future generations to meet their own needs." Smukowski (2006) central
perspective is on the far reaching concept of sustainability. In his work ‘From
Sustainability to Stakeholders’ he outlines that all those with an ability to impact the
business are stakeholders and that anyone impacted by any business is a stakeholder.
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He also believes that a company is stakeholder in other processes. “Focusing upon
stakeholder needs is a route to new markets, innovation, reduced business risk, and
operational freedom.” The resource review has been particularly valuable in
presenting the broader context in which a company’s sustainability strategy and goals
are established and leveraged.
The author further outlines the following as future fundamental business rôles:
Economic profitability and opportunity.
The economic growth engine.
Innovations in global trade.
Corporate social responsibility and opportunity.
Livelihood and benefits participation within the business.
Resource responsibility and opportunity, for both consumer and polluter of
shared natural resources.
Innovative and economic capacity to restore, and save natural resources as
well as creativity of capitalism to create the path to sustainability.
The source also explores how businesses can lead society’s highest aspirations for
sustainability by exclusively focusing on the sustainability of the business
organisation, although the author found this a little altruistic.
UPS Corporate Sustainability Report (2006) has provided valuable information
regarding UPS, particularly on its corporate sustainability strategies. The report
outlines the Company Profile, Financial Information, Governance, and Key
Performance Indicators (KPI’s). The outlines have helped in deciphering the
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company’s management objective as well perceiving feasible and probable
approaches into the future.
2.6 Marketing and Advertising
On marketing science Barone et al (2000) present an eye opening perspective and
findings on various forms of reference for UPS’s impact on the consumer decision
making processes. The resource particularly zeroes in on the aspect of attitude as a
key aspect in the influence of consumers.
The journal on the Effects of Absurdity in Advertising (2000) by Arias-Bolzmann et
al explores various models of advertising in relation and cognizance to various
references to strategies of penetrating global markets. The resource also focuses on
consumer attitudes on certain products, draws comparisons and presents statistical
analysis of findings obtained through various research modals.
The Journal of Marketing Research by Bradlow et al (2001) captures consumer
responses and attitude to particular brands. The resource also explores the effect of
pricing and its attributing elements relating to the marketing strategies. Managerial
implications of the statistically presented findings are also explored by the authors.
The Evolution of Brand Preferences and Choice Behaviours of Consumers to a
Market in the Journal of Marketing Research by Heilman et al (2003), presents the
crucial aspects of the Log it-mixture model with time-varying parameters, Consumer
panel data, Stages (information collection, extended to lesser-known brands,
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information consolidation). Incorporating such topics as impact, and product
experience as well as statistical analysis.
In offering various other valuable perspectives Park et al (1999) explore aspects of
option framing, psychological reactions, regret anticipation and product category
commitment. These have presented valuable insights in the framing and enhancing the
relevance of this research exercise.
2.7 Supply Chain Management
According to Haag et al (2006) Supply Chain Management includes the planning and
management of all activities involved in sourcing, procurement, conversion, and
logistics management activities. The scholars state that the management model also
includes coordination and collaboration with channel partners, which can be suppliers,
intermediaries, third-party service providers, and customers.
“In essence, Supply Chain Management integrates supply and demand
management within and across companies. More recently, the loosely coupled,
self-organizing network of businesses that cooperates to provide product and
service offerings has been called the Extended Enterprise.” (Op.Cit.)
The resource has furnished the scope of this sustainability study with valuable
perspectives on supply chain management in relation to various organisational
management components for national and multinational companies.
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David Simchi-Levi et al (2003) asserts:
“Supply chain management is a set of approaches utilized to efficiently integrate
suppliers, manufacturers, warehouses, and stores, so that merchandise is produced
and distributed at the right quantities, to the right locations, at the right time, in
order to minimize system wide costs while satisfying service level requirement.”
Simchi-Levi has deepened the understanding of supply chain management (SCM)
aspects in the way UPS has coordinated the SCM variables towards sustainability. In
addition to that the study Christopher (2005) states that the:
“Supply chain management is the management of UPS stream and
downstream relationships with suppliers and customers to deliver superior
customer value at less cost to the supply chain as a whole.”
Christopher (2005)
Hult et al (2006) present various additional theories on how Supply Chain
Management can be deciphered as software. The resource presents that in such a case
SCM comprises tolls or modules used in executing supply chain transactions,
managing supplier relationships and controlling business processes.
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Bechtel et al (2001) specifically explore some fundamental concepts and perspectives
on SCM the resource has been remarkably valuable for its insights and focuses on
Dynamic of Supply chain event management (SCEM). According to the authors
SCEM is a consideration of all possible occurring events and factors that can cause a
disruption in a supply chain. With SCEM possible scenarios can be created and
solutions can be planned.
There is presently a ‘knowledge gap’ in terms of the literature available in the area of
supply chain management studies, on providing theoretical support for explaining the
existence and boundaries of supply chain management.
The minority authors such as Halldorsson, et al. (2003), Hult et al (2006) and
Lavassani, et al. (2008) have attempted to supply theoretical basis for dissimilar areas
associated to supply chain with employing organisational theories. These theories
include:
Resource-based view (RBV)
Transaction Cost Analysis (TCA)
Knowledge-based view (KBV)
Strategic Choice Theory (SCT)
Agency theory (AT)
Institutional theory (INT)
Systems Theory (ST)
Network Perspective (NP)
Mainstream SCM conceptualisation holds that the SCM mechanisms are the third
element of the four-square circulation structure. The level of assimilation and
management of a business process link is a function of the number and level, ranging
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from low to high, of components added to the link. Cooper et al (1990) & Houlihan
(1985)
Consequently, adding more management components or increasing the level of each
component can increase the level of integration of the business process link. The
writing on commerce development reengineering the buyer-supplier relationships and
SCM implies various possible apparatus that must receive managerial attention when
managing supply relationships.
Lambert et al (2000) identified the following components which are:
“Planning and control
Work structure
Organization structure
Product flow facility structure
Information flow facility structure
Management methods
Power and leadership structure
Risk and reward structure
Culture and attitude”
Simchi-Levi et al (2004) presents helpful insight on the supply chain components
Based on this study, Simchi-levi et al (2004) suggests the following supply chain
components:
“Supply chain management is a set of approaches utilized to efficiently integrate
suppliers, manufacturers, warehouses, and stores, so that merchandise is produced
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and distributed at the right quantities, to the right locations, at the right time, in
order to minimize system wide costs while satisfying service level requirement.”
The above thoughts taken from the resource cited above have deepened the
understanding of supply chain management (SCM) aspects in relation to how UPS
as major player in this business dimensions has coordinated the SCM variables
towards sustainability. In addition to that the study has also made use of Martin
Christopher . Logistics and Supply Chain Management resource in which he states
that,
“Supply chain management is the management of upstream and downstream
relationships with suppliers and customers to deliver superior customer value
at less cost to the supply chain as a whole.”
Hult et al (2007) insights have been valuable in shedding light on the other important
dimension of SCM. In this resource the authors present nuances on how Supply Chain
Management can be deciphered as software. The resource presents that in such a case
SCM comprises tolls or modules used in executing supply chain transactions,
managing supplier relationships and controlling business processes.
Bechtel et al (2001) specifically explore some fundamental concepts and perspectives
on SCM the resource has been remarkably valuable for its insights and focuses on
Dynamic of Supply chain event management (SCEM). According to the authors
SCEM is a consideration of all possible occurring events and factors that can cause a
disruption in a supply chain. With SCEM possible scenarios can be created and
solutions can be planned.
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2.8 Project Management (Sustainability)
A significant number of literature forms published on subject of sustainability and
project management have been consulted in the bid to understand the subject matter
sufficiently.
Bent (2006) outlines that a project is a finite endeavour, which has a specific start and
completion date, undertaken to create a unique product or service; thus resulting in
beneficial change or added value. “This finite characteristic of projects stands in sharp
contrast to processes, or operations, which are permanent or semi-permanent
functional work to repetitively produce the same product or service. In practice, the
management of these two systems is often found to be quite different, and as such
requires the development of distinct technical skills and the adoption of separate
management philosophy, which is the subject of this article.” Bent (2006)
Below is a list and outline of perspectives on project management and focus on
sustainability and project management:
PMBOK (Project Management -- Body of Knowledge as defined by the
Project Management Institute — PMI):"Project management is the application
of knowledge, skills, tools and techniques to project activities to meet project
requirements."
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PRINCE2 project management methodology: "The planning, monitoring and
control of all aspects of the project and the motivation of all those involved in
it to achieve the project objectives on time and to the specified cost, quality
and performance.”
PROJECT: A temporary endeavour with a finite completion date undertaken
to create a unique product or service. Projects bring form or function to ideas
or needs.
DIN 69901 (Deutsches Institut für Normung - German Organization for
Standardization): "Project management is the complete set of tasks,
techniques, tools applied during project execution"
Bent (2006)
Heerkens (2001) views project management as the discipline of defining and
achieving targets while optimizing the use of resources (time, money, people,
materials, energy, space, etc) in the attempt to achieve long term success and
sustainability.
Whilst Harold’s (2003) terms project management is quite often the province and
responsibility of an individual project manager. According to Harold the individual
seldom participates directly in the activities that produce the end result, but rather
strives to maintain the progress and productive mutual interaction of various parties in
such a way that overall risk of failure is reduced. The author also explores the
planning, scheduling and controlling aspects of project management in relation to the
goals and demands of sustainability.
Harold (2003) believes that typical projects include the engineering and construction
of various objects or consumer products, including buildings, vehicles, or electronic
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devices. The duration of a project is the time from its start to its completion, which
can take days, weeks, months or even years.
The review of the pieces of literature outlined above has brought up significant and
noteworthy aspects on the divergence of perspectives regarding the issue of
Sustainability. According to the Project Management Institute PMBOK Guide (2004),
“A project is a temporary endeavor undertaken to create a unique product, service, or
result (Projects are temporary because they have a definite beginning and a definite
end. They are unique because the product or service they create is different in some
distinguishing way from similar products or services.”
The research endeavour has also led to the consultation of literature themed on the
project management life cycle linked to the core theme of sustainability. The exercise
has explored through the previously identified literature, the dynamics of a project life
span as well initiation, planning and successful execution aspects of project planning.
The study has also involved the visiting of the PMHub.net Interviews a web site
dedicated to assisting management studies for the Project Management Institute's
PMP or CAPM exams, which contain some probing personal questions.
The Empty Carousel by Scott T. Mueller (1993) outlines ten steps to comprehensive
project portfolio management .The resource maps out feasible strategies that mangers
have to adopt in order to align business operational strategies to the models of the
long term goals based on an organisation’s sustainability.
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2.9 Sustainability and Project Management Approaches
Further research has also shed the significance light on several approaches that can be
taken to sustainable project management, including phased, incremental, and iterative
approaches. According to Baars et al (2006) the "traditional" approach identifies a
sequence of steps to be completed. According to the scholars this contrasts with the
agile software development approach in which the project is seen as relatively small
tasks rather than a complete process. “The objective of this approach is to impose as
little overhead as possible in the form of rationale, justification, documentation,
reporting, meetings, and permission.”
This approach may also be called the "spiral" approach, since completion of one of
the small tasks leads to the beginning of the next. Baars et al (2006) has an advanced
approached to agile project management, applicable not only to software development
but to any area, utilizing the principles of human interaction management to deal with
the complexities of human collaboration.
Brooks et al (1995) present aspects of the traditional approach.
The resource outlines that in the traditional approach, we can distinguish 5
components of a project (four stages plus control) in the development of a project
namely;
1) Project initiation (Kick-off)
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2) Project planning
3) Project production or execution
4) Project monitoring or controlling
5) Project completion
According to the source however not all projects will visit every stage as projects can
be terminated before they reach completion. Some projects might not have the
planning and/or the monitoring, and some will go through steps 2, 3 and 4 multiple
times.
Allen (1993) does not believe that the definition of sustainable development given by
the Brundtland Commission although the most frequently quoted, it is not universally
accepted and has undergone various interpretations. The text has shed light on the
difficulty in defining sustainability and partly stem from the fact that it encompasses
the entire domain of human activity.
“It is a very general concept like ‘liberty’ or ‘justice’ which is accepted as important,
but a ‘dialogue of values’ that defies consensual definition. It is also a call to action
and therefore is open to political interpretation concerning the nature of the current
situation and the most appropriate way forward.” Allen (1993)
The Brundtland Report plea to protect the environment for future generations is less
controversial than the implied negotiation between environmental, social and
economic interests recommended by the 2005 World Summit.” (Op. Cit) The resource
provides a list of fundamental principles of sustainability. The nuances of which have
shaped the foundational approach in the writing of this paper.
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“A further practical difficulty with a universal definition is that the strategies needed
to address "sustainability” vary according to the level of sustainability governance
under consideration.” the author further indicates.
According to Atkinson (1999), “Environmentalist disenchantment with some aspects
of the global sustainability agenda can be attributed to the view that the
environmental, social, and economic pillars cannot, strictly, be treated as equal.”
Atkinson (1999) provides an interesting and valuable dimension to the subject of
sustainability, stating that the notion of sustainable development is sometimes resisted
because many regard it as an oxymoron, with development inevitably carried out at
the expense of the environment.
Bartlett (1998) has provided insight into highlighting aspects of sustainability that
relate to population growth and how company sustainability endeavours relate must
relate to various external environmental conservation efforts.
Blackburn (2007) presents a historical background of the business sustainability
theories as well related philosophical frameworks within which strategies of business
longevity can be formulated, implemented and managed. The resource has been
particularly helpful in guiding this study towards exploring the concept of
sustainability within the broader bodies of knowledge that relate to the discipline.
Blewitt (2008) writing about Sustainable Development outlines approaches to
analysis and assessing a business entity’s development. The resource is handy for its
description of sustainable development which is conceptually and contextually akin to
the very core of the scope and objectives of this study.
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2.10 Sustainable Accounting
To enrich the perspectives body of the study, the researcher has also conducted a
literature review under the sub themes of sustainability accounting. This has been
done in the understanding that business success can only be achieved through synergy,
when all the organs of a business body function harmoniously towards the
accomplishment of common goals. As such, the accounting facility of a company
plays a vital role in the entire company sustainability stratagem.
Sustainability accounting also sometimes called sustainability metrics or sustainable
development indicators is a general term for the variety of measurements used as a
quantitative basis for the informed management of environmental, social and
economic sustainability.
Schaltegger et al (2003) On sustainability accounting assert that once sustainability
accounting has established approximate boundaries for sustainability at a global level
then, in principle, the adjustments needed for the human system to become self-
sustaining will be known. “Of course biological and physical resources are spread
unevenly over the planet and this, as well as the multilevel nature of sustainability
governance, means that obtaining such an overview presents a formidable challenge.”
(Op. cit.)
Lamberton (2005) on Sustainability Accounting brings up useful information on the
historical development of Sustainability accounting as well as how the disciple has
evolved in past years. Stanners et al (2007) focus on sustainability science in a way to
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find out what is sustainable requires measuring and monitoring. The authors posit
that with quantitative information it is then possible to simplify complicated data,
establish benchmarks, set management goals, assess trends, anticipate problems, and
measure progress. “Because this form of calculation is very similar to the careful way
we manage our financial lives it has been referred to as sustainability accounting.
Sustainability accounting can be carried out at all levels and contexts of sustainability
governance. Major areas of assessment include measures of consumption, resource
use, and ecosystem change across a wide range of social, environmental, temporal,
and spatial scales.” (Op. Cit.)
This resource has been relevant in broadening perceptions and perspectives on the
dynamics and dimensions of the broad concept of sustainability.
The report by the United Nations Department of Economic and Social Affairs (2007)
has been particularly useful in highlighting elements such as sustainability indicators
and how these can provide information on any aspect of the interplay between the
environment and socio-economic activities.
The writers state that one popular general framework used by The European
Environment Agency uses a slight modification of the Organisation for Economic
Cooperation and Development or the DPSIR system. “This breaks up environmental
impact into five stages. Social and economic developments (consumption and
production) (D)rive or initiate environmental (P)ressures which, in turn, produces a
change in the (S)tate of the environment which leads to (I)mpacts of various kinds.
Societal (R)esponses (policy guided by sustainability indicators) can be introduced at
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any stage of this sequence of events. Building strategic indicator sets generally deals
with just a few simple questions: what is happening? (Descriptive indicators), does it
matter and are we reaching targets? (Performance indicators), are we improving?
(Efficiency indicators), are measures working? (Policy effectiveness indicators), and
are we generally better off? (Total welfare indicators).”
2.11 Sustainability and Risk Management
Using mainstream knowledge resources, consulted risk management is mainly
perceived as a structured approach to managing uncertainty related to a threat, with a
sequence of human activities including: risk assessment, strategies development to
manage it, and mitigation of risk using managerial resources.
Alberts et al (2008) suggests that the strategies in risk management include
transferring the risk to another party, avoiding the risk, reducing the negative effect of
the risk, and accepting some or all of the consequences of a particular risk.
Sheedy (2005) outlines the factors that may cause risk, or the factors that might
amount to a business risk. “Some traditional risk managements are focused on risks
stemming from physical or legal causes (e.g. natural disasters or fires, accidents, death
and lawsuits)”
Sheedy (2005) also believes that financial risk management is also important, and
focuses on risks that can be managed using traded financial instruments.
Borodzicz (2005) asserts that the objectives of risk management are among other
things the reduction of risks which are related to a pre-selected domain to a level
accepted by society. Borodzicz (2005) states that risks may refer to numerous types of
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threats caused by environment, technology, humans, organizations and politics
countering that “it involves all means available for humans, or in particular, for a risk
management entity (person, staff, and organization).”
Gorrod et al (2004) explore the concept of applying risk management activities to
project management. According to their research in project management, risk
management includes the following activities:
Planning how risk management will be held in the particular project. Plan
should include risk management tasks, responsibilities, activities and budget.
Assigning a risk officer - a team member other than a project manager who is
responsible for foreseeing potential project problems. The typical
characteristic of risk officer is a healthy scepticism.
Maintaining a live project risk database - Each risk should have the following
attributes: opening date, title, short description, probability and importance.
Optionally a risk may have an assigned person responsible for its resolution
and a date by which the risk must be resolved.
Creating an anonymous risk reporting channel. Each team member should
have the ability to report risks that he/she foresees in s project.
Preparing a ‘mitigation plans’ for risks that can be mitigated. The purpose of
which is to describe how this particular risk will be handled – what, when, by
who and how will it be done to avoid it or minimize consequences if it
becomes a liability.
Summarizing planned and faced risks, the effectiveness of mitigation
activities, and the effort spent on the risk management planning.
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2.12 Risk Management, Residual Risk and Business Continuity
The author understands from his research that risk management is a practice of
systematically selecting cost effective approaches for minimising the effect of threat
realisation to the organisation. The concepts explored from different scholars concur
that all risks can never be fully avoided or mitigated simply because of financial and
practical limitations and that therefore all organizations have to accept some level of
residual risks.
Gary et al (2002) holds that whereas risk management tends to be pre-emptive,
business continuity planning (BCP) was devised to deal with the consequences of
realised residual risks. “The necessity to have BCP in place arises because even very
unlikely events will occur if given enough time. Risk management and BCP are often
mistakenly seen as rivals or overlapping practices. In fact these processes are so
tightly tied together that such separation seems artificial. For example, the risk
management process creates important inputs for the BCP (assets, impact
assessments, cost estimates etc).”
In addition Gary et al (2002) outlines that resource risk management is perceived as
also proposing applicable controls for the observed risks, therefore covering several
areas that are vital for the BCP process, whilst acknowledging that the BCP process
goes beyond risk management's pre-emptive approach and moves on from the
assumption that the disaster will realize at some point.
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2.13 Business Sustainability and Financial Risk Management
Van Deventer et al (2004) perceives risk management to be the practice of creating
economic value in a firm by using financial instruments to manage exposure to risk,
particularly Credit risk and market risk which include:
“Other types include Foreign exchange, Shape, Volatility, Sector, Liquidity,
Inflation risks, etc. Similar to general risk management, financial risk
management requires identifying its sources, measuring it, and plans to
address them. As a specialization of risk management, financial risk
management focuses on when and how to hedge using financial instruments to
manage costly exposures to risk.”
Van Deventer et al (2004)
Hirsch (2005) outlines the elements of the impact of the oil price crisis as an
unprecedented risk management problem highlighting that “As peaking is
approached, liquid fuel prices and price volatility will increase dramatically, and,
without timely mitigation, the economic, social, and political costs will be
unprecedented. Viable mitigation options exist on both the supply and demand sides,
but to have substantial impact, they must be initiated more than a decade in advance
of peaking. Mitigating the peaking of world conventional oil production presents a
classic risk management problem.”
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The source includes a few points which present germane to the focus concepts of this
research exercise, as do the bullet arrows below:
Mitigation initiated earlier than required may turn out to be premature, if
peaking is long delayed.
If peaking is imminent, failure to initiate timely mitigation could be extremely
damaging.
Prudent risk management requires the planning and implementation of
mitigation well before peaking
Early mitigation will almost certainly be less expensive than delayed
mitigation
The author’s research determines a continuing theme in articles from journals and
newspapers which focus on oil prices, with the underlying problem is that it is
impossible to time the peak of the current rise in oil prices because of inadequate,
conflicting and potentially biased data on oil reserves and demand. Furthermore, the
onset of peak may be obscured by the volatile nature of oil prices. Since the potential
economic impact of peaking is immense and the uncertainties this causes which
actually cyclically affect the market, the author believes a detailed quantitative studies
to address the uncertainties and to explore mitigation strategies are a critically need.
Hirsch (2005) explores the problem of the peaking of world conventional oil
production and concludes that it is unlike any yet faced by modern industrial society.
“The challenges and uncertainties need to be much better understood. Technologies
exist to mitigate the problem. Timely, aggressive risk management will be essential.”
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Thore (2008) presents valuable analyses on movements between the prices of crude
oil and major refined products during 1992-1998. The analytical focus entails an
exploration of the existence of long-run equilibrium price relationships, and an
assessment to determine whether deviations from estimated equilibrium can be
utilized for predictions of short-term price changes and for risk management.
“The econometric evidence strongly supports the hypothesis that crude and product
prices are co-integrated. Past deviations from long-term equilibrium are significant in
an error correction specification of short-term product price changes. The results
represent valuable information for hedging, particularly in integrated oil companies
for which price risk is related to margin variations.” Thore (2008)
The paper also investigates crude oil and products price dynamics, and presenting a
comparison among ten prices series of crude oils and fourteen price series of
petroleum products, considered in four distinct market areas (Mediterranean, North
Western Europe, Latin America and North America) over the period 1994-2002. The
researcher’s states:
“We provide first a complete analysis of crude oil and product price dynamics
using co-integration and error correction models. Subsequently we use the
error correction specification to predict crude oil prices over the horizon
January 2002-June 2002.”
Thore (2008)
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This resource has enabled a deeper understanding on the concepts of risk management
in and of the various management models and challenges shaped by the oil price crisis
dogging the oil industry. These will be significant to the scope of this study which
will explore the global oil prices threat to UPS and its fight against soaring
operational costs.
2.14 Sustainability and Operations Management
Naughton (2002) presents definitions of the operations management concepts as:
• “The efficient and effective implementation of the policies and tasks necessary to
satisfy a firm's customers, employees, and management (and stockholders, if a
publicly owned company)
• The management of systems or processes that create goods and/or provide services.
•The ongoing activities of designing, reviewing and using the operating system, to
achieve service outputs as determined by the organization for customers.
• The Management of main business activity: the organizing and controlling of the
fundamental business activity of providing goods and services to customers.”
Wright (1999)
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The source also presented the following the examples of operations management:
•Manufacturing Products
•Providing Insurance Cover
•Providing Healthcare
•Government/Political
•Armed Forces – Peace Keeping
• NGO’s OXFAM – bringing relief
The APICS Dictionary, 12th edition defines the yet another dimension of operations
management which is marketing operations marketing. The dictionary defines
marketing operations management (MOM) as “a vision of end to end marketing
optimization, from planning and budgeting, through marketing content management,
to global marketing execution and analysis.” Blackstone (2008)
According to the source MOM is characterized by an attempt to achieve measurable
and traceable Return on Marketing Investment (ROMI), and, as a means of achieving
that, creating a marketing dashboard, leading to improved marketing effectiveness.
“The concept of the marketing dashboard is that a marketing executive, or indeed any
employee of an organization, can log in to a system which shows the status of all
ongoing marketing activities - showing 'fuel consumption' (spending), 'speed' (sales)
and various other metrics in the automotive analogy. The Marketing Resource
Management (MRM) industry provides software vendors with integrated solutions
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who provide the software infrastructure to assist organizations with their Marketing
Operations Management.
This forms the technology backbone to the essential alignment of people, process and
technology that is critical to an effective Marketing Operations Management
strategy.”
Wilson (1995) defines operations management as an area of business that is
concerned with the production of goods and services, and involves the responsibility
of ensuring that business operations are efficient and effective. It is the management
of resources, the distribution of goods and services to customers, and the analysis of
queue systems.
APICS The Association for Operations Management also defines operations
management as "the field of study that focuses on the effectively planning,
scheduling, use, and control of a manufacturing or service organization through the
study of concepts from design engineering, industrial engineering, management
information systems, quality management, production management, inventory
management, accounting, and other functions as they affect the organization"
Aquilano et al (2001) holds that operations management also refers to the production
of goods and services; the set of value-added activities that transform inputs into
many outputs. Fundamentally, these value-adding creative activities should be aligned
with market opportunity for optimal enterprise performance. This resource has thus
been helpful in assessing the effectiveness and growth as well as sustainability
strategies impact of the business entity in focus, UPS.
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2.16 Business Sustainability and Operations Management Planning Criteria
The author’s research on the concept of operations management has led to the
understanding of production and operations management, and can be defined as
management of the efforts and activities of people, capital, and equipment resources
into changing raw materials into finished goods and services. Vidal (2005)
Vidal (2005) explores the challenges exerted on various companies in the public and
private sector in their use of operations management and in relation to the goals and
strategies of sustainability. The writer focuses on the pervasiveness of the impact of
the volatile oil prices and how they pose stern operations management challenges to
various organisations the world over. The resource has been particularly useful to the
scope and objectives of the study and its link with oil prices affecting sustainability.
The discord caused by the volatile oil prices which have hit record price recently may
affect UPS negatively. According to Vidal (2005) this will likely affect risk
management, operations management, and Supply Chain Management and Project
Management departments within a company such as UPS. This study endeavours to
contribute to the body of knowledge which relates to the impact of the oil price crisis
to the oil industry.
Please note that the author in this study endeavour does not necessarily agree nor
disagree with the perspectives and ideas solicited and presented here but the ideas and
perspectives presented have been valuable in shaping the scope and the study
objectives accomplishment.
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2.17 Regression Analysis Literature Review
In attempting to provide answers to the question on whether the growth of UPS of the
past five years can be sustained, the study will employ regression analysis as the
primary statistical evaluation model which is useful for conducting statistical
forecasting and devising useful and scientific inferences from evaluated data.
The regression will assist in establishing from the trends and deviations on the
evaluated company financial data as to whether or not the growth experienced by UPS
in past five years can be sustained five year into the from UPS’s financial records.
Doucouliagos (2006) explores meta-regression analysis (MRA) indicating that the
concept provides an empirical framework through which disparate economic research
results can be integrated. Doucouliagos (2006) asserts that the analytical concept can
be used to filter out likely publication selection bias, as well as explain the wide
variation using socio-economic and econometric explanatory variables:
“MRA can empirically model and test socio-economic theories about
economics research. Here, we make two strong claims: socio-economic
MRAs, broadly conceived, explain much of the excess variation routinely
found in empirical economics research; whereas, any other type of literature
review (or summary) is biased.” (Op. cit.)
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Berk (2004) presents a critique of the regression analysis concept as an evaluatory and
forecasting conceptual framework. Berk (2004) defines regression analysis as a
technique used for the modelling and analysis of numerical data consisting of values
of a dependent variable (response variable) and of one or more independent variables
(explanatory variables). According to the explanations given in the source, “The
dependent variable in the regression equation is modelled as a function of the
independent variables, corresponding parameters ("constants"), and an error term. The
error term is treated as a random variable. It represents unexplained variation in the
dependent variable”. (Op. cit.)
This assists the author in expounding and understanding the conceptual tenets of
regression analysis.
David (2005) provides introduces valuable concepts of the regression analysis model
and its primary use in forecasting. The resource state that regression can be used for
prediction, inference, and hypothesis testing as well as modelling of casual
relationships. The writer outlines that uses of regression rely heavily on the
underlying assumptions being satisfied, “Regression analysis has been criticized as
being misused for these purposes in many cases where the appropriate assumptions
cannot be verified to hold. One factor contributing to the misuse of regression is that it
can take considerably more skill to critique a model than to fit a model.” (Op. Cit.)
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2.18 Performance Management and Customer Retention
Some forms of performance management and its precursor performance appraisal,
have been in existence since the days of Frederick Taylor at the beginning of the
century. Roithmayr (2003). 'It has been a staple of Human Resources research and
practice for more than half a century, and the bane of HR professionals for roughly
the same period." Roithmayr (2003).
Despite this longevity, many agree there is widespread dissatisfaction by both
managers and employees alike with the processes and outcomes of many existing
performance appraisal systems. (Clevand 2008)
2.19 Definition of Performance Appraisal Management
UPS systems design indicates the application of performance appraisal management
and hence this section presents literature reviewed on that subject. Performance
appraisal has been viewed by many as a single event controlled by the supervisor. The
evolving concept of performance management has taken on a systematic approach
with more input from the individual employee.
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Performance appraisals have often been defined as the procedure for collecting and
interpreting data about the performance of individuals over time." Blair et al (1993)
define performance management as "A process by which employee performance
within an organization is planned, managed, and evaluated." They also emphasize that
the traditional approach is based on supervisor to subordinate communication that
includes supervisory leadership, supervisory oversight, supervisory monitoring and
supervisory judgments.
More recently Stephen and Roithmayr (Op. Cit.) define performance management as
a "... set of practices through which work is defined, reviewed and rewarded, and
employee capabilities are developed" .They also advocate for a high degree of
involvement and personal employee responsibility. This more recent definition adds
employee development to the performance management framework.
These have significant contribution to means that can be adopted to align HRM
performance towards customer satisfaction orientation and hence satisfaction.
Bevan and Thompson's literature review indicated a 'textbook' performance
management system (PMS) which includes the following; the organization has a
shared vision of its objectives, or a mission statement, which it communicates to all its
employees. The organization sets individual performance management targets which
are related both to operating unit and wider organizational objectives.
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The company conducts a regular, formal review of progress towards these targets, and
uses the review process to identify training, development and reward outcomes. The
company then evaluates the effectiveness of the whole process and its contribution to
overall organizational performance to allow changes and improvement to be made,
especially to improve the provision of service. This is perceived to enhance customer
satisfaction and thus yield meaningful customer retention levels.
2.20 The Purpose of Performance Appraisal Management Systems and
Customer Retention
Douglas McGregor believes that performance appraisal programs are designed to
meet three needs. “First, they provide a mechanism for decisions about salaries,
promotions, transfers, demotions and terminations. Secondly, they are a mechanism
for informing an employee as to how he is doing in relation to the behaviour, attitude,
skills and knowledge that are needed for the job. Thirdly, they are used as a
mechanism for watching and counselling an employee.” (McGregor 1999)
Cleveland et al (2005) agree that performance appraisal is largely used for
administrative decisions such as salary management, promotion, and staff retention
and dismissal. With the advent of ‘management by objectives’ in the 1950's and
1960's, organizational planning was added to the list of rational for performance
appraisals. In recent years, performance appraisal and management systems are also
being used to safeguard organizations against discriminatory practices and for
customer feedback and development of employees. Cleveland & Murphy state:
“… organizational uses of performance appraisal can be grouped into: between-
person uses, including salary administration, promotion, retention, termination,
recognition of individual performance, layoffs, and identification of poor
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performance. within-person uses, including identification of individual training needs,
performance feedback, determining transfers and assignments, and identifying
individual strengths and weaknesses, and systems maintenance uses, including use of
appraisal for manpower planning, determining organizational training needs,
evaluating goal achievement, assisting in goal identification, evaluating HRM system,
reinforcing authority structure and developing organizational development needs.”
(Op. Cit.)
The Bevan and Thompson study also found objective setting and formal appraisal
were at the centre of a cycle that:
“Atypically results in two broad human resources outcomes affecting individual -
what could be termed 'assessment' and 'coaching' activities’ Assessment' concerns
itself with aspects such as compensation, succession planning and disciplinary
measures, whereas 'coaching' identifies means of improving performance through
training and development or discussions about career potential and promotion
opportunities.”
(Op. Cit.)
While the literature proposes there are many purposes for performance appraisals, it
also clearly states "… when several uses are incompatible, or in conflict, attempts to
use performance appraisal as an all-purpose tool may fail." Cleveland et al (2005)
Terziovski (2004) also agrees that performance management systems with too many
purposes increase the potential for failure of the whole system. Within the literature
authors debate whether there are any measurable data to link the rôle of performance
management with organizational effectiveness. Numerous authors discuss the
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importance of performance management to the success of customer retention and yet
there are still some unanswered questions.
For example, performance management processes have been linked to financial
performance. In a 1994 study, Hewitt Associates Ltd. found "Sales per employee were
a third higher at companies with performance management processes than at
companies without them. Operating income as a percentage of total assets was 45%
greater at companies with performance management processes." Roithmayr (Op. Cit.)
In contrast, a UK study found no evidence to suggest that improved organizational
performance in the private sector is associated with the operation of a formal
performance management system." Bevan & Thompson (Op. Cit.)
Bevan and Thompson do acknowledge the findings may be a result of young
performance management systems and or the pre-tax profit growth is an inappropriate
measure. They state organizational effectiveness is affected by such a wide range of
factors that trying to measure the effects of just one of them will never yield
conclusive results." (Op. Cit.) They recommend further research studies on the impact
of performance management systems effect on organizational effectiveness.
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Bartol et al (1990) discuss the reasons for this increase in significance of performance
reviews in relation to litigation. The advent of human rights legislation and the
downsizing of organizations have motivated employees to seek recourse from
discharge decisions and the lack of promotional opportunities.
They state "… employers generally have been able to mount more convincing
arguments regarding the legitimacy of their actions when they are able to provide a
series of performance appraisals that document the performance issues related to the
case." The performance appraisals, if done right, will also document areas where the
employee was given feedback about improving their performance and what strategies
were put in place to help the employee improve. Bartol et al (1990)
2.21 Challenges of Performance Management Systems and Customer Retention
Stephen and Roithmayr (Op. Cit.) found that the reasons for lack of success with
traditional performance management in financial institutions were not because of the
theory and good intentions, but because of execution problems. These execution
problems included the following:
1. The employee's objectives were set in a vacuum and not linked to the larger
business context for the department, division or company;
2. Employee's objectives were not representative of the whole job;
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3. Objectives were often kept a secret and not shared between individuals and teams
to give HRM a better understanding of relationships, hand-offs, and overlaps;
4. Feedback, to the extent provided, was usually one way only, from manager to
subordinate;
5. The key components of the process were not aligned to operate interdependently
as a whole system; and
6. Development planning was at best secondary, and often forgotten.
7. Bevan and Thompson caution the general application of performance management
systems from organization to organization. They state “There is almost an implicit
assumption that the model can fit all situations. However, there are differences
between highly centralized and decentralized organizations that are unionized and
those that are not."
Roithmayr et al (Op. Cit.)
Martinez (2007) research found 'Public sector union representation was significantly
and negatively related to grievances involving performance evaluation, when
compared to non-public sector unions." The research further indicated that
unionization leads to a more formal management practices specifically related to
performance management and HRM customer retention performance.
The resources reviewed have captured important dynamics on the concepts of
management in the premise of various management models and challenges shaped by
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the need to foster pro-business substantiality in management which will translate into
increase customer satisfaction and thus customer retention.
2.22 Leadership at UPS
A fundamental question that needs to be addressed in parcel delivery industry is what
style of leadership will facilitate the development of a culture that will engage all
stakeholders in a performance management system, which should encourage customer
satisfaction, and hence long term customer allegiance. This function of leadership can
be supported by and executed through a well-designed performance management
system. Yukl (1998) writes:
"Leadership is a subject that has long excited interest among people. The term
connotes images of powerful, dynamic individuals who command victorious
armies, direct corporate empires from atop gleaming skyscrapers, or shape the
course of nations."
The definition of leadership is dependent on the context given and can be arbitrary
and difficult to define. Morrison, Jones and Fuller define leadership as "...the ability
to influence a group toward the achievement of its goals." A more complex definition
of leadership is "the pivotal force behind successful organizations and that to create
vital and viable organizations leadership is necessary to help organizations develop a
new vision of what they can be then mobilize the organizational change toward the
new vision." (Bennis & Nanus ) Lippitt adds a different perspective on the definition
of leadership they state that "Leadership can be defined as getting HRM moving in a
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direction making a decision and supporting paths they typically wouldn't have
selected."
In Lippitt's definition, leadership is not just equated with positional power in an
organization, but advocates the responsibility of leadership at all levels of the
organization. In support of Lippitt's approach, Yukl (Op. Cit.) defines leadership as:
“…the process wherein an individual member of a group or organization
influences the interpretation of events, the choice of objectives and strategies,
the organization of work activities, the motivation of HRM achieve the
objectives, the maintenance of cooperative relationships, the development of
skills and confidence by members, and the enlistment of support and
cooperation from individuals outside the group or organization.”
2.23 The Forces Driving the Changes in Leadership
There are a number of social and economic forces driving changes in leadership.
Pettinger (2004) states that class "…. a much sought after, much maligned social
entity, which is vanishing like a species that has outlived its evolutionary time"
Secondly; demographic changes have created a more diverse society. Mead (2002)
comments that, 'Workers in an environment receptive to diversity are empowered to
use their full capacity. As a result, they, their work, and the organization as a whole
benefit from this."
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The third significant change is a shift from what was referred to as the baby-boomer
generation to the gold collar worker. When demand for talent so outstrips supply,
startling salaries, bonuses, and mimosas are just the beginning. - Work is not about
paying the rent; it's about self-fulfilment (Munk). Stuller states, the need to cultivate
and aggressively use those brains is evolving into a business religion."
This will become increasingly difficult as there is a growing shortage of skilled labour
and it will require strong leadership skills to attract the best individuals to an
organization (Lee). Once attracted to an organization it will also mean creating a
culture where creativity, co-operation and resiliency are the operative words.
In summary, the forces driving change in leadership: job changes, diversity issues,
increased demand for skilled labour, demographic changes and lack of strong
leadership skills are significant and need to be addressed.
The author finds it difficult to define what is meant by leadership because the context
is constantly changing and demanding new ways. An effective performance
management system recognizes these changes and provides a framework for meeting
the leadership challenges of a changing workforce and customer needs.
2.24 Leadership versus Management
The differences and similarities between leadership and management continue to be
debated in the literature which raises the question: Is performance management a
leadership or managerial function? Yukl (1998) finds that the limitations of looking at
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leadership and management as mutually exclusive, would be provide an incomplete
picture, and that there is no purpose to be gained by doing so, and that in doing so it
would create simplistic stereotypes, such a labelling Police as managers or leaders
when both are needed to be successful.
Covey believes that "…management and leadership are not mutually exclusive; in
fact, it might be said that leadership is the highest component of management” He
also relates leadership to right brain thinking and management to left brain’ thinking.
The left brain deals with logic, words, parts and specifics, analysis, sequential
thinking, and is time-bound. The right brain works more with emotions, pictures,
relationships, synthesis, simultaneous and holistic thinking and is time free.
Whether leadership and management are distinctly different or exists as different
points on a continuum of management and leadership, it is often difficult work world
to say where one begins and the other ends. Peter Drucker states:
“And as for separating management from leadership, that is nonsense, as much
nonsense as separating management from entrepreneurship. Those are part and
parcel of the same job. They are different to be sure, but only as different as
the right hand from the left or the nose from the mouth. They belong to the
same body.”(Cited in Galagan,)
The concept of management and leadership, whether distinct or on a continuum, both
have their place in determining the success of a performance management system.
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Grote identifies six responsibilities in performance management. The responsibilities
for observing and documenting performance, updating and revising objectives and
performance standards could be thought of as at the managerial end of the continuum.
Motivating, coaching, providing developmental experiences and reinforcing
behaviour could be thought of as at the leadership end of that continuum. It would be
difficult to be definitive about where one starts and the other ends. However, from the
foregoing, it would be reasonable to conclude that effective performance management
requires that managers can move comfortably throughout the continuum of
managerial and leadership behaviours with equal ease.
Covey's 'PIPC principle', balancing production with production capability, is similar
in to situational leadership theory, as they both share a triad of a leader, direct
report(s) and the task or production. To ensure organizational effectiveness, leaders in
organizations need to influence the impact of intervening variables to help employees
balance production with the production capability.
Effective performance management systems provide a framework for the ongoing
dialogue, planning and priority setting that are necessary if this production capability
balance is to be achieved in the day to day activities of the organization.
Empowerment explains the groundwork needed to balance the issues of task and
relationship to create a culture that supports the individual employee to become self-
determined and accountable. The rôle of a leader is to create a culture that supports
the individual employee to become self-determined and accountable within a
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performance management system. It is also very clear from the literature that the
Alignment of an organization's culture with its business strategy, work processes and
rôles, and its human resources strategies, is critical to organizational success today.
The organization's performance management system can be a powerful tool for
achieving this alignment. Vestal et al
Transformational leadership appears to have a powerful influence on job satisfaction
both directly and indirectly through its influence on a person's intrinsic task
motivation (empowerment).
Transactional leadership, on the other hand, has no effect on empowerment; although
it does have a direct effect on job satisfaction Bass's suggestion that transformational
leadership augments the effects of transactional leadership is also resoundingly clear.
Passive management by exception is negatively related to job satisfaction and
empowerment.
There is no one leadership theory that will provide all the answers to designing,
implementing and engaging Police employees in a performance management system.
However theories about appropriate emphasis on task and relationship, flexible
leadership behaviours, productivity and capability, empowerment and trust provide
insight to what makes a leader successful.
Yukl states, "A more promising alternative is to view leadership in terms of several
distinct but interrelated influence processes at the dyadic, group and organizational
level”.
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While a diversity of views exists, it can be concluded that the forces for change from
outside and within organizations are creating impacts. Workforces are changing in
both diversity and in the expectations that are brought to the workplace, thus
managers need to be able to move comfortably between transformational and
transactional focuses. The culture and the performance management system selected
as a result of this project will need to support these concepts.
2.25 Limitations of the Literature Review
The research exercise has endeavoured to solicit as much detail as possible under the
scope and objectives defined and implied in the thesis statement. Nonetheless the
research exercise can not possible account for all that is required for this dissertation
and the author herein acknowledges the limitations of the research exercise owing to
the inevitable changes in market conditions, the company and the additional research
that will become apparent during the course of writing the dissertation . The focus of
the research, and as such the literature review, is thus limited to the time-frame,
conceptual scope and objectives defined and implied in the thesis statement.
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3.1 Research Methodology
3.2 Introduction
The purpose of doing research is to add new knowledge to an existing body of
knowledge in an area of interest. This study will undertake a multifaceted fact finding
stratagem in the quest of obtaining relevant data that can be used in various
evaluations that will attempt to establish whether or not UPS growth can be sustained
in the next five years.
3.3 Research Objectives
To answer the question of whether UPS can sustain or increase the growth it has
experience over the previous give years, the author has chosen six research aims that
will guide and focus the dissertation in the author’s quest for knowledge; in the
pursuit of answering the primary research question.
The six research objectives are as follows:
1) To ascertain how UPS’s growth has been sustained over the past five
years. This will enable the author to more accurately understand the
fundamentals of UPS’s past growth which enable the research to
product future growth
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2) What are the findings of the regression analysis? By analysing this data
the author will be able to ascertain the relative likelihood of UPS
increasing or sustaining its growth statically.
3) What is UPS’s strategy and key performance indicators for future
growth? From this the author will be able to determine UPS’s own
plans for the future and then discuss whether they are viable.
4) What are the findings of the interviews conducted (primary research)?
By analysing this data the author will be able to compare this with
secondary research findings and further understand the relative
likelihood of UPS increasing or sustaining its growth.
5) How will UPS react to the current changes given the current
difficulties it its market and the world economy? By assessing these
externalities the author hopes to determine if problems such as the
credit crunch and a global recession will affect UPS’s growth.
6) Will UPS’s competitors inhibit or restrict the future growth of UPS?
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Figure 3.1 – Research Design - A Theoretical Framework
Mitchell (2008)
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3.4 Research Design
Utilising figure 1.1 (see previous page) as a guide to the writing of the dissertation,
the research drive will entail primary and secondary research methods. The Primary
research approach will include conducting in-depth interviews with marketing
professionals and marketing authors. Interviews will also be conducted to collect data
and insights from UPS management especially in the human resources management,
marketing, corporate Sustainability, international business and financial management
departments areas of expertise.
UPS employees will also be reached through a UPS survey aimed at giving specific
information on aspects such as motivation and satisfaction. The research exercise is
designed to be extensive and as far reaching as possible given the scope and
objectives of the dissertation.
Secondary research will entail the analyses and assessment of crucial UPS
documentation of the past years. The documents that will be accessed and used
include the company’s financial reports and forecasts. The Financial reports and
forecasts will assist in the tracing of the company’s financial progress and track
record for a specific period in its business life span. The reports will also be used to
check the extent to which forecasts have been met or not. This has significant bearing
on the ultimate objective of the dissertation which is to establish if UPS growth will
be sustainable for the next five years.
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The research drive will also make use of the company’s management and marketing
model documents. These are expected to provide useful information on which will
highlight the impact UPS marketing and management strategies have had on the
overall company’s success. The research drive will also make use of the UPS
employees’ surveys online.
In the study the author will present and analyse their findings, on the basis of both
primary and secondary research findings, regards the sustainability of UPS’s growth
for the five years into the future. The drive will also collect data and from company
document that will shed light on UPS’s human resources and corporate sustainability.
In this the study the author will determine how such management and sustainability
fronts have impacted on the company’s growth and also explore the bearing of these
factors and variables on the company’s further growth and sustainability prospects.
3.5 Research Methodology
To meaningfully determine the ideological, theoretical and conceptual platform for
the research into the sustainability of UPS growth into the future, it is imperative to
consider the employ various research models that will enable the researcher to bring a
plethora of research into a meaningful analysis.
The research drive will adopt the two salient research theoretical frameworks, the
positivist and non-positivist research paradigms.
“The positivist paradigm encompasses the economic, behavioural, cognitive,
motivational/trait/attitudinal, and situational perspectives; these perspectives
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are referred to as the traditional perspectives as they pre-date the development
of the non-positivist paradigm.” Barker (2003)
According to the quoted Baker (Op. Cit.) the positivist paradigm, “emphasizes the
supremacy of human reason and that there is a single, objective truth that can be
discovered by science. This paradigm regards the world as a cogent and structured
place with a clearly definite past, present, and future. The assumption of rationalism is
therefore fundamental to this traditional perspective”.
The opposing, non-positivist paradigm, envelops the interpretive and postmodern
perspectives, which have emerged more recently during the period post-1980 to the
present. The proponents of this perspective argue that positivism overemphasizes the
rational view and the ideology of a homogenous social culture and thereby denies the
complex social and cultural world in which humans live.
This paradigm stresses the importance of symbolic and subjective experience and the
idea that consumers construct meanings based on unique and shared cultural
experiences, and thus there can be no single unified world view. Leveraging on the
theoretical and principal tenets of largely, the non-positivist research theory, should
provide new perspectives, findings and insights that will assist in the exploration of
the dynamics that have a direct or indirect bearing in the establishment of whether the
growth that UPS has sustained it the past years can be carried over into the future.
Baker (Op. Cit.)
The research exercise will be employed using quantitative and qualitative research
methods to gather and collate data germane to research matter and subjects under
probe.
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Quantitative research is widely perceived as the systematic scientific investigation of
quantitative properties and phenomena and their relationships. Thomas Kuhn (1961)
asserts, “The objective of quantitative research is to develop and employ
mathematical models, theories and/or hypotheses pertaining to natural phenomena.
The process of measurement is central to quantitative research because it provides the
fundamental connection between empirical observation and mathematical expression
of quantitative relationships.”
Owing to its merits and scientific thrust in treating quantitative aspects of phenomena
quantitative research is widely used in both the natural sciences and social sciences.
The employment of the research paradigm spans various disciplines such as physics
and biology to sociology and journalism. “It is also used as a way to research different
aspects of education. The term quantitative research is most often used in the social
sciences in contrast to qualitative research.” Kuhn (Op. Cit.)
Below is an overview of quantitative research presented by Wikipedia (2008) on
Quantitative Research. According to the source quantitative research is generally
approached using scientific methods, which include:
The generation of models, theories and hypotheses
The development of instruments and methods for measurement
Experimental control and manipulation of variables
Collection of empirical data
Modelling and analysis of data
Evaluation of results
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The resource states that quantitative research is often an iterative process whereby
evidence is evaluated, theories and hypotheses are refined, technical advances are
made, and so on. “Virtually all research in physics is quantitative whereas research in
other scientific disciplines, such as taxonomy and anatomy, may involve a
combination of quantitative and other analytic approaches and methods” (Op. cit.)
3.6 Quantitative Analysis versus Qualitative Analysis
Below is a table contrasting of the two research paradigms according to James Neil (2007):
Qualitative Quantitative
"All research ultimately has a qualitative grounding"
- Donald Campbell
"There's no such thing as qualitative data.
Everything is either 1 or 0"- Fred Kerlinger
The aim is a complete, detailed description.
The aim is to classify features, count them, and construct statistical models in an attempt to explain what is observed.
Researcher may only know roughly in advance what he/she is looking for.
Researcher knows clearly in advance what he/she is looking for.
Recommended during earlier phases of research projects.
Recommended during latter phases of research projects.
The design emerges as the study unfolds.
All aspects of the study are carefully designed before data is collected.
Researcher is the data gathering instrument.
Researcher uses tools, such as questionnaires or equipment to collect numerical data.
Data is in the form of words, pictures or objects.
Data is in the form of numbers and statistics.
Subjective - individuals interpretation of events is important ,e.g., uses participant observation, in-depth interviews
Objective seeks precise measurement & analysis of target concepts, e.g., uses surveys, questionnaires etc.
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etc.
Qualitative data is more 'rich', time consuming, and less able to be generalized.
Quantitative data is more efficient, able to test hypotheses, but may miss contextual detail.
Researcher tends to become subjectively immersed in the subject matter.
Researcher tends to remain objectively separated from the subject matter.
Figure 3.2 Quantitative Analysis versus Qualitative Analysis
James Neil (Op. Cit.) outlines, “Qualitative research entails the analysis of data such
words, pictures or objects gathered in the research drive. The gathered elements are
evaluated in subjective and relative manner toward the making of conclusion and
recommendations in tandem with research scope and objectives. On the other end
quantitative research involves a scientific evaluation of numerical data.”
The research objectives of this study have prompted the incorporation of scientific
research paradigm model, quantitative research which will enable the researcher to
evaluate research data scientifically and objectively by making calculations and
arriving at statistically substantiated positions.
Nonetheless optimality i fulfilling the scope and objectives of the research exercise
will involve the utilisation of both qualitative and quantitative research. The research
exercise will also augment the quantitative research thrust by qualitative inferences on
presented data and analysis to broaden the scope of the research around growth and
sustainability forecast prospects and other related predictive elements.
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3.7 Primary Data Collection and Research
The primary research component of this study has involved various fact finding
strategies aimed at obtaining requisite information from relevant sources. The study
involves conducting an in-depth interview with a company’s management
representative, 50 interviews have been sent to UPS offices in the hope of soliciting a
response from as many different UPS managers as possible, of these fifty regrettably
on one responded however that was sufficient for the primary research if not ideal as
the author will be unable to compare the closed interviews with different UPS
representatives or different departments.
The interview with the company’s management representative has provided valuable
insights on the company’s marketing strategy in relation to how this aspect has
contributed to the success of UPS in local and international markets. The interviews
have also presented useful information relating to how the organisation has modelled
its short, medium, and long term stratagems in line with the company’s overall
sustainability plans.
The interview also provided information in regards to how the organisation has
marshalled its financial resources in coordinating operations, and HRM remuneration.
More so the interview provided valuable data on how the company’ financial plan and
system has championed the feats of growth and diversity leveraging on its formidable
financial muscle. The UPS representative has presented further insight into how the
organisations has ensure satisfaction as well as reduce staff turnover in line with the
organisation’s long term sustainability policy. Information has also been obtained
about the company’s corporate sustainability management. All the gathered data has
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been valuable in the determination of the whether the company’s current growth can
be sustained in the next five years.
The questionnaire survey given to the UPS employee provided useful information on
the issues of human resource management, employee satisfaction and the implications
of the company’s micromanagement style at various levels of the organisation’s
structure.
A qualitative questionnaire survey model has been used to obtain useful information
from various scholars and professionals in the fields related to the scope and
objectives of the study. The questionnaire survey has been conducted for the
marketing, accounting, financial management authors and various professionals in the
various business management and economics domains.
The questionnaire survey has helped get varying perspectives and insights on how the
success and failures of UPS are viewed from external view points. The survey has
also helped in the placing various business management aspects of UPS in appropriate
theoretical and philosophical contexts in the marketing, human resources
management, corporate responsibility and various related business and economic
bodies of knowledge.
The questionnaire for both the UPS staff and the various experts consulted was in a
closed-interview format, this was chosen for ease of comparison between those being
interviewed and to avoid irrelevant or erroneous data collection.
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However the author was aware that it was sometimes necessary to prompt or as the
interviewee to expand an point or tangent in the conversation for the wider benefit of
the dissertation and in one case abandon the original questionnaire and enter into an
open interview as the author realised that the interviewee was not the responding well
to close ended questioning. Fortunately this approach was successful and provided a
wealth of information that proved useful in the course of writing the dissertation.
The interview questions were also structured to obtain facts on how the company
coordinates control measures within set employee satisfaction frameworks, the entire
questionnaire and responses can be found in the appendix (see contents page for page
number).
3.8 Secondary Data Collection and Research
The research endeavour will also augment and enhance the primary data gathering
and evaluations by conducting a secondary data gathering and evaluation exercise.
Secondary data gathering draws much from published literature on the subject directly
under the concept and scope focus of the research endeavour.
According to Stewart and Kamins (1993), the use of secondary data is advantageous
for a researcher since one can already evaluate the suitability of a data as it is already
in existence, thus, much time can be saved. Before delving into secondary sources of
data, an evaluation of potential secondary data is essential as a way of screening
resources to establish the relevant sources of information which will provide data
germane to fulfilling research scope and objectives.
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This study will particularly make use of published literature on UPS. The secondary
data evaluation will identify relevant literature with details on the aspect of UPS
sustainability strategies, financial management, marketing management, financial
records, human resources management and as well literature on various aspects of
UPS which will provide useful data and nuances towards the answering of the key
research question(s).
3.9 Scaling Method (Sample Targets)
Ideally some method of sampling should be used and the author would have liked to
have been able to temper the survey with demographics, the ability to question one or
preferable more members of the UPS staff in each department and more than one
expert it each field of expertise.
However time constraints, lack of access and an inability for one person to collect,
collate, and analyse such a large quantity of data into useful information means that
the author will have a limited resources in which to conduct the survey. This will
affect the validity of the results as the sample size is smaller than for a professionally
conducted survey which could have 100 or more respondents.
Whilst there is also the issues of possible bias due to the interviewer leading the
interviewee, making transcription errors or collecting information that is not relevant
or inaccurate because of an inability to properly conduct the interview; the author
believes this should be minimised as the author is a trained market researcher with
over 5 years of experience.
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3.10 Online Survey
This research exercise has made use of an existing UPS online survey. The surveys
data has provided important information especially with regards to the impact of the
company’s management styles to the UPS workforce and how the system bears on the
workers’ morale and satisfaction aspects, hence the implications of these on the
company’s growth and sustainability goals. The survey data has also been used to
examine trends and dynamics of the UPS staff turnover particularly in relation to how
this impacts on the company’s growth, success and sustainability. The survey
provides useful opinions on the part of how employees view the organisations.
3.11 Ethical Considerations
Data gathered in this research will be used exclusively to explore the prospects of
UPS maintaining its growth and sustainability into the future. The research exercise is
being carried out within the precincts and confines of regulations of the governing
institutions (Anglia Ruskin University) as well as to scholastic and professional ideals
of conduct. As such the research drive is being conducted according to the guidelines
and rules and regulations of the university.
Details and information solicited from targeted and contacted research respondents
will be used in the strictest of confidence and will not be availed to any other party
unless where all requisite requirement have been made and fulfilled in the interest of
the research respondents and all other parties concerned. The researcher also hereby
declares categorically the factor of absolute independence from organisations of or
bodies of knowledge or interest that may be perceived to be connected to this study.
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The four stages of ethics in doing research are followed by the way of a good design,
modes of data collection, analysis of data and for proper dissemination.
Confidentiality and anonymity will be maintained on the part of the research
participants and all other respondents contacted in premise and for the objectives of
this research. Respondents will also be requested to participate out of their free will
and conscience without any instrumentation of forces of coercion or impulsion by the
researcher whatsoever.
A copy of the dissertation will be provided to all contributing parties for their person
benefit and approval.
3.12 Threats to Research
A fundamental concern in any research study is to incorporate appropriate
mechanisms that assure the researcher and reader of the quality of the research, its
process, and its findings. The assumptions and characteristics of qualitative
naturalistic inquiry as a research paradigm suggest a 3–24 set of criteria for
establishing quality. The author uses Guba et al (1985) guidelines, and conforms to
their criteria on best research practices which as outlined below:
“Credibility: Assuring the truth value of the findings and accommodating the
need to understand, in a holistic manner, a complex phenomenon,
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Transferability: Addressing the applicability of the findings but
acknowledging that the research focus is the idiographic (i.e., the particulars of
the case) rather than the nomothetic (i.e., law like generalizations),
Dependability: Assuring the methods and methodological choices of the
emergent research design are documented for external inspection,
Conformability: Assuring the neutrality of the researcher to establish the
degree to which the findings of an inquiry are a function solely of the
respondents and conditions of the inquiry and not of the biases, motivations,
interests, perspectives, and so on of the inquirer.” Guba et al (1985)
Whilst the research is being conducted in commitment to the ideals of objectivity and
authenticity, the concepts and ideas used and developed in the course of the study are
by no means exhaustive nor are they sacrosanct in any way as the author is limited in
both time and resources, and whilst the author will take all steps possible to be as
accurate and current as possible perfect knowledge is impossible for any researcher to
achieve, and this project will be written over several months where circumstances
may change.
The research is also prone to suffering to logic leaps which can be largely attributed to
the approach towards fulfilling the scope and objectives of the study as well as
answering the hypothetical research questions. In addition the ideas presented in this
study must be construed and used in the full cognisance of the tacit and underlying
assumptions that UPS intends to maintain its growth into the future.
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The author has previously discussed difficulties relating to the primary research
however there are also threats to the secondary research.
The secondary research is by its very nature collected by a third party and is therefore
subject to the bias, various agenda and inaccuracies. Examples of which could include
a political motivation, a desire to sensationalise to increase sales or simply out of date
information respectively.
This can occur as the author does not control the data. However the author will
attempt to minimise the aforementioned threats by using the most reliable and
dependable sources possible, checking with multiple sources for corroboration where
appropriate and using reason and logic to discover obviously false or inaccurate data.
3.13 Summary
The success of this study will be attributed to the both primary and secondary research
methods that have been devised and administered to obtain authentic data from
identified sources. The data processing and analysis which is preceded by this study
component will be conducted for the analysis; synthesizing and extrapolation of the
gathered data obtained through both the primary and secondary research methods to
further the answer to the primary question. The ultimate objective of the study is to
establish whether or not UPS growth is sustainable five years into the future.
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3.1 Data Presentation and Analysis
4.2 Primary and Secondary Data Introduction
This component of the study is in essence a collation and evaluation of research data
which has been gathered through primary and secondary research drives. The study
will entail a qualitative and quantitative evaluation of the presented data. The
qualitative thrusts will employ evaluation of opinions and details given on various
aspects of the UPS organisation.
The data will come from the research interviews that have been conducted as way of
exploring the multi-dimensional growth and sustainability strategy of UPS which
incorporates various components such as marketing, information technology, financial
management and performance management etcetera.
The qualitative analysis of data endeavours to establish the approaches used by UPS
in the entirety of its organisational leadership, management and various other
organisational components key to the growth, sustainability and competitiveness of
the company. The quantitative thrust will make use of financial statistical data to draw
mathematical inferences out of forecasting outcomes to be arrived through the
employment of regression analysis. Regression analysis will be used as a way of
forecasting the growth of UPS into the next five years deriving from the statistical
implications of growth trends recorded in the immediate past years.
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4.3 Quantitative Data Analysis
This study will present statistical evaluations of financial data on UPS derived from
the company literature, and has previously been discussed in detail.
4.4 Regression Analysis
4.5 Multi-factored Regression Analysis
The field of micro-econometrics has diverse methods and formulas designed to
interpret scenarios and give the best picture of variables and factors in focus.
Linear regression analyzes the relationship between two variables, X and Y.
For each subject or experimental unit the values for X and that of why are known and
Regression analysis provides a way of fitting straight line of best fit through the
presented X and Y data. The slope or intercept observed from the regression graphics
has scientific inferences. In forecasting methodologies the linear regression line
applied to as a standard curve to find new values for the X and Y variables. In this
study a multi-factored Regression analysis will be carried out to better illustrate the
relationship of various growth indicators like total revenue for UPS.
4.6 Regression Analysis Formulas
The econometrics concepts of regression analysis provides various useful formulas
and methods of calculating certain econometric scenarios, the study will however
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make the most use of the linear regression analysis. This method will pit forecast data
against actual date to establish salient relationships germane to arriving at valid
statistical insinuations and positions.
4.7 Proportion of Variance (R2)
In regression analysis the "Proportion of variance explained (R2)'' indicates how
much better the function predicts the dependent variable than just using the mean
value of the dependent variable.
According to the NLREG software application designers this is also known as the
"coefficient of multiple determinations. The following outline by regression analysis
application designers illustrates how the proportion of variance is computed.
“Suppose that we did not fit an equation to the data and ignored all information about
the independent variables in each observation. Then, the best prediction for the
dependent variable value for any observation would be the mean value of the
dependent variable over all observations.” According to architects the "variance'' is
the sum of the squared differences between the mean value and the value of the
dependent variable for each observation:
“Now, if we use our fitted function to predict the value of the dependent
variable, rather than using the mean value, a second kind of variance can be
computed by taking the sum of the squared difference between the value of the
dependent variable predicted by the function and the actual value. Hopefully,
the variance computed by using the values predicted by the function is better
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(i.e., a smaller value) than the variance computed using the mean value. The
"Proportion of variance explained'' is computed as 1 -- (variance using
predicted value / variance using mean). If the function perfectly predicts the
observed data, the value of this statistic will be 1.00 (100%). If the function
does no better a job of predicting the dependent variable than using the mean,
the value will be 0.00.” NLREG (2008)
The proportion of variance is valuable in carrying out predictive methodologies and
will be used in interpreting the relational aspects of UPS financial records in a way
that can draw inferences from the past growth trends on the company’s growth
sustainability into the future.
4.8 F test / F value/ Prob (F)
The NLREG applicators have given the following explanation the F Test model.
The NLREG applicators illustrate that the "F value'', and "Prob (F)'', statistics test the
overall significance of the regression model. “Specifically, they test the null
hypothesis that all of the regression coefficients are equal to zero.
This tests the full model against a model with no variables and with the estimate of
the dependent variable being the mean of the values of the dependent variable.” (Op.
Cit.)
The source also states that the F value is the ratio of the mean regression sum of
squares divided by the mean error sum of squares. “Its value will range from zero to
an arbitrarily large number.” (Op. cit.)
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Additionally, the regression model the value of Prob (F) is presented as the
probability that the null hypothesis for the full model is true. “(i.e., that all of the
regression coefficients are zero) for instance, if Prob (F) has a value of 0.01000 then
there is 1 chance in 100 that all of the regression parameters are zero.” The source
also outline that the low value would imply that at least some of the regression
parameters are nonzero and that the regression equation does have some validity in
fitting the data “…(i.e., the independent variables are not purely random with respect
to the dependent variable).”
The regression analysis tools and components utilised above will be used to
extrapolate data on UPS growth over the past years to establish if the given growth
levels can be sustained by UPS five years into the future. This quantitative research is
part of the primary and secondary data evaluation exercise to answer the key
hypothetical questions which cannot be based solely on the outcomes of the
regression analysis.
4.9 Regression Formulae Rationale
The multi-factored regression analysis presented herein will are for the calculations of
UPS financial data for the sole purpose of making authentic inferences and forecasts
in relation to the company growth and sustainability prospects five years into the
future.
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4.10 Statistical Analysis Graphs and Tables
4.11 UPS Financial Record
Moneycentral.com (2007)
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UPS Total Annual Revenue created from UPS Financial Records
Figure 4.1
Source data from Moneycentral.com (2008)
The charts present the total revenue trend for UPS from the year 2003 up to 2007. The
graph indicates a steady growth pattern of total revenue recordings. The chart shows
that in 2003 the company registered total revenue amount of US $36,582 million
dollars this increases to US $49,692 million. The pattern implies that UPS may
continue to experience the growth that it has experienced and sustained for the past
five years.
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To determine with valid statistical forecasts the study will employ a regression
analysis for the data to establish the relationship between forecasts conducted for the
year up to 2007. Regression analysis is useful for its facility that indicates by a way of
straight line between forecast figures and actual figures. Thus the regression model
will be used to extrapolate form given figures in relation to the standard deviations
recorded for past forecasts, the likelihood of UPS maintaining its growth into the
future.
4.12 A Regression Analysis of UPS total revenue growth: 2003 -2007
Figure 4.2
Source data from Moneycentral.com (2008)
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Figure 4.3
Source data from Moneycentral.com (2008)
Linear trend with sine component
Number of observations = 5
Maximum allowed number of iterations = 500
Convergence tolerance factor = 1.000000E-010
Number of iterations performed = 18
Final sum of squared deviations = 1.0855198E-020
Final sum of deviations = 1.7763568E-010
Average deviation = 3.85967E-011
Maximum deviation for any observation = 7.48059E-011
Proportion of variance explained (R^2) = 1.0000 (100.00%)
Adjusted coefficient of multiple determination (Ra^2) = 0.0000 (0.00%)
Durbin-Watson test for autocorrelation = 0.171
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Descriptive Statistics for Variables
Variable Minimum value Maximum value Mean value Standard dev.
------------------ -------------- -------------- -------------- --------------
X 33 49 41.4 6.8775
Y 485 882 645.4 151.1929
Figure 4.4
Calculated Parameter Values
Parameter Initial guess Final estimate
------------------ ------------- ----------------
p0 1 1399.16822
p1 1 -28.7105696
Amplitude 1 705.18661
Period 2.3 1.83117554
Phase 0 0.968187415
Figure 4.5
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Figure 4.6
Source data from Moneycentral.com (2008)
Source DF Sum of Squares
---------- ---- --------------
Regression 4 91437.2
Error 0 1.08552E-020
Total 4 91437.2
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4.13 Regression Analysis Outcomes and UPS Growth Forecasting
This section contains an application of the regression analyses towards establishing if
UPS’s growth can be maintained five years into the future.
The Linear regression formula has been used in this approach to establish the
relationship between forecasting and UPS’s growth for the past five years. By way of
observing the final sum of deviations this formula will help establish the likelihood of
UPS meeting growth forecasts five years into the future. According to NLREG
applicators a final sum of deviations from analysed data relationship indicated a close
and health relationship between forecast figures and actual figures.
The formula has shown that UPS forecasts and actual growth have been tied closely
by a final sum of deviations of 1.7763568E-010. In addition the average deviations
which is markedly below the 5 figure mark at 3.85967E-011 indicating that there is a
close and positive relationship that has been established between the company’s
growth’s forecast and actual growth. The maximum deviation for all observations
which entails five iterations for the five years (2003-2007) also shows a significant
randomness proportion within the statistical relationship analysed here. Maximum
deviation for any observation is 7.48059E-011 which points to the fact that UPS
growth has been unpredictable at some times.
The analysis can be deciphered well in relations to the stats offered on UPS financial
performance and forecasts give below.
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UPS growth Financial Record and Forecasts
Earnings Growth Rates
Last 5 Years
FY 2008
FY 2009
Next 5 Years
08 P/E
UPS +13.10% -14.10%+13.00
%+11.80% 17.80
Industry +7.80% -9.90%+11.60
%+13.70% 20.20
S&P 500+11.80% +8.40% +6.60% NA 13.00
Figure 4.7
Moneycentral.com (2008)
Figure 4.8
Moneycentral.com (2008)
The Table data (figure 3.6) indicate that UPS has enjoyed a growth 13.1% over the
past five years against the 7.8% growth of the parcel delivery services industry.
Forecast presented in table indicate that UPS will post growth records of over 11%
against the 13% growth of the industry, which suggests that although UPS has been
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beating the market in terms of growth over the past five years that it may not be able
to sustain this growth into the next five years.
The substance of quantitative analysis (Page 88) proves that UPS has a Proportion of
variance of (R^2) of 1.0000 (100.00%). This is despite the fact that UPS has
experienced possible growth lapses at some point indicated by the maximum
deviation for any observation pegged at 7.48059E-011 for past growth forecast (Page
91).
Nonetheless the regression analysis outcome closely reflected those of the UPS
growth forecast presented by Microsoft Network Money website (MSN) that place
UPS growth for the next five years (Page 92) at + 11.80% against the + 13.10% value
of the last five years. The statistics further indicate that UPS will continue to grow but
what is clear from the stats is that the past five year’s growth of 13% is unlikely to be
sustained.
4.14 Organizational Aspects and Sustainability: A Qualitative Analysis
UPS has arrayed a plethora of strategic approaches in various operational sections
such as marketing, management, leadership and human resource management and
financial management etc to ensure growth and sustainability. This study will present
an exploration and analysis of the means that UPS has adopted in a way of
establishing how these approaches have ensured UPS growth and determine if and
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how these will suffice for the maintaining the growth that UPS has achieved into the
future. This component presents a qualitative analysis and postulation around
obtained data on UPS organisational aspects with regards to the direct and indirect
bearing that these have for UPS growth sustainability prospects.
The author realises the human element of a company which comprises the
management and its employees whilst statistical analysis is a scientific, useful and
relatively reliable tool the management of the company itself and how it copes with
changing market conditions is a vital component of whether UPS can sustain or
increase its growth over the next five years.
4.15 UPS Bureaucratic Management and Overall Leadership Approach
The analysis of various operational models that UPS has adopted and implemented
indicates that the company has adopted a bureaucratic management and leadership
style. Management entails uses it as a core means of the attainment of organizational
goals in an effective and efficient manner through planning, organizing, leading, and
controlling organizational resources. Throughout its operations UPS has continually
fine-tuned its work and management effort to become an efficient giant in the package
delivery industry. UPS has taken significant steps to transform itself into a market
driven company with a distinct customer focus.
No one management style can be thought to suffice in the execution of a company’s
long term and short term plans. In an interview with the Lisa Bradshaw (2008) UPS
centre Manager for Feltham concurs with the foregoing, “… I cannot give specific
information on our corporate strategy but we do use common textbook theories such
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as Bases of Social Power, The Explanation of Core Competence, Implementation
Management, and Smart Management etc.”
Having mentioned the strategies used, it can be argued and possibly inferred that UPS
has embraced a bureaucratic management style especially with its operational
management.
The bureaucratic approach of the company management system with taut rules and
regulations, and a well-defined division of labour in each plant from ‘top to bottom’ is
key to the company’s success. Below are a few operational elements and regulations
that illustrate the company’s bureaucratic management styles.
The company has daily worksheet to specify goals and the work output. The daily
employee quotas and achievements are reported on a weekly and monthly basis. The
United Parcel Service has taken steps to restructure itself from an operations-oriented
company into a market driven industry. Recent findings suggested the need to achieve
better external customer satisfaction. The steps taken were to improve the overall of
all customers that utilize the services at UPS.
The main priority at UPS is to deliver a package on time. They provide an alternative
to the perceived monopoly of the United States Postal Service (USPS). Its main
competitive advantage is its operational efficiency compared to the incumbent USPS.
Throughout the years the company has continually fine-tuned its work and
management effort to become an efficient market leading company in the package
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delivery industry. UPS has taken significant steps to transform itself into a market
driven company with a distinct customer focus. They concentrate on maintaining and
building long-term customer relationships.
One way of continually improving customer service for the 1.8 million people, who
use their services each business day, is to run market research studies to constantly
monitor UPS’s customer service.
UPS has also made use of some operational and performance management models
such as quality assurance to improve and maintain optimum service in an effort to
satisfy and boast the subsequent retention of the company’s clientele base.
The new more structured system on quality assurance enables business development
to operate more closely with the sales people to resolve customer problems. In this
performance management model the staff have a refined sense of purpose. When
employees are set up to the link between their work and the results their morale is
boosted and this has tremendous results from an organisation’s efficiency and
effectiveness as well as employee and customer satisfaction prospects.
In addition the United Parcel Service launched a new career development system to
assist manager’s remodel their career visions. The purpose of which is to ensure a
promising future for the shipping company and its employees.
However this career development system is only for managers and the autocratic
approach of is management must affect staff retention as this can lead to feelings of
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front line and low level staff feeling undervalued and unappreciated while
management enjoys ‘perks’ and benefits they do not possibly creating resentment
although UPS is highly protective of staff retention and employee satisfaction levels.
4.16 UPS Leadership Style and Sustainability
United Parcel Service has taken steps to restructure itself from an operations-oriented
company into a market driven industry. Recent findings suggest the need to achieve
better external customer satisfaction. The steps taken were to improve the overall of
all customers that utilize the services at UPS.
Senior Vice President John A. J Duffy asserts that “Corporate Strategy is Industry
leadership and growth are contingent upon anticipating customer needs and market
dynamics long before they occur; and then aligning our organization accordingly”.
This has been the launch pad for the company’s new embrace of transformational
leadership which is comparatively pro-change compared to that of structural and
transactional leadership models it has previously adopted. Brewster et al (2007)
Transformational leadership has a powerful influence on job satisfaction both directly
and indirectly through its influence on a person's intrinsic task motivation
(empowerment). Transformational leadership tenets that emphasise the essence of
flexibility are deemed feasible for the prospects of adopting and implementing
customer oriented organisational culture as well as masterminding complimentary
staff development programmes. Pawar (2004)
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Unlike transactional leadership, which has no effect on empowerment;
transformational leadership model is likely to have been adopted by UPS for the
implementation of a paradigmatic shift process that enable the company to reorient its
thrust towards customer satisfactions above operation. The shift should have enabled
UPS HRM to move off traditional and typically product-pushing approaches to
customer satisfaction inclined approaches. Pawar (Op. Cit.)
This new focus has been largely leveraged on the heavy reliance on the prospect of
manipulating technological faculties to improve service. UPS Vice Chairman and
Executive Vice President Michael L. Eskew aptly outline, “The satisfaction of our
customers is the number one priority at work. Communication with loyal customers is
conducted on a rotating basis. Telephone interviews are a direct route to evaluating
market fluctuations.” Brewster et al (2007)
The mission statement expresses the dedication to customer care is not just in the
delivery business but to develop technology that will allow UPS to continue
introducing new services, to provide customers with comprehensive information
about shipping and provide training to all employees.” Brewster et al (2007)
Although transactional leadership does have a direct effect on job satisfaction
transformational leadership augments the effects of transactional leadership in
remarkable ways. Passive management by exception is negatively related to job
satisfaction and empowerment. UPS’s service delivery optimisation has been done in
cognisance of attested relationship between service quality and customer satisfaction
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hence retention, as well as the links between HRM communication and behavioural
skills and customer satisfaction. Niemann (2007)
Bradshaw (2008) has highlighted some ways adopted by the company’s HRM organs
to retain staff and minimise the impact of staff turnover:
“Our employees feel appreciated because of the way we treat them and thus
they feel motivated and loyal to the company. We offer a range of employee
benefits including medical insurance (healthcare, dental etc) which also helps
to reduce staff sickness, and other schemes such as flexible works, university
scholarships and of course our employee shares plan that allows them to buy
shares at a reduced priced which in turn gives them an interested in the
company and how it performs.”
Bradshaw (2008)
In addition to the foregoing the company has made use of meaningful ways of
emboldening workers’ sense of belonging. Dessler (1999) notes, “The expansive
melting pot of cultures has lead to many accolades in the package service. The
employees are the company most valuable assets. They share a sense our ownership
because they are offered stock options.
The United Parcel Service has recently been awarded one of Fortune magazine
Diversity Elite 50 Best Companies for African American, Asians, and Hispanics. In
addition, Fortune also recognized United Parcel Service as the World Most Admired
Global Mail, Package, and Freight Delivery Company. These accomplishments have
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led to better customer satisfaction, employee fulfilment, and overall success.”
UPS.com (2004)
The author notes that much of the reinforcement of company’s sustainability and
competitiveness long term strategy that UPS has adopted through various staff
development programmes are aimed at equipping workers for the evolving parcel
service and are largely focused on increasing reliability rather than necessarily staff
welfare although regardless of motive they are likely to be prized especially in the US
were company provisions such as healthcare are sparse and expensive. Niemann
(2007)
Sustainability requires business management and leadership to be able to anticipate
future complications and formulating feasible pre-emptive ways of surmounting them.
As competition heats within the parcel delivery industry, UPS has strived to ensure
employees would have the skills, knowledge, and the experience needed to function
well in increasingly complex work environments.
This attests to the pro-change and predictive merits of the transformational leadership
style embraced by UPS. IT can be noted that UPS leadership style together with other
factors and variables has championed the fruition of the company’s growth and
sustainability strategies. Brewster et al (2007)
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4.17 Weaknesses in UPS’s Management
“One salient weakness notable in the UPS Employee Workplace Surveys is that of
employee satisfaction. The organization’s micro management style has ‘gaps’ that
have resulted in detrimentally low levels of satisfaction on the part of the employees.
One employee responded, “UPS allows and encourages its center managers to push,
degrade, humiliate, find fault in all of the employees.” The concern highlights the
pitfalls within the micro management style which has resulted in significantly
dissatisfaction for low level employees. Vault.com (2008)
Another weakness that UPS suffers from is the failure to coordinate and harmonize
the demands of the work entailed with the remuneration variables (in essence low
pay). One such disparity is the case where some workers have suffered career-ending
disabilities and have not had been compensated by the company. Vault.com (2008)
Despite the fact that the company has instilled measures aimed at addressing the
disparities the company there remains a need to make strides towards meeting specific
employee needs owing largely to its management style. Employees have also
commented on the lack of feasible safety working measures for high risk air freight
distribution, in face of contemporary challenges such as terrorism. Brewster et al
(2007) & Niemann (2007)
Whilst the book from Niemann (2007) is exceptionally complementary regarding UPS
it does mention that “…. being a UPS employee” is not for everyone” and that UPS
employees must be willing to work long hours and follow strict guidelines that UPS
employee. Regrettably it is difficult to get further impartial information regarding
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UPS, however the author can attest to the various blogs (unofficial internet discussion
webpage’s) that there is definitely discord and dissatisfaction among some current and
previous employees which suggests that their autocratic management style is not
universally well received.
4.18 Direct and Relationship Marketing
In an interview with the researcher Principal Lecturer of International Strategy at
Anglia Ruskin University and published author Jonathan Knowles (2008) comments
on aspects that UPS success and growth can be attributed to. He asserts, “I believe it
is due to marketing because their business is about creating and keeping customers
and that’s what they seem to be singularly successful at.
Their success is related to their relationship marketing, as they offer a relatively
homogenous product with a plethora of competitors both on a national and
international level. The contemporary view is that you don’t create portfolio’s of
products and services, rather you create portfolio’s of customer groups, and thus
through relationship marketing they may have become successful.”
The aforementioned closely tallies with the known marketing outcomes that UPS
benefits from. It is clear UPS uses various strategies for customer retention and
customer satisfaction which belong to the theoretical and conceptual frameworks of
direct and relationship marketing. UPS has continued to focus on maintaining and
building long-term customer relationships; in a rare insight into the operational tools
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and theories used by UPS Bradshaw (2008) explains that“…. some of our theories are
of course trade secrets but we do use many of the same theories you would find in a
standard marketing textbook such as PESTLE, SWOT, Porter’s Models a modified
version of Bowman’s Clock, Benchmarking, and Organisational Configuration the list
is almost endless!”
It appears UPS uses many of standard business theories; it is lamentable that the
interviewee would not expand on this point but it is clear that UPS uses various
theoretical frameworks in its business planning.
This is corroborated by literature from UPS which highlights that it is continually
improving customer service for the 1.8 million customers, who use their services each
business day; the business conducts market researches to keep an eye on customer
service as a way of ensuring operational excellence.
The designs of relationship marketing that distinguish it from other forms of
marketing are based on a marketing products more suited to them by analysing past
marketing data to target them based on their interests or predicted needs which is
contrary to direct or intrusion marketing which focuses on obtaining new clients by
targeting bigger market communities basing On potential client listings.
Data obtained on UPS’s marketing operations demonstrates that although the
company is more biased towards the objectives of retaining its clientele bases, there is
overwhelming evidence on the company’s incessant endeavours to break new grounds
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in global and native markets, to obtain new customers and expand the existing
clientele base.
UPS has obviously realised the merits of integrating relationship marketing
approaches into retention planning to accomplish its significant growth rate and
sustainability. These can also be interpreted as elements indicative of the company’s
future likelihood to be able to maintain its multilateral growth into the future, as
relationship marketing is known to become more accurate and attuned to the customer
as more information about the consumer is acquired and analysed.
The relationship marketing model holds that service providers can capitalise on
offering a broad range of services and products. This can be in from using various
persuasive instruments, leveraged on personalised customer products and services to
meet needs anticipated or yet to be realised, especially with a well known and trusted
brands such as UPS thus utilising brand stretching.
The application of relationship marketing in various services and product provision
domains has to be characterised by the development and use of various customer
relationship management schemes that allow the observation and assessment of each
customer's preferences and dislikes. UPS has made us of its sustained customer
feedback system to come up with their core service delivery options.
The company has derived the means of empowering customers the world over to ship
and track parcels and more importantly the company has given customers the capacity
to manage their accounts at all the stages of the parcel delivery process. This way
UPS has enhanced the prospects of customer satisfaction which have translated well
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into the merits of customer retention which links to the company’s growth and
sustainability endeavours.
UPS has developed and broadened the customers’ satisfaction assessment scope
within its long term profitability, growth and sustainability strategy. UPS has to
employed means of soliciting information from clients on their specific needs the
company can supply upon the range of the products and services they are already
offering. Companies can apply a company tracking service to schedules and contact
customers directly on product or service recalls. UPS has capitalised this and is a
direct result of the maturity of its customer satisfaction and retention stratagem.
Whilst other companies in the parcel delivery sector have yet to use personalized
marketing, UPS is utilising this innovative marketing method. This entails building
customer shopping or service purchasing profiles. Information obtained and compiled
on customer shopping trends preferences and dislikes, etc, is used to compute and
deduce the likelihood of the customer interest and/or preferences in other
product/service categories.
The likely preferences are conveyed to the clients through various communication
channels that a company has in place for contacting its clients. This is typically an
internet tailored relationship marketing model, and UPS has manipulated the facilities
of e-commerce to design a system that assembles user profiles while also empowering
users to manage their accounts and UPS purchase activities online.
This has evidently raised levels of customer satisfaction, effective and efficiency,
variables indispensable to any company’s prospects and strategies for growth and
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sustainability as it will further enhance the sale of existing and future products
through ‘smart’ marketing which is concept of working smarter and not harder.
In the interview cited earlier Lisa Bradshaw (2008) believes that UPS’s “…. growth
has also been fuelled by strong global sales which have been linked to the growth in
e-commerce and greater public awareness of our products and guaranteed services.
This combined with our international expansion operations and deals with our
partner’s companies such as DHL have given us greater strength and flexibility.” This
underscores the essential manner in which UPS has tapped technological
advancement to consolidate its position in the competitive market as well as achieve
its growth and sustainably goals.
Contemporary relationship marketing forms have been largely shaped by
reengineering dispensation. The reengineering theory holds that an organization
should be structured by completing tasks holistically and through processes rather
than operating as autonomous entities and functions. “That is, cross-functional teams
should be responsible for a whole process, from beginning to end, rather than having
the work go from one functional department to another.”
Traditional marketing is said to use the functional department approach. This can be
seen in the traditional four P's of the marketing mix. Pricing, product management,
promotion, and placement are claimed to be functional silos that must be accessed by
the marketer if he/she going to perform their task:
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“The marketing mix approach is too limited to provide a usable framework for
assessing and developing customer relationships in many industries and
should be replaced by an alternative model where the focus is on customers
and relationships rather than markets and products.” (Gordon 1999)
In relationship marketing customer loyalty is categorised into what has been called the
relationship ladder of customer loyalty. In this criteria customers are grouped
according to the levels of loyalty with the ladders first rung comprising ‘prospects’,
potential customers with currently no purchase history but highly likely to purchase in
the immediate or distant futures. The first rung is followed by the successive rungs of
"customer", "client", "supporter", "advocate", and "partner". Through this model
relationship marketers strive to apply feasible means of elevating customers up the
relationship ladder. The provision of more personalised service and delivering beyond
expectations are mainly used in this strategy. UPS has to a greater extent employed
this model among other methods to enhance customer satisfaction by obtaining and
meeting specific customer needs.
4.19 UPS’s Future Plans and Potential Strategies for Growth
Information published on the company’s official website holds that owing to the
significant advances in technology, globalization and consumerism over the past
several years it have ushered in a new age of commerce the supply chain that has
generally been managed in a linear fashion, where the movement of goods,
information and funds are at best loosely connected.
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“The emerging practice of "synchronizing commerce" is part of a vast marketplace in
which goods, information and funds flow with speed, precision, security and
efficiency.” This has provided the basis and is the impetus for the company’s future
plans. Gunjan (2002)
UPS has positioned itself as an integral player in the world of synchronized
commerce. The company helps customers streamline their operations and integrate
their supply chains to better serve their customers, drive efficiencies, eliminate waste
and create a more sustainable business models. Brewster et al (2007)
The company also has worked with customers to help them design and facilitate their
own recycling needs. UPS has also invested billions of dollars to create an
unparalleled worldwide infrastructure of physical assets, technology and people that
positions UPS to capitalize on the opportunities that synchronized global commerce
presents. UPS.com (2008)
UPS’s believes its own key operational strengths lie in its:
“Unparalleled Worldwide Network: UPS services 2000 counties around the
globe, and on a daily basis the company delivers 14.8 million packages. The
company also has an unmatched global network that includes the world’s 8th
largest airline. UPS has the capacity to channel small and large shipments by
land and by sea.
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Efficient Technological interfaces: UPS offers a broad range of proprietary
technology modelled to assist clients (individuals and companies) such as
website embedded tools for managing online orders. The company also offers
tailored software for helping businesses at every step of the shipping process.
The company achieves this with the use of up-to-the-minute information about
goods that are being shipped.”
UPS.com (2008)
UPS believes that it will be successful in its future expansion however, in the spirit of
‘constructive dissatisfaction’ that has driven UPS for nearly a century, UPS
recognizes that it cannot become complacent, the UPS approach balances the
economic, environmental and social aspects of its business. The author is would like
to note that UPS’s plans for future growth looks remarkably like part of a PESTLE
analysis when condensed and collated and includes the following:
Economic
Maintaining a profitable company that provides competitive returns to
shareholders.
Growing business by bringing added value to customers through a wide array
of solutions to meet their needs.
Improving business efficiency.
Supporting and stimulating the removal of barriers that inhibit the flow of
commerce among trading partners and nations.
Being a catalyst for economic development in the places where UPS operates.
Social
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Extending our equal opportunity practices to more countries.
Seeking solutions that provide UPS share ownership opportunities for
employees worldwide.
Investing in more training and development opportunities for people around
the world, giving them the tools to sustain safe, productive and meaningful
careers.
Developing and implementing a comprehensive strategy and protocols for
philanthropy, community involvement and volunteerism wherever UPS
operates in the world.
Environmental
Researching, testing and using new technologies and fuels that reduce
consumption and emissions.
Deploying new operational procedures and technologies that optimize network
and reduce waste.
Implementing environmental initiatives on a global basis.
UPS.com (2008)
UPS realises that its future performance and accountability are more important than
past accomplishments. The company has indicated that it endorses responsible ethical
growth and believes in accountability for achieving such growth as an essential
element of operating a successful business. Brewster et al (2007) & Niemann (2007)
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4.20 UPS – Facing the Challenges of Economic Uncertainty
UPS faces one troubling threat from the escalating oil prices; especially Jet-A/
paraffin (airline fuel), diesel and unleaded petrol, which are used in the transportation
of packages. The setback has hampered the company’s efforts to reduce its operating
costs especially as it is a US dollar denominated company which is currently at an
historical low. UPS (2002)
Additionally, the company is exposed to an increase in the prices of other energy
products, such as natural gas and electricity. UPS utilizes a combination of options,
swaps and futures contracts to provide protection from the rise in fuel and energy
costs. These derivative instruments generally cover forecasted fuel and energy
consumption periods up to one year. UPS (2002)
The U.S economy is currently undergoing a recession and this poses an adverse
impact on the prospects of conducting profitable operations with businesses and
individuals in the local market. “The company can however strive on its international
operations but the local economic climate is threatening the sustainability of UPS.”
(Rackham 1988).
UPS faces threats of consumer downturn in its global operations networks. As the
credit crisis deepens and with consumer confidence in decline it will have a direct
impact on the number of packages being ordered and shipped by the customers and its
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clients and a possible move to inferior goods, products and services which are less
likely to use a premium carrier such as UPS; although this will similarly affect UPS’s
competitors as well. UPS (2002)
The above-mentioned risks can all have an impact on the cash flow of the company. If
interest rates rise or the cost of refined fuel rises, the cost of doing business for UPS
will also rise.
With the vast business network the UPS has accumulated through organic growth,
partnerships and acquisitions recently, the company faces difficult challenges in
improving its efficiency further especially on its service delivery interfaces as it
integrates formerly rival business and organizations and in dealing with new partners
in emerging markets such as India and the Philippines. Niemann (2007)
John Watts (2008) a lecturer at ARU concurs and believes that a business cannot
continually cut costs believing that UPS’s infrastructure one its best strengths in its
ability for fast delivery; is also one its biggest weaknesses:
“….If you promise to deliver something next day from say the UK to the US
even using agents you need a reliable infrastructure and that costs money”. “The
infrastructure is the root cause of the problem is cost cutting for a delivery service you
can’t close down one distribution centre without it affecting all the others because
they are integrated.” John Watts (2008)
Watts (Op. Cit.) thus highlights the difficulties of UPS scaling back its operations or
withdrawing from a current area of operation, further substantiated by Watts (Op.
Cit.) commenting that “there are so many big players in the market, because there is a
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lack of flexibility you can’t move locations and resources and much of your (UPS’s)
fixed costs are illiquid.”
Lloyd-Reason (2008) is further concerned that:
“In recessionary times it is highly unlikely that UPS or indeed any
multinational organisation involved in parcel delivery could continue a growth
strategy, and that any existing growth strategies would be futile.”
There appears to be discourse as to whether UPS can succeed with conflicting
information from the statistical data provided predicting a growth rate of 7% and the
experience and opinions of varying experts who believe that UPS will struggle to
continue any growth and in fact suggest a defensive operating position in readiness
for a looming recession.
As financial analyst are quick to warn ‘past performance is no guarantee to future
returns’ whilst this is usually used a warning for financial investments it is clear that
the economic fundaments that sustained UPS in the previous five years are unlikely to
continue and that statistical data based on the previous five years may not take into
account such changes.
Similarly the opinions of experts differ on the possible growth UPS Lloyd Reason
(Op. Cit.) believes affirms that:
“In recessionary periods UPS must protect its margins and above all build and
maintain its cash flow. In my opinion UPS must seek to be defensive and not
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try and grow during a recessionary period, and instead seeks to ensure its
survival.
The current economic climate has a different set of variable from the last
recessionary period for economists and businesses alike it is a whole new
economic climate, thus the financial strategy should be similar to its
competitors.” With Knowles (Op. Cit.) going a stage further suggesting that
“As UPS can't grow it must protect its margins by reducing costs and to make
efforts retain its customers.”
Whilst Watts (2008) agrees that UPS will face challenges in a recession he believes
that it “It’s very difficult in any objective way to identify if any form of parcel
delivery service to be able to keep and maintain a long term plan or growth strategy
with and believe that it will be successful,” and thus long term planning becomes
exceptionally difficult due to the changing dynamics of the current market.
It is clear that UPS' costs will grow due to increases in fuel costs and materials quite
substantially over the coming five years; it is the main reason why businesses fail
during a recession because their costs increase and their margins decrease, so that it is
no longer profitable to operate.”
The company’s capacity and prowess to weather various previous financial turmoil
including the great depression, shows that historically its business operations are
secure and thus likely to be able to adapt and survive another difficult recession. It can
be argued that the changing environment that UPS operates within provides an
impetus for continual development and strategy of self reflection and change within
the company, whilst taking steps maintain its sustainability over the longer term.
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4.21 UPS Financial Management and Sustainability
UPS has Stream lined its logistics for More Efficient Delivery. This move together
with the feasibility of consolidating international shipments has enabled UPS to save
time and money which seems to be the crux of the UPS operational, marketing and
financial strategies. This can be deduced from the way it has been adopted by the
company in its direct and relationship marketing drives as well as innovative
operations that are tailored to ensure that the company operates and functions in a cost
effective way.
UPS has a designed a service package that enables businesses and individuals to send
multiple shipments of virtually any size and to as many destinations as the company
can reach economically and efficiently. This model of consolidated shipment allows
goods shipped to be delivered quickly through customs and this in turn has reduced
the overall processing time, this method also minimising operational costs in the
warehousing, shipping and other operational aspects such as inventory management.
Niemann (2007)
During an interview with the researcher Centre Manager for UPS Feltham Lisa
Bradshaw (Op.Cit.) agreed, “…. I know that UPS is always looking at reducing costs
and wastage that exists within the business without sacrificing the product quality and
service that we provide. The finance department is also looking at new ways to
finance growth and apportion budgets correctly so that UPS uses its resources as
effectively as possible.”
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It is clear from that Lisa Bradshaw is highlighting the cost cutting measures which
UPS employees and demonstrates that this ethos is reflected in the lower levels of
management and thus the author conjectures that this is likely to be pervasive
throughout the company at all levels. Brewster et al (2007)
UPS has focused more on the employ of direct and relationship marketing other than
that of other marketing modes designed to lure new customers. The merits of direct
and relationship marketing have enabled UPS to cut significantly on costs which is
one salient strength and emphasis on the company’s’ Financial policy. Direct and
relationship marketing models are by far more cost effective by other intrusive
marketing approaches. By extension of the focus scope of the company’s cost cutting
measures, the adopted marketing models attest to the company’s taut financial policy
both of which are likely to fare UPS well into the next five years in spite of any
financial or economic turmoil due to rising oil prices or the ‘credit crunch.’ Niemann
(2007)
4.22 Financial Services at UPS and Brand Stretching
UPS has a vast array of Small business resources tailored to assist Small, Medium and
Micro Enterprises (SMME’s) to assist and insure in an SMME’s expansion efforts
through its UPS Capital subsidiary by providing a vast array of financial services such
as loans, lines of credit and payment processes that help speed up payment and
alleviate the risk associated with dealing with new customers.
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Such value added services are crucial to UPS as it is in a maturing market it will need
to look for new ways in which to increase and sustain its growth. However brand
stretching does have risks associated with it, if a good or service being provided by
UPS that is perceived as substandard, inferior or lacking in customer service this can
affect the whole brand. Niemann (2007) agrees that UPS must consistently maintain
its committed level of customer service throughout the whole of its product and
service range in order to see the levels of growth sustained or increased over the five
years.
4.23 Technological Advancement and UPS’s Sustainability
One of the declared goals of UPS in the recent dispensations is that of the company’s
aims is to be an e-commerce enabler. Owing to that, UPS has intensified its
investment of using technological advancements to enhance its operations, cut costs
and enable customers to manage their shipments as well as trace them anywhere and
anytime in the world. The company’s “My UPS” is a cyber facility that enables the
customers to manage their shipment purchases. The company website has a
description of the “MY UPS” facility:
“My UPS is your point of entry to the services offered within UPS.com, giving
you access to more online content and functionality. When you register, you can
take advantage of these time-saving features:
Among other things the facility offers the customers the following:
Ship and track packages all in the same place.
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Void shipments and store international shipping documents.
Save tracking numbers and addresses online.
Create and print UPS shipping labels from your computer.
Pay for shipping by credit card, or charge to a UPS shipping account.
Access saved shipping and tracking information for up to 90 days.
Save shipping preferences, such as origin address, payment method, and more.
Request tracking notifications by e-mail, wireless phone, or PDA
UPS.com (2008)
Data obtained from the published company literature on UPS operations designs
indicated that the company cashes in on the aspect of providing Information
Businesses Need: UPS presents Small Medium and Micro Enterprises (SMMEs) with
the information they need in their attempts to keep ahead in their global expansion
strategies. Brewster et al (2007)
By using the technological interfaces that UPS has set up UPS customers can trace the
location of their purchased orders. The facilities also enable customers, both
businesses and individuals to research international markets and business costs, as
well as to calculate total shipping costs. By extension the services provided also
include the enabling of customers to calculate duties and taxes as well as
transportation charges.
The customers have the ability to do this well ahead of their chosen shipment date.
Such a service rendering is indisputably pro-customer that will results in customer
retention. Customer retention is indispensable to any strategies of long term growth
and sustainability. Niemann (2007)
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In an interview with the researcher Centre Manager for US Feltham has implied that
the company will continue on the same pathway which has resulted in sustained
growth and sustainability in the past years. She outlines, “If I were the company’s
marketing manager I would continue to devise new ways of selling our products and
providing our customers with more information, the internet provided us with an
instant means of communication with our customers and allows them to track their
products virtually anywhere at any time, I do not believe we have seen the last of
what the internet and other new technology has to offer UPS and our customers. It
will be the UPS marketing department job to tell the world the merits of our services
and continue to create and reinforce our prized corporate image.”
Dessler (2008) concurs with the foregoing, “This Company is making a smooth
transition to the future. Many goals were set for the new millennium. One goal set by
the development department was to identify and apply new technology that would
improve existing operations and develop new business.”
According to Dessler (2008) UPS has succeeded because of the dramatic advances
communication. “The customer is ultimately satisfied with the reliability of UPS to
deliver on time. This is the marketing factor that sets UPS a step above the
competition All decisions were made in the respect that the company would continue
to bring the customer more than they expected. In turn United Parcel Service is an
extremely profitable corporation. The environment provided by UPS keeps customers,
employees, and managers working hard to keep up the high standards set by today’s
customers.
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UPS has technological capabilities have run with technology advances. One UPS
company representative asserts, “Low costs are another reason that their customers
keep coming back. The growth strategy chosen by management is working. It is
designed to take advantage of their competitive strengths while maintain the focus on
meeting or exceeding customer requirements… Upper management is impressed with
the progress.” Niemann (2007)
This has been achieved by the putting together of variety of online services that assist
customers to trace their purchased packages easily. The company expenditure of 1
billion dollars annually on technology testifies to UPS decisiveness on the endeavours
to tap technological merits and capacities to enhance efficiency, competence,
competitiveness and more importantly, sustainability. By the foregoing, the author
postulated that the management of UPS believe that they will sustain its growth five
years into the future.
4.24 UPS and Equal Opportunities
UPS has a history of innovation and the early adoption of new technologies which
was spurred the company’s archrival, FedEx; and has seen the company dominate the
domestic market for private parcel delivery. UPS’s financial clout has enabled the
company to extend economic benefits to various stakeholders, employee
compensation and benefits. This consolidates the positioning of the company and
contributes significantly to its sustainability. One of UPS main vantage points is in its
commitment to diversity.
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UPS upholds that equal opportunity is part of the social fabric. The company’s
ideology up holds that diversity on their part reflects a mindset of inclusiveness,
respect and cooperation which are the core values that drive the company’s
relationship with employees, customers, suppliers and communities. The company
diversity initiatives are driven by the UPS Diversity Steering Council. Below are
statistics on diversity obtained from the company’s sustainability report of 2007:
“Women as a percentage of officers and Mangers………………………………...29%
Minorities as a percentage of officers and managers………………………………32%
Asian……………………………………………………………………………….04%
Black……………………………………………………………………………….17%
Hispanic…………………………………………………………………………....10%
Native American/Other…………………………………………………………….01%
2006 Year-End Diversity among UPS Board of Directors
Women on the Board of Directors - 17%
Minorities on the Board of Directors - 17%”
4.25 Cross-Cultural Variances and UPS’s Global Growth
The study has also aimed to establish means employed by UPS to ensure global
markets are penetrated successfully. In an interview with the researcher and Principal
Lecturer of International Strategy at Anglia Ruskin University and published author
Jonathan Knowles (2008) envisages that UPS faces few cultural barriers owing to its
nature of service, he notes:
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“It depends on how culturally sensitive a product or service, some companies
transcend cultural easily barriers others don’t. Leisure activities for example
such as eating out would have cultural barriers to their free and unlimited
movement although of course cultural barriers do affect the types of products
that might be shipped within a country. However I think UPS is a company
with very few cultural barriers. In others words a parcel service is the same in
China as it is in Argentina.” Knowles (2008)
In contrast Udayan Raut-Roy (2008) holds that any company operating on a global
market in bound to encounter cultural hindrances in one way or another:
He asserts, “Yes because they need to contextualise their operational to what the
locals demand, in India for example they have many more local collection points
which operate on a commission basis but that model does not exist in the UK as the
country is smaller and has a different culture. So they have to recognise local needs
to provide a truly global service. I believe that UPS is and can continue to be
successful at this.”
This is an illumination of the flexibility and dynamism wielded by UPS in
implementing its global growth and expansion stratagem. Cultural variances have
resulted in failure in many countries attempting global expansion. UPS operating on
185 countries testifies to the company’s success in weathering cultural challenges.
Thomas (2004)
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Thus the author believes that cross-cultural variances whilst challenging are being
handled well by UPS management, this will encourage future growth into these
markets as they are able to utilise their vast resources and expertise and apply it to a
plethora of countries whilst attracting local customers, and at the very least cross-
cultural complications are unlikely to be a large factor in hindering UPS’s future
growth in new or existing markets. Thomas (Op. Cit.)
4.26 UPS Competitor Analyses
Whilst UPS’s competitors have been mentioned at other points in the dissertation as
they directly affect the market share and potential future growth of UPS the author
will now examine their potential threat in greater detail. As is well known, although
both DHL and TNT have a presence in the US market, ground and air superiority are
held by UPS and FedEx respectively. Although both companies provide similar
services, they have diametrically opposed corporate philosophies.
All four companies have been vying for global domination of the Logistics Market,
but over the last 10 years this struggle has intensified with a systematic stream of
acquisitions. Deutsche Post World Net (DPWN), DHL’s parent company, has bought
more than 50 companies, mostly in Europe. UPS ever since it went Public has been
acquiring companies and aircraft to enhance its AirExpress capabilities; FedEx
mirrored this move by acquiring ground transportation brands. The current speed of
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expansion and determination to service the entire supply chain along the most
important trade lanes shows little sign of deadening.
There are some interesting commonalities between FedEx and UPS, and between
DHL & TNT that directly impacted on how these companies became behemoths of
the global logistics industry.
UPS & FedEx, vigorous market rivals are highly competitive and track one another’s
movements in the market. Their investment in competitive market research is high,
systematic and constant. They are both centralized organizations with annual business
planning processes that are initiated, led and summarized by their respective
Headquarters.
DHL and TNT started with a highly decentralized model. TNT became vulnerable
after making disastrous operational decisions in its European markets, with heavy
financial impacts, and was in its turn acquired by the Dutch Post postal service.
Although FedEx and UPS also faced difficulty in their European incursions they were
ultimately successful and are now highly profitable.
UPS had the funds and the fortitude, in the face of enormous internal shareholder
pressures, to struggle through years of losses measuring hundreds of millions of US
dollars. Whilst FedEx shut down the largest part of its European business, and
focused solely on intercontinental express service continuing to serve the market
through an alliance with TNT.
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Whilst the downsizing for FedEx was painful and required a $254 million
restructuring charge, they did carve out a solid niche with a truly unique product
solution under the slogan “FedEx is the fastest way to more of the USA”.
UPS’s maintaining its own distribution system is a clear strategic advantage as they
are able to process and delivery their own parcels retaining control, which has benefits
for its corporate image, marketing and commitment to customer service which FedEx
its largest rival cannot.
On balance this could also be a disadvantage leading into a global recession, and the
recent falls in consumer confidence are likely to have an effect on UPS’s customer
usage, if this were to happen then UPS’s distribution system could become a costly
financial burden stifling growth, while its major rival FedEx would be better suited to
scaling back back its European operations because of its alliance with TNT.
DHL’s decentralized nature ultimately put it at a disadvantage against the centralized
systems of UPS & FedEx, who could spread their costs across their entire network,
and whose large corporate headquarters could access greater funds. The
decentralization that was so valuable to the quality of the localized service thus
became an obstacle to a culture of long term strategic planning. Its more centralised
rivals began product and geographical encircling moves that began to eat away at
DHL’s market share.
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As these encircling moves became more successful so DHL began to lose market
share, across its product offerings and operational regions. Decentralization hindered
a corporate wide realization of the long term significance of these encircling moves,
and handicapped a sustained corporate wide coordinated reaction to the advance of its
competitors in multiple market and product segments. Eventually this made DHL,
vulnerable to ownership dilution, and finally acquisition by Deutsche Post World Net.
Deutsche Post, has set about improving and enhancing DHL ever since.
Corporate cultures, created over the course of decades, are still present, and DHL is
now operating with its old decentralized structure, and a new highly centralized
structure imposed from its German owner DPWN. The splicing of these two
conflicted cultures is made more complex by a process, driven by Deutsche Post‘s
desire to become a free-standing global logistics powerhouse, large enough to rival
UPS (100 years old) and FedEx (35 years old), in 15 years of systematic and serial
acquisitions.
Such difficulties have meant that DHL has lacked focused and whilst its acquisitions
and DPWN’s influence and financial clout are substantial its overseas operations
outside of Germany have yet to rival UPS or FedEx which are still the industry
leaders. However DPWN is a former monopoly provider holds the largest market
share in Germany, and has the resources to be able to become a larger threat to UPS in
the future.
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4.27 The Impact of Structural Developmental Models on UPS
By observing the differences in the centralization / decentralization variable we see
how fundamental differences in corporate cultures developed over decades, ultimately
determine the future competitive and market positioning of these four integrators.
FedEx and UPS adopted a strongly centralized command and control structure from
the beginning. TNT and DHL both developed from decentralized and entrepreneurial
companies, with a less strategic but more tactical personalized customer service.
The most significant implication of these developmental paths is that FedEx’s and
UPS’ high degree of centralization from the early days enabled them to embrace a
discipline of strategic planning, which simplified the implementation of long term
plans over a period measured in decades.
Although DHL and TNT started with the decentralized model, they have been
experiencing a process of increasing centralization since their acquisitions by the
European postal authorities. This increasing centralization though is coming up
against the bulwark of a decentralized corporate culture developed over the course of
decades. The effect is to create constant tensions between headquarters and the
periphery.
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4.28 The Logistics Value Chain
The primary activities in any companies’ Value Chain are in-bound logistics,
operations, out-bound logistics, marketing and sales, and customer service. These are
facilitated by the firm’s infrastructure, HR management, Technology R&D
investment, and procurement. All these departments work together to produce the
company’s profit. Although you would expect these logistics companies to have
world class in-bound and out-outbound logistics, this is not where they excel.
4.29 Comparing Value Chains
As previously discussed UPS’s management structure is command based could be
described as prescriptive and militaristic in its organisational structure. DHL has
historically been known for its outstanding customer service at a local level. FedEx
has world class marketing talent and because it is still run by its founder, with a
nimble ability to quickly mobilise their strategies. TNT was always known to have the
most flexible service within the business.
UPS and FedEx’s centralized structures have always required, and facilitated billion
dollar investments in IT. This became an advantage that they used to undermine one
of DHL’s greatest strengths, localized customer service. With a globally connected IT
network, FedEx and UPS were able to leverage their IT advantage to service their
corporate accounts on a global basis, rather than on a country by country basis. Latin
American Logistics (2008)
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“FedEx has the best HR system in the business. It also has had an active
strategic procurement optimization initiative that has been adopted by the rest
of the industry, producing savings in excess of millions of dollars, straight to
the bottom line.” Latin American Logistics (2008)
The most important part of the value chain is found in the senior management of these
companies. UPS and FedEx have had stable, strong teams running the critical
components of the value chain and the associated departments. Alan Graf has been the
FedEx CFO since January 1998. Fred Smith has been the CEO of FedEx since he
founded the company 35 years ago.
Mike Glenn has been FedEx’s CMO for the last 8 years and has been a senior sales
and marketing executive with the company for many more. UPS’ CEO started as an
industrial engineering manager, and worked his way up for 34 years to his present
position. These teams have overseen steady and profitable growth for both companies
over the period of the last 40 years. Latin American Logistics (2008)
TNT’s CEO in the USA has changed at least twice in the last 10 years. DHL USA has
had four different CEOs within the last 4 years. It is a fair assumption that new CEOs
bring in their own new teams, which implies that the high CEO turnover ripples
through various levels of executives. Success in any company often has an inverse
relationship with the rate of internal turnover in the firm’s primary activities.
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Managing change across large global multi-layered and matrix like enterprises is
complex. Implementation of critical initiatives may take many years. Stability in
policy is most often associated with stability in critical personnel. This Personnel
stability is an important predictor of the successful implementation of these policies.
Lately theses companies have filled out their supply chain capacities through
acquisition. The critical management function at the moment is efficiency in
integration. As Dick Metzler is fond of saying, “Integration is like watching
porcupines mate. They ultimately consummate the act, but it is pretty painful for both
parties”. This activity is also dependent on the quality of the corporations’
management.
Dick is presently the Chief Commercial Officer for Greatwide Logistics, and was the
former Executive Vice President of Marketing with DHL Americas, former CEO of
APL Logistics, Senior Marketing executive at Federal Express, and the Head of
Global marketing for TNT. In his previous position Dick Metzler put DHL on the
awareness map in the USA. Latin American Logistics (2008)
Considering the waves of continuing acquisitions whichever company can best
integrate their different acquisitions, will better serve their customers. Full integration
of acquisitions for these large companies can take anything from three to seven years,
and which is another critical activity that is facilitated by a stable and experienced
team of managers.
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Once these acquisitions have been ingested and stabilized to extract the back office
and market share benefits that drove them in the first place, then the race will be to
optimize the best management teams within each corporate level, in critical markets
around the globe.
Since a company’s success is based on its management’s capabilities to direct the
organization in a complex and dynamic market environment, whoever can develop
and stabilize the best management team first, wins the value chain game. Such
resources, just like the best in class companies that are presently being acquired are
not limitless, and the next race amongst the integrators may well be for the best
management talent, across the globe.
Another differentiating discipline is long term strategic planning. Effectively
implementing change across large global multi-layered and matrices corporations can
take many years. The appropriate long term direction has to be set and implemented
with the correct tracking metrics. In many organizations this is usually developed and
driven by the strategic planning department. Latin American Logistics (2008)
Companies also have to deal with market dynamics over which they have little
control. In these days of transportation companies becoming Public, there is a
temptation to manage the company not for the long term for the customers, who pay
the bills, but for the short term benefit of the investment community that supply the
companies with capital infusions, and the appropriate market valuation.
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In the race for global domination, the components of this value chain have to be
optimized on a worldwide scale, at all levels of the corporation – Global
Headquarters, Regional Headquarters, and country level, as well as within the critical
product portfolios, regions, and countries that the companies operate in.
Companies with long term strategic planning departments are less likely to succumb
to these distractions than companies that are driven by tactical rather than strategic
imperatives. UPS, with its strong internal share ownership philosophy, and FedEx
with the passionate service attitude of its founder, have always tried to resist such
temptations.
The early adopters of the centralized model (UPS and FedEx) have maintained their
independence, while the two that started (TNT and with the decentralized model have
suffered vulnerabilities that resulted in their takeover by Government Postal
Monopolies. This suggest that UPS has a more successful and profitable basis on
which it bases its company and this is reflected in the larger market share that UPS
and FedEx have, as such UPS is in a better condition to further its growth over the
next five years, than its competitors bar FedEx which has a similar distribution
network. Latin American Logistics (2008)
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4.30 Competing Strategic Plans
However centralisation is not a benefit in and of itself, but it does enable the practice
of strategic planning. Strategic planning can be applied to both a centralized and a
decentralized model, but is easier to apply strategic planning to a centralized model,
and it’s more difficult to apply strategic planning to a decentralized corporate culture.
Strategic Planning in turn enables a long term view and a vision for the overall
business. It allows for economies-of-scale on a worldwide basis, the benefits of which
can be applied to every component of the value chain. This is another clear
competitive advantage for UPS, but yet again for FedEx as well. Latin American
Logistics (2008)
Strategic Planning enables a long term view of the business, which in turn protects the
company from the short term trends which have little significance over the long term
health of the business. This long term focus on the significant drivers of the business
allows the corporation to communicate the importance of these drivers over the long
term, to form a core message of shared objectives and values which can be followed
by the entire organization.
The entire organization can follow the same corporate objectives, rather than be
subject to the short term vagaries of constantly changing market philosophies, short
term investment community influences, short term financial goals, company politics
or executive demagoguery.
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Thus regardless of whether UPS can sustain or improve its growth over the next five
years may be less important than the growth of UPS’s over the longer term, and
moreover how much profit UPS can generate within its maturing markets.
Strategic Planning paves the way for stability in management across all critical
components of the value chain. Stability in management, especially executive
management, in turn allows for implementation of the long term vision. A ‘virtuous
cycle’ is created that compounds the competitive advantages of the corporations that
follow the management model enabled by strategic planning.
The corporations that do not follow such a model are more likely to be subject to
‘vicious cycles’ that exacerbate their weaknesses across the value chain, creating
vulnerabilities that drive them to bankruptcy or involuntary takeovers.
In a competitive environment strategic planning, whether decentralised or not; are a
critical component of a company’s growth and survival in the long term. Companies
without strategic planning may survive for five, ten, or with even fifteen years, but in
the the company will at best be a candidate for involuntary acquisition by those
competitors that succeeded in implement strategic planning, or at worst looming
bankruptcy.
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5.1 Conclusions and Recommendations
In attempting to answer the core research and hypothetical question presented in this
study, it will be noted that there can be no authentic and accurate position that can be
arrived at, to establish the prospect of UPS growth into the future. From a collation of
primary and secondary data as well as the outcomes of qualitative and quantitative
analysis it can well be argued that UPS will continue to grow although there can be no
consensus to the rate at which this growth will be achieved owing to the complexity
of the framework variables and factors that determine a company’s growth and
sustainability levels.
Lisa Bradshaw contends, “I think that UPS’s growth can be sustained in the next five
years given the right conditions for it to do so, it depends on so many different factors
such as product demand, an ability to arrange partnerships and acquisitions in new
and existing markets and also for organic growth that needs the support of local and
national governments.” She further outlines that UPS strives for excellence and works
hard to build relationships with its customers and business partners that are long
lasting, as such she believes that UPS can strengthen these further in the coming years
and indeed acquire new customers not only from new markets but from our
competitors and those who have never used UPS’s independent parcel service before.
Bradshaw thus highlights difficulty in trying to establish whether or not UPS growth
can be sustained for the next five years. Bradshaw has stated aptly that the growth
achieved can only be sustained if the conditions that have enabled its attainment
remain conducive. She adds, “I have confidence in UPS’s staff to be able to meet the
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ever changing market in which we operate and respond to threats from both the
economy and our competitors as we have done for over a century, UPS will continue
to grow whether it will be at the rate it has for the past five years I cannot say, but in
the long run it will grow and continue to build on the successes and accomplishments
it has already attained.”
The financial statistical evaluations and forecasts have painted a bright future on the
prospects of UPS growth five years into the future. It must be noted that financial
calculation present variables in a black and white and technical way which is
exclusive and independent of the influence of other inalienable and critical factors that
have pervasive bearing on the company’s growth sustainability prospects.
It can be stated that, conditions remaining the same UPS will continue to grow at
unpredictable levels though.
Financial data presented and calculated in the regression analysis indicates that UPS
has enjoyed growth of plus 13% over the past five years against the 7% percentage
growth of the parcel delivery services industry. Projections presented in table indicate
that UPS will post growth records of over 11% against the plus 13 % growth of the
industry. This is less than the growth UPS has experienced but is nonetheless
indicative of a forecast for successful and positive growth.
The substance of quantitative analysis proves that UPS has a Proportion of variance
explained (R^2) of 1.0000 (100.00%).This is despite the fact that the companies has
had growth lapses at some indicated by the Maximum deviation for any observation
pegged 7.48059E-011 for past growth forecast. Nonetheless the regression outcomes
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reflect well in accordance with the UPS growth forecast presented by Microsoft
Network (MSN) Money that place UPS growth for the next five years at +11.80%
against the +13.10% value of the last five years. The stats indicate that UPS will
continue to grow but what is clear from the stats is that the past five years growth of
13, 10% will not be sustained.
In summation, the researcher believes that the Growth of UPS is sustainable five years
into the future. Nonetheless the outlook remains volatile and unpredictable and thus
researcher cannot establish that past growth rate by UPS cab be maintained. Growth
will be sustained but it is not at the rates scored in preceding years.
The conditions needed for the future growth of UPS growth are unlikely to remain the
same. On a macro scale the recessionary trends in the US economy, the global oil
prices crisis among other factors compound the difficulty in predicting UPS growth
five years into the future. The following component offers perceived feasible
suggestions that can be adopted by the company in the regards to its growth and
sustainability endeavours and strategies.
In an Interview with the researcher Professor of International Enterprise Strategy and
Director of the Centre for International Business Research and Development at the
Ashcroft International Business School Lester Lloyd-Reason (2008) holds that the
current recessionary trends in the US economy will have direct negative effects on the
profitability of UPS and any services provision company.
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He asserts, “…given that profits are probably going to fall people are probably going
to find ways to reduce expenditure, I believe it is inevitable that there will be a knock
on effect. As a shipping company UPS is tasked with delivering goods and services to
people if there is a sudden drop in consumer confidence it affects sales and thus
commercial shipping.”
This implies that UPS may have to consider a paradigmatic shift from expansion
strategy to growth and sustainability as consolidation approaches. A recessionary
economic climate presents a plethora of business operation and business growth
hindrances which may result in unmitigated failure for business attempting to survive
against the extenuating economic crises which appears to be developing. Reason
(2008) positions is that the current recessionary forces in the US economy and
markets will certainly have a knock on effect on economic uptake and thus UPS’s
growth.
Reason (Op. Cit.) has offers a possible business strategy for success in such a
recessionary period. Reason outlines, “From a financial aspect it is always straight
forward, in recessionary periods UPS must protect its margins and above all build and
maintain its cash flow. In my opinion UPS must seek to be defensive and not try and
grow during a recessionary period, and instead seeks to ensure its survival. The
current economic climate has a different set of variables from the last recessionary
period for economists and businesses alike it is a whole new economic climate, thus
the financial strategy should be similar to its competitors”
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One critical variable to consider in the predictions of UPS growth prospects is factor
of global oil prices. This variable has pervasive bearing on UPS operational costs
which heavily rely on transportation. The transportation industry is under the
crippling siege of soaring and volatile oil prices. The combinations of this factor and
the recessionary economic and market forces paints a grim picture for any company’s
growth prospects.
Reason (2008) aptly advises, “In recessionary times it is highly unlikely that UPS or
indeed any multinational organisation involved in parcel delivery could continue a
growth strategy, and that any existing growth strategies would be futile. As UPS can't
grow it must protect its margins by reducing costs and to make efforts retain its
customers. It is clear that UPS' costs will grow due to increases in fuel costs and
materials quite substantially over the coming five years; it is the main reason why
businesses fail during a recession because their costs increase and their margins
decrease, so that it is no longer profitable to operate.”
Reason (Op. Cit.) further indicates that normally in a recession interest rates rise and
banks are willing to lend, but with banks part of the current recessionary problem and
a liquidity shortage readily apparent, there is a real potential for even seasoned
businesses to fail. In the current economic climate a large multi-national such as UPS
posses assets which would normally protect them from such difficulties enabling them
to obtain financing, but in the current market situation banks are still unwilling to
lend.
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On the aspect of the perceived impact of US economic difficulties on UPS growth
Jonathan Knowles concurs, “I think that movement of freight and anything to do with
e-commerce will reflect the economic health of the country in operates within.
Logically if sales of goods and services are down the need to freight goods would also
be in decline as well”. Knowles adds that since UPS have a large share of their
business is in America the current turmoil in the US economy is bound to have an
effect on their profitability.
It is clearly imperative that any growth or sustainability strategy to be crafted and
implemented by UPS must entail feasible and adequate growth consolidation
measures. The next five years seem unpredictable given the volatility of the global oil
prices, the unpredictability of the US economy, and a possible global recession among
other mitigating factors. UPS has an impressive growth and sustainability record over
the past years which it must consolidate prior to considering further growth strategies.
Perhaps ultimately the issue of whether UPS can sustain of increase its growth of the
next five years is less important than whether UPS will be able to achieve long term
success. UPS and FedEx are both large companies operating in maturing and new
markets simultaneously, both have a strong domestic revenue base, which they have
used to subsidize their global expansions; and both have a patient long term strategic
approach to the market.
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Thus it seems likely that both companies will continue to be profitable and maintain
their relative position for both market share and long term growth, as they have an
established market presence, keen marketing and an efficient and fast distribution
network.
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