Airborne Express 6
December 31st, 2007
To: Robert Brazier & Senior Management Team of Airborne Express
From: Strategic Analyst
Re: Recommendations and Implementations for recent issues in Airborne Express
Executive Summary:
Airborne Express has many options available for sustainable growth and success in the coming years. After the recent 29% increase in revenue over the past year, there are opportunities to take into consideration that will boost this growth for the fourth quarter. This company should join the “industry trend” of distance-based pricing. This will result in higher revenues, and will give Airborne Express a more substantial budget to merge with Roadway Package System in order to create a more technologically advanced tracking system. This will not only increase revenues, but will also gain customer support by offering a new service. Although the express-delivery industry is extremely difficult to differentiate, it is necessary for Airborne express to keep up with Federal Express and United Parcel Service to ensure they maintain a competitive advantage in the industry. While UPS is experiencing a strike, Airborne Express should take advantage of the distance-based pricing and possibly gain customers of UPS who saw RPS as a luxury service.
Mission of Airborne Express: After the recent UPS strike, Airborne Express has experienced substantial financial results of a revenue increase of 29% over the previous year. The main concern for Airborne Express now is to recognize how secure their position currently is held in the industry. There are several ways to measure the success of this company, and I have found it most useful to use Porter’s Five Forces Model to analyze the options. I have focused mainly on whether or not Airborne Express should follow the path of their major competitors, UPS and Federal Express, and move toward distance-based pricing. Also, the approach that Airborne Express takes with the international market needs to be taken into consideration with a
To: Robert Brazier & Senior Management Team of Airborne Express
From: Strategic Analyst
Re: Recommendations and Implementations for recent issues in Airborne Express
Executive Summary:
Airborne Express has many options available for sustainable growth and success in the coming years. After the recent 29% increase in revenue over the past year, there are opportunities to take into consideration that will boost this growth for the fourth quarter. This company should join the “industry trend” of distance-based pricing. This will result in higher revenues, and will give Airborne Express a more substantial budget to merge with Roadway Package System in order to create a more technologically advanced tracking system. This will not only increase revenues, but will also gain customer support by offering a new service. Although the express-delivery industry is extremely difficult to differentiate, it is necessary for Airborne express to keep up with Federal Express and United Parcel Service to ensure they maintain a competitive advantage in the industry. While UPS is experiencing a strike, Airborne Express should take advantage of the distance-based pricing and possibly gain customers of UPS who saw RPS as a luxury service.
Mission of Airborne Express: After the recent UPS strike, Airborne Express has experienced substantial financial results of a revenue increase of 29% over the previous year. The main concern for Airborne Express now is to recognize how secure their position currently is held in the industry. There are several ways to measure the success of this company, and I have found it most useful to use Porter’s Five Forces Model to analyze the options. I have focused mainly on whether or not Airborne Express should follow the path of their major competitors, UPS and Federal Express, and move toward distance-based pricing. Also, the approach that Airborne Express takes with the international market needs to be taken into consideration with a
Bibliography: “Airborne Express.” Rivkin, Jan W. Case No. 9-798-070. Published 02/05/1998, Revised 5/23/2007. Harvard Business School Publishing, (23 pages). [pic]