Operations
The operations are coordinated so as to ensure the company's strategic objectives. The capacity to track the routes online, notably where the products are at a certain point, is a great operational advantage. On the other hand, the company has also entered the truck sales market, offering tractors maintained in good condition to interested third parties.
IV. Financial Analysis:
While the company's base revenue has remained at similar figure in 2006 as in 2005 (around $400 million), the company's net income has dropped from just under $16 million to a bit above $12 million. The growth itself was affected by the decrease in demand, due to the general decreasing trend in the U.S. economy throughout 2006. Further more, the company has not yet managed to fully control costs, which is why this is one of the company's projected objectives for the future, along with margin expansion.
The operating ration decreased from a high of 96.5% in 2002 to 91.1% in 2005, only to rebound in 2006 to 93.1%. Cash flows from operations also increased with up to 34.8% in 2006 (see Appendix 1 for more relevant financial and operating information).
V. Assumptions/challenges/objectives
The challenges for the company are likely to come both from general economic and business factors, as well as from those deriving from the highly competitive and fragmented market in which the company is operating. In terms of the general economic and business factors, things that can raise overall operation costs, such as the increase in fuel price, for example, is something to be taken into consideration. On the other hand, the high competition on the market will ensure the survival only of companies able to provide the best quality services at the lowest prices.
The company has already fixed its objectives, both in terms of strategic and operational objectives. The strategic objectives have been previously emphasized in one of the former chapters. The operational objectives include increasing service to shippers, controlling costs, increasing operational efficiency and continuing the technological development.
VI. Alternatives
The company's alternatives are determined by the objectives...
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I would recommend, however, to cut bait. Aside from the culture differences, the external environment for that market is the most challenging in the FedEx family. With low barriers to entry, low margins, high ease of switching or substitution, office services is a tough place to make money. Factor in the lack of synergy with the rest of FedEx's operations, and they should do their best to cut costs
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