国际营销案例分析

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FedExExpress

Content：

1.companybackground

2.entrystrategies

3.entrybarriers

4.sugestions

1.companybackground

Fedexistheworld'slargestexpresstransportationcompany,providingfortheglobalthan235countriesandareas,providingfastandreliabledeliveryservice.Fedexhasglobalaviationandlandnetwork,usuallyonlyoneortwodays,canrapiddeliverytime,butalsotheurgentdeliverytoensureontimedelivery.

Headquarters:

Global：InMemphis,Tennessee,US

Asia：HongKong,China

Canada：Toronto,Ontario

Europe：Brussels,Belgium

LatinAmerica：Miami,Florida，US

2.entrystrategies

(1)Directentry

Fedexin1971byformerusMarineFrederickw.Smithinlittlerock,Arkansas.In1973,theFedexrelocatingTennesseefor25cityafterservice.

acquisition

Acquisitionofoldertigersaerospaceshippingcompany

②Localizationstrategy

StaffLocalizationProductLocalizationOperationLocalization

↓↓↓

Targetmarkets

StaffLocalization

Choosethelocalemployees,eachintothecompanytoconductpre-jobtrainingemployees,evensendmember,alsoshouldhaveatleast40hoursoftraining.

ProductLocalization

Deliveryofproductsmainlyarelifecycleshorthigh-techelectronicproducts.

OperationLocalization

Fedexlocallymanagement,"people-oriented",especiallyintheaspectofemploying.Largeinvestmentgroup,groundtransportaircraftandparceltreatmentfacilities.

(2)Directexport

①Valuechain②Internet

Valuechain

Internet

Theinformationsystemconstructionofcontinuousahead,withtheadvancedinformationtechnology,inordertoimprovethemarketcompetitiveness.

(3)Directforeigninvestment

ChinaChoosedomesticresourcesandnetworkcomplementarypartnerjointventuresorcooperativedevelopmentintheChinesemarketDTW(大田物流)

3．entrybarriers

1、politicalbarriers

(1)Expressbusinessbygovernmentcontrol,managementdepartment,includingair,railways,highwaysandwaterwaysofgovernmentagencies.

(2Thelocalgovernmenttoprotectlocalexpresscompanypolicy,thepolicytoprotectgreatlylimitstheforeigncompetitors.

(3)Domesticandforeignpoliticalrelationshiptoothercountries

2、culturalaspectsofbarriers

Thecountry'ssocialcultureandthemanagementideaofourcompanyispotentialconflict.

3、Customercomplaintserviceattitude

InChina,accordingtothereporterinrandomsurveysof10customers,abouthalfofthepeopleoffedexisnotsatisfiedwiththeservice.

4、Competitors：DHL、UPSetc.

DHL

1986~2000DHLinChinabusinessperformance

Annualgrowth：

40%

Revenuegrowth：

60times

Chinaaviationexpressmarketshare：

36%

UPS

In2004,thebusinessincome:3.66billion

in2007,thebusinessincome:497milliondollars

In2008,thebusinessincome:515billiondollars

Dailyinternationaldelivery:200millionparcelsanddocuments

Servicearea:morethan200countriesandregions

4.sugestions

①Givefullplaytoitsownadvantages,hastheindividualitycompetition

②Accordingtothediversity、Labor，establishmutualtrust,andbegoodatcommunicationandharmoniousrelationshipbetweentheorganizationalculture.

③Specializedtrainingorganizationstaffofpublicrelationandetiquette，toimprovecustomerserviceattitude.

④CompetitorsattentionAccordingtothespecificconditionstodevelopcompetitivestrategy

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