[管理学]finalreportofmarketing 30页

FinalReportofMarketingMarketingAnalysisofFedExNameLIDAOSHENGMajorBusinessAdministration27\nFinalReportofMarketingContentsI.Introduction11.1FedEx11.2FedExinChina11.2.1FedExHistoryinChina11.2.2BusinessoperationinChina2II.MarketingEnvironment42.1Macro-environmentalfactors42.2.1Economyenvironment42.2.2Policyenvironment52.2.3DevelopmentofChineseExpressDeliveryIndustry62.2IndustryDynamics102.2.1Riskofnewentrybypotentialcompetitors102.2.2Extentofrivalrybetweenestablishedfirms102.2.3Bargainingpowerofbuyers112.2.4Bargainingpowerofsuppliers112.2.5Threatofsubstituteproducts112.3InternalAnalysis122.3.1Strengths122.3.2Weaknesses12III.ChineseConsumersBehavior133.1CharactersofChinaconsumerstoexpressdelivery133.2Consumersbehaviortoexpressdelivery13IV.FedExChina’sMarketingStrategies154.1MarketSegmentationandTargeting154.1.1Marketsegmentationcriteria154.1.2SegmentationandTargetingprogram154.2Positioning164.3CoordinationofChinaMarketingStrategies1727\nFinalReportofMarketing4.4CoordinationofGlobalMarketingStrategies18V.MarketingMixofFedExChina195.1Productstrategies195.1.1Producemix195.1.2Brand205.1.3Newproduct215.2PricingStrategies215.2.1PriceDynamics215.2.2FedExPriceStrategy215.3Channel245.3.1ChannelDesign245.3.2ChannelManagement245.4Promotion255.4.1Advertisement255.4.2PR255.4.3OnlineMarketing25VI.Conclusion266.1Whytheysucceeded:successfactors266.2IntheFuture266.2.1Opportunities276.2.2MarketingFix276.2.3Attention27Reference2827\nFinalReportofMarketingI.Introduction1.1FedExFedExistheworld'sleadingdeliverycompanyforovernightpackages.Italsodeliverspackagesviagroundandfreightdeliveries.FedExalsohelpscompanieswiththeirlogisticsandsupplychainmanagement.Thecompanywasstartedin1971asFederalExpressbyFredSmith,aYaleclassmateandfraternitybrotherofPresidentGeorgeBush.In1973,FrederickW.SmithfoundedFederalExpressCorporationwithpartofan$8millioninheritance.Atthetime,theUSPostalServiceandUnitedParcelService(UPS)providedtheonlymeansofdeliveringlettersandpackages,andtheyoftentookseveraldaysormoretogetpackagestotheirdestinations.WhileastudentatYalein1965,Smithwroteapaperproposinganindependent,overnightdeliveryservice.AlthoughhereceivedaConthepaper,Smithneverlostsightofhisvision.Hebelievedmanybusinesseswouldbewillingtopaymoretogetletters,documents,andpackagesdeliveredovernight.FederalExpressbeganshippingpackagesovernightfromMemphis,Tennessee,onApril17,1973.Onthatfirstnightofoperations,thecompanyhandledsixpackages,oneofwhichwasabirthdaypresentsentbySmithhimself.TodayFedExCorporationhandlesmorethan8millionshipmentsdailytoover220countries.Ituses684airplanesat375airportsworldwideandhasmorethan80,000vehiclesinservice.FedExKinko's,whichspecializeinofficeandprintingservices,changeditsnamein2008toFedExOffice.Thereareover1,800FedExOfficeandPrintCenters.1.2FedExinChina1.2.1FedExHistoryinChina●Firstexpressaircarriertooperateinthemarketin1984,●FirstexpresscarriertodirectlyserveChinawithitsownaircraftin1996,●Launchedtheindustry'sfirstdirectflightfrommainlandChinatoEurope,March2005,27\nFinalReportofMarketing●StartedfirstovernightexpresslinkbetweenIndiaandChina,September2005.1.2.2BusinessoperationinChinaFedExenteredChinaearly.Since1984ithascomeintoChinaformorethan20years,andinthisperiodFedExdevelopedrapidly.Atthebeginningtherewere2airplanesinandoutChinainaweek,butnowthereare11airplanesinaweek.Inrecentyears,FedExChinahasexpandeditsservicebasewithaproposedbuy-outofitsChinesejointventurepartnerTianjinDatianW.Group(DTWGroup)thecompanyannouncedinJanuary25,2006.The$400-millionbuy-outwillsetthestageforaFedExtakeoverofpackageshippinginChinaandboostitsAsianpresence.Butwhilethisbuy-outhasgreatpromiseforFedEx,smallbusinessownersshouldtakenote.China'seconomyisgrowingatanacceleratingrateandhasagrowingmiddleclasswithincreasingdisposableincome.TheChinesemiddleclasshasathirstforWesternproducts.Sothebuy-outcouldopenthewayforChinesemiddleclasspurchasesofwesternproductsdeliveredrighttotheirdoor.●FedExChinaExpandsB2BServicesTheDTWGroupwillcontinuetooperatetheinternationalfreightforwarding,cargotransportandmerchandisedistributionbusinesses.MostofFedEx'sChina-basedshipmentshavebeenbusiness-to-business,withthemajorityofexpressdeliverypackagesshippedtoorfrom89pickupanddeliverylocationscoveredbythejointventurenetwork.ManufacturersinChinaareshiftingfactorylocationsfurtherinlandtoescaperisinglaborcostsincoastalregions.TheFedExinternationalnetworkcurrentlyconnectsmorethan200Chinesecities.Thecompanyplanstoadd100citieswithinthenextfewyears.FedExisnowbuildingaregionaloperationscenterinthesoutherncityofGuangzhou.●FedExChinaAcquisitionHasGovernmentApprovalTheChinesegovernmenthasmadeprogressderegulatingitsmarketunderWorldTradeOrganizationprotocols.ReliabletransportationnetworkssuchasthoseprovidedbyFedExChinaarecriticaltoitsdevelopmentplansuccess.Aswealthspreadsthroughoutthecountry,freighttransportationserviceareasmustexpandfrommajorcoastalcities,toinlandcitiesinordertofuelgrowthandexpansion.TheacquisitiondoesjustthatbyprovidingFedExcustomersaccesstocitiesoutsidetheeasternseaboardlikeWuhan,withtwicethepopulationofLosAngeles.27\nFinalReportofMarketingII.MarketingEnvironment2.1Macro-environmentalfactors2.2.1EconomyenvironmentIn2009,theGDPofChinawasRMB33,535billion,anditwas8.7%higherthanthesameperiodoflastyear.ThevalueoffirstindustryaddedaboutRMB3,548billion,up8.9%overthesameperiodoflastyear,andthesecondindustryis46.8%andthethirdindustrywas42.6%higherthanthesameperiodof2008.TheChina’sGDPfrom2005to2009canbereferencedwithfollowfigure2-1.FIGURE2-1:2005-2009GDPofChinaSource:StateStatisticsBureauofthePeople’sRepublicofChina　　In2009,Totalconsumptionofproductswas12,534billionRMB，15.5%higherthan2008.Andtheurbantotalconsumptionofproductswas8,513billionRMB,15.5%higher2008.Itcanbereferencedwithfollowfigure2-2.FIGURE2-2:2005-2009TotalConsumptionofProducts27\nFinalReportofMarketingSource:StateStatisticsBureauofthePeople’sRepublicofChinaWiththedevelopmentofeconomy,wecanfindthattherearemorechancestodevelopexpressdeliveryinChina.Sohowtodowellinthisindustryinthefutureismainlyduetothewaysofcatchingthechances.2.2.2PolicyenvironmentInChina,thegovernmentisattentiontothedevelopmentofservicesindustry,andissuedmanypoliciestosupporttheservicesindustry.Especiallyinexpressdeliveryindustry,in2006,ChinagovernmentissuedthepoliciesaboutexpressdeliveryindustryintheChinese11thfiveyearsPlan.Buttherearesomeproblemsthatmaybeaffectthedevelopmentoftheexpressdelivery.●Firstisthelawenvironment.○Itisrequiredtothesamepolicywithintheindustry,○Itissuggestedthattheregulatoryandlawenforcementshouldbedividedintotworight,○ItisadvisedthatpayattentiontothelimittoforeignexpressdeliverycompaniesinthebusinesswithintheWTOprinciple,Sincethenew"PostalLaw"waspromulgatedandimplementedin2009aswellastheincreaseoflaborcostandothercosts,amonglocalexpressdeliverycompaniesandfranchisedexpressdeliverycompanies,onlytheexcellentonescansurvive,whilethosewithbadperformancewillbeeliminatedquickly.About40%oflocalexpress27\nFinalReportofMarketingdeliverycompaniesand30%offranchisedexpressdeliverycompanieswillbemerged,reorganized,deputizedorcloseddown.●Secondistoimprovethetrafficenvironment,●ThirdistoobeytheWTOprinciple●Forthistosupportexpressdeliveryindustrywithfiancé,●Fifthisbeingattentiontotraining,●Sixthisindustryhonesty.2.2.3DevelopmentofChineseExpressDeliveryIndustryInQ32009,thebusinessrevenueofexpressdeliveryinChinaexceededRMB4billion/month,andmonthlybusinessvolumeandrevenuerosebymorethan20%respectively.Theindustryisasawholepromising.InJan-Sep,2009,China'sexpressdeliverybusinessrevenuetotaledRMB34.26billion,withanincreaseof14.8%comparetothesameperiodoflastyear.Theindustrygraduallyrestoredthesteadyandrapiddevelopment.Thebusinessvolumeregistered1.34billionpieces,up22.4%overthesameperiodof2008.Thelocalbusinessvolumereached320millionpieceswithanincreaseof8.4%,therevenuewasRMB2.53billionwithanincreaseof8.8%;cross-regionalbusinessvolumeamountedto940millionpieceswithanincreaseof30.4%,therevenuewasRMB19.17billionwithanincreaseof23.6%;andbusinessvolumeintheworld,HongKong,MacaoandTaiwanarrivedat80.008millionpieces,up1.1%,therevenuewasRMB10.83billion,down0.3%.Overall,China'sexpressdeliverybusinessisresuminggrowthandthebusinesseshaveshownasteadyupwardtrend.ItisexpectedthatChina'sexpressdeliverybusinesswillgrowagainin2010.FIGURE2-3:2006-2009BusinessRevenueandVolumeofChinaExpressDelivery27\nFinalReportofMarketingSource:StatePostBureauofthePeople’sRepublicofChinaAccordingtotheindustryreportofStatePostBureauofthePeople’sRepublicofChinain21,OctwecanfindthatthebusinessrevenueandvolumeofChinaexpressdeliveryaregrowing.FromJanuarytoSeptemberin2010,theincomeoftheChina’sexpressdeliveryisRMB94.83billion,18.8%higherthanthesameperiodoflastyear.AndinSeptembertheincomeoftheChina’sexpressdeliveryisRMB12.04billion,up19.1%overthesameperiodoflastyear.FromJanuarytoSeptemberin2010,thereare5.63billionexpressservicesthatweredonebytheexpressdeliverycompanies.ThedetailsarejustlikeFigure2-4. FIGURE2-4:IncomeofExpressDeliveryEveryMonthSource:StatePostBureauofthePeople’sRepublicofChina27\nFinalReportofMarketingAccordingtotheindustryreportofStatePostBureauofthePeople’sRepublicofChinainOct,wealsocanfindtheincomestructureandtotalamountaboutChinaexpressdelivery.Detailsisjustlikefigure2-5,2-6,2-7,2-8andTable2-1.FIGURE2-5:IncomeStructureofExpressDelivery Source:StatePostBureauofthePeople’sRepublicofChinaFIGURE2-6:QuantityStructureofExpressDelivery Source:StatePostBureauofthePeople’sRepublicofChinaFIGURE2-7:IncomeStructureofEast,MiddleandWestChina27\nFinalReportofMarketingSource:StatePostBureauofthePeople’sRepublicofChinaFIGURE2-8:QuantityStructureofEast,MiddleandWestChinaSource:StatePostBureauofthePeople’sRepublicofChina　 TABLE2-1:DevelopmentofChinaExpressDeliveryIndustry ElementsUnitTimeIncreasingRatethan2009（%）Jan-SepSepJan-SepSepIncomeofExpressDelivery108RMB412.454.320.416.2TotalAmountofExpressDelivery108RMB1429.5175.719.919.1Mail104Pieces562893.967976.6-1.86.1Package104Pieces4623.3509.2-10.8-13.7ExpressDelivery104Pieces164143.021535.322.421.0Newspaper104Pieces1286478.4141703.56.09.3Magazine104Pieces77933.08913.52.214.6Source:StatePostBureauofthePeople’sRepublicofChinaSowecansummarizetheopportunitiesandthreatsfromthemacroenvironmentasfollowtable2-2.27\nFinalReportofMarketingTABLE2-2:OpportunitiesandThreatstoExpressDeliveryCompaniesOpportunitiesThreats•Chineseeconomyisrapidlydeveloped.•PoliciessupportfromGovernment.•HugemarkerspaceofWestChina.•HighincreasingrateinExpressindustry.•MonopolyfromChina-Postcompany.•Non-perfectlawsystem.2.2IndustryDynamicsUsingPeter’s5ForceModel,thisreportanalyzesFedEx’sindustryenvironment.2.2.1RiskofnewentrybypotentialcompetitorsThebarrierstoentryareveryhigh.Oneofthereasonsthatthereisahighentrybarrieristhehighfixedcostassociatedwithestablishingtheinternationaltransportationnetwork.Thisincludeshubs,groundtransportationvehicles,airfleet,etc.Additionally,existingcompaniescantakeadvantageoftheabsolutecostadvantageachievedbylargevolumeofshipmentsandeconomiesofscale.2.2.2ExtentofrivalrybetweenestablishedfirmsEstablishedplayersinexpressserviceindustrycompleterigorouslyforamarketshare,asdemonstratedbytheconstantbattlebetweenFedExandUPS,thecompanywhoresponsesfirsttotheconstantlychangingenvironmentwins.Establishedcompanieshavetostriveforcontinuousimprovementinquality,loweringprice,andinnovation.Thereisverylowswitchingcostforconsumersinthisindustrymakingrivalryevenmoreintense.Inaddition,intenserivalryisalsoduetothefactthatmaintainingtheinfrastructureofanexpressdeliverycompanypresentsanexitbarrierduetohighfixedcosts.TABLE2-3:MainExpressCompanies’MarketShareinChinaFirmsFedExUPSEMSTNTMarketshare23.7%13%13.4%8.1%27\nFinalReportofMarketing2.2.3BargainingpowerofbuyersThebargainingpoweroflargebuyersinexpressserviceindustryishigh.Costassociatedwithswitchingfromoneexpressservicetoanotherisverylow.Therefore,buyerscanturntoaexpressproviderthatofferfasterservice,lowerprice,orserviceinnovationwithease.Thisisespeciallytrueforlargecorporations,likeIBM,whichshipsinlargevolumesandcanbargainquantitydiscounts.2.2.4BargainingpowerofsuppliersThesupplierpowerwithinthisindustryisfairlylow.Largeexpressserviceprovidercanaffectpricesofsupplies,likepackagingmaterials.Thisisbecausetheybuyinlargequantitiesandcanturntodifferentsupplierseasily.2.2.5ThreatofsubstituteproductsTherearenotmanysubstitutestoexpress.Inthisdayandagewheremanybusinesseshavestrongonlinepresenceandasmallphysicalpresence,itwouldbedifficulttofindasubstituteindeliveringtheirproduct.Expressservicesareverymuchsimilartoacommodity,inthatitisnoteasilyreplacedwithanotherserviceorevenasimilarservice.FIGURE2-9:Porter’sfiveforcesmodel–FedExCorporationSupplier’sPowerLOWPotentialCompetitorsLOWSubstituteProductsLOWBuyers’PowerHIGH-largebuyers-lowswitchingcostExistingRivalsHIGH-EMS,UPS,DHL,TNT27\nFinalReportofMarketing2.3InternalAnalysis2.3.1StrengthsFedExhasmanystrengths.TheyareveryinnovativeincomingupwithnewwaystoaddvaluetotheircustomersexperiencewithFedEx.TheyhavealwaysbeenwilingtoembracenewtechnologiesaswellascreatesomeoftheirownasshownintheexampleofFedExusingwirelesstechnologytobettertrackpackagesaswellaslaunchingitswebsitewithletscustomerstracktheirpackagestillitreachesitsdestination.Theyareresponsivetotheircustomers’needs,asisevidentinFedExextendingtheirdrop-offtimestobettersuitetheneedsoftheircustomers.Theyalsoownalargefleetofaircraftandhaveanextensivehubandspokenetworkwhichextendstomorethantwohundredcountriesaroundtheworld.2.3.2WeaknessesFedEx’sweaknessesderivefromtheirinabilitytodifferentiatethemselvesonawidescalebasisfromitscompetitors,thisishinderingtheirabilitytoachieveaindustrywidecompetitiveadvantage,althoughtheydodominatetheexpressdeliverysegmentofthemarket.AnotherweaknessisFedEx’shighcost,becauseoftheirconstantexpendituresintheirinfrastructure,theyareunabletolowertheirpricesandthustakeawaymarketsharefromcompetitors.27\nFinalReportofMarketingIII.ChineseConsumersBehavior3.1CharactersofChinaconsumerstoexpressdeliveryAtpresident,China'sexpressmarketlevelisunclear,andthehigh-endmarketisverylittle.Sincealargenumberoflow-costprivateexpresscompaniesactiveinthemarket,mostcustomersarealreadyaccustomedtousinglow-costservices.Baseontheservicequalityandefficiency,pricebecomesthemostimportantfactortoaffectexpresscustomers’decisions.What’smore,Self-Logisticsiswell-developedinChina,especiallyinbigEnterprises.Andthethird-partylogisticscompaniesarefacingtomostofsmallandmediumenterprises,agriculturaloperatorsandsmallpackage.Sothecustomersmaysatisfywithlowerpriceifthegoodsaretransferredtorightplacesandinrighttime.Andallthethird-partlogisticscompaniescandoitwell.3.2ConsumersbehaviortoexpressdeliveryExpressdeliverybelongstologistics,andtodaypeoplehavetocontactit.Soexpressdeliveryplayanimportantroleintoday’smarket.Howconsumersmakeabuyingdecision?Therearemainlythreefactorsthatareprice,timeandserviceaffectingconsumers’behavior.•Priceisthemainelementtoaffectconsumers’behavior.Becauseeverypersonorcompanyconsidersthatcostisoneofthemostimportantfactortoitslifeormanagement.•Expressdeliveryrequiresworkingintime.Ifthegoodsarenotdeliverytotheirtargetplaces,theremaybehavemuchtroubletothepersonsorcompanies.•Servicemeansconsumerssatisfaction.Ifyourdeliverydoesn’tsatisfytheirconsumers,you’llloseyourconsumersforever.WecanfindtheresultofconsumerbehaviorthroughthereportthatisinvestigatedbyStatepostBureauofthePeople’sRepublicofChinainAug,2010.27\nFinalReportofMarketingTABLE3-1,SatisfactiontoExpressServicesinJan-Jun,2010SatisfactionSurveyMark(point)Upto2009(point)TotalS.68.62.3PublicS.71.22.0FieldSurveyS.66.02.6ContactServiceS.74.93.4ReceivingServiceS.70.64.3DeliveryServiceS.64.20.0ServiceS.aftersale64.60.0Attention:S.insteadofsatisfaction,Fullmarkis100.Source:StatePostBureauofthePeople’sRepublicofChinaFromthereport,wecanknowthatthereisdifferentsatisfactiondegreetovariousexpressworks.Andpublicsatisfywithcalling,butcomplainofirregularlanguageintelephoneandpickingpackagesinwrongtime.Itissatisfiedbypublicinreceivingjustbecausethecompanieshaveenthusiasmattitude,skilledbusinessandtransparencyprice.Whilepeopledonotsatisfywithemployees’irregularclothingandcomplainthattheywaitlongtimefortheservices.Accordingtothereport,public’complainaremainlydelay,damageandlose,62%,21%and14%oftotalcomplain.SomanypeoplecalltheExpressasslowmail.SOWECANFINDTHEELEMENTAFFECTINGPUBLIC’SATISFACTIONISTIME.27\nFinalReportofMarketingIV.FedExChina’sMarketingStrategies4.1MarketSegmentationandTargetingItisunderstoodthatFedExsegmentedChinesemarketaccordingtoindustry,areaandproducts.BecauseitisdisorderinChineselandtransportmarket,FedExdevelopsinternationalexpressandinternationallogisticsbusiness.4.1.1Marketsegmentationcriteria•IndustryInternationalTrade,ManufactureIndustry,InternalTrade,ServiceIndustry,andsoon•AreaBeijing,Shanghai,Guangzhou,Shenzhen,Kunshan,Jinan,Qingdao,Tianjin,andsoon•ProductGroundcarrierforsmallpackage,Freight,Delivery,TradeNetworks,Supplychainservices,Print,andsoon4.1.2SegmentationandTargetingprogramStep1,Segmentation27\nFinalReportofMarketingIndustry…TradeFreightInternationalTradeDelivery…Area…GuangzhouShanghaiBeijingProductStep2,Targeting4.2PositioningAtfirst,FedExwaspositioningitselfinthehigh-endmarket,anditmainlyservicedforhighvalue-addedproducts.Soitspricewashigherthanothers.ButtheFedExsalesmenfoundthatitsservicewasrefusedbymostofcus-tomersatlast.Whentheyrealizedthedistancebetweenitspositioningandmarket,theychangedtheirpositioningfromhigh-endmarkettogeneralmarket.AndthenFedExreduceditsprice.27\nFinalReportofMarketing4.3CoordinationofChinaMarketingStrategies在业务范围定位策略上，FedEx在其速递业务占据了中国巨大的市场之后，将业务范围定位于综合化、全程化，已集环球、运输、物流、电子商务和供应链管理于一身。其对业务范围的正确定位时期获得了独特的核心竞争优势。FedEx-贯以客户需求为导向，除了提供运输、仓储、配送服务之外，更加注重提供物流解决方案、物流系统的设计等全程的物流服务，为客户提供更多的物流增值服务。拥有核心竞争优势巩固了其已有的市场地位，为企业以后的成功打下了良好的基础。对于网络范围广、反应速度快的速递行业来讲，在企业经营管理方面最重要的是信息管理战略、技术服务战略。FedEx的信息管理系统主要是实时信息系统、电子数据交换系统和全程跟踪系统。其线上交易软件BUSINESSLINK可协助客户整合线上交易的所有环节;通过EDI系统与海关、港口对接，大大提高了信息传递的实时性。在全程跟踪系统上，FedEx在这一高科技领域比竞争对手UPS稍显逊色，但其客户都可借助其网址http://www.fedex.com同步跟踪货物状况，对货物流程一目了然。FedEx的物流配送中心遍及中国各主要城市，通过合理储存客户的产品、使用信息系统接受最准确和最新的信息、缩短循环周期等手段，达到配送的即时化和准确化。综合化经营决定了跨国物流企业长远的发展。国际速递公司最早都是从快件业务起家，而如今已逐渐走向了综合化。涉及的领域已经包括供应链管理、运输服务、电子商务、企业资源规划(ERP)等。FedEx不仅能在24到48小时内为客户提供门到门、代为清关的国际速递服务，而且可为客户提供整合式的供应链解决方案，使企业的物流在流动中透明化、降低库存进而减少所需成本。在客户服务方面，除了建立服务呼叫中心、建立客户信息数据库等，FedEx还为客户提供多方面的增值服务。FedEx特别强调与客户的配合，针对客户的特定需求制定配送方案;FedEx还有一些高附加值的服务，如提供货物的维修运送服务、帮助客户协调数个地点之间的产品组件运送流程等。FedEx向客户免费提供电脑设备和网络查询软件，客户安坐在家中，就可通过互联网跟踪货物的运送情况。27\nFinalReportofMarketing4.4CoordinationofGlobalMarketingStrategiesFedExpursuesaglobalstrategy.Giventheservicetheyprovide,webelievethattheyarepursuingthecorrectstrategy.SinceFedExisadeliveryservice,whichisinanindustrywithaglobalstandard,thereisnotmuchneedforthemtocustomizetheirserviceforeachcountrytheydobusinesswith.Thisisconsistentwiththeglobalbusinessmodel.TheFedExglobalnetworkspans220countries,brokendowninto4Expressnetworks;Asia-Pacific,Canada,Europe-MiddleEast-Africa,&LatinAmerica-Caribbean.Asfarasexportingandimportinggoes,thesecountriesallhavethesamesimplebasicneedsasfarastimelydeliveryisconcerned.FedExdoesneedtocustomizetheirservicesinceitisstandardized.Thisisconsistentwiththeirlowcoststructureapproachthattiesintoatypicalglobalstrategy.Sincetheydon’thavetoraisecostsforcustomizingtheirservice,theyareabletousetheircostadvantageforasuccessfulaggressivepricingstrategy.Theyareabletospendtheirresourcesontechnologyinstead,maintainingtheirfocusonthecuttingedgeandabilitytodeliver,ratherthanoncustomization.IneachExpressnetwork,thereareonlyafewkeylocationsclosetotheaction.Thesearetheheadquartersdesignatedwiththeresponsibilityofmanagingthatregion’soperations.TheirestablishedheadquartersintheAsia-PacificnetworkisinHongKong.TheyhaveacquiredanumberofdeliverybusinessesintheirCanadiannetworktoserveasmultipleheadquarterssince1987.IntheEurope-MiddleEast-Africanetwork,FedExhasfacilitiesinBelgium,Dubai,andSouthAfrica.Miamiand2citiesinMexicoserveastheheadquartersfortheLatinAmerica-Caribbeannetwork.Apresenceinafewkeylocationsabroadisalsopartofaglobalstrategy.Toreview,FedExiscorrectlyusingaglobalstrategybecausetheyhavealowcoststructure,agloballystandardizedservice,andafewkeylocationsabroadthatserve220countries.27\nFinalReportofMarketingV.MarketingMixofFedExChina5.1Productstrategies5.1.1ProducemixManypeoplearefamiliarwithFedEx'sovernightdeliveryservices,andthecompanyisactuallydividedintosevenmajordivisions:•FedExExpress®Theworld'slargestexpresstransportationcompany,serving214countries,includingeveryaddressintheUnitedStates•FedExGround®NorthAmerica'ssecondlargestgroundcarrierforsmallpackageshipments•FedExFreight®ThelargestU.S.regionallessthan-truckloadfreightcompany,whichprovidesnext-dayandsecond-daydeliveryofheavyfreightinboththeUnitedStatesandinternationalmarkets•FedExCustomCritical®Provides24/7nonstop,door-to-doordeliveryofurgentshipmentsintheUnitedStates,Canada,andEurope•FedExTradeNetworks®Facilitatesinternationaltrade,customsbrokerage,andfreightforwarding•FedExServices®Consolidatedsales,marketing,informationtechnology,andsupplychainservicesthatsupportallFedExglobalbrands•Kinko's®Achainofmorethan1,200retailstoresprovidingbusinessservicessuchascopying,publishing,andshippingoperationsButinChina,FedExmainlyservicesinFreight,TradeNetworks.Sowecanconsideritsproductwidthis2.•Freightmainlyexistsininternationalmarket.•TradeNetworksisincludingininternationaltrade,customsbrokerage,andfreightforwarding.Sowecanconsideritsproductlengthis3.27\nFinalReportofMarketing5.1.2BrandTheFutureforFedExCorporationasFedExmovesahead,thecompanyhasalotgoingforit.NoothercarrierscanmatchFedEx'sglobalcapabilitiesoronestopshoppingatleastnotyet.Toincreaseitscompetitiveness,FedExisfocusingonincreasingrevenueandreducingcoststhroughtighterintegrationandconsolidation,improvedproductivity,andreducedcapitalexpenditures.FivethemesframeFedEx'seffortstofullyleveragethestrongfranchiseoftheFedExbrand:Vision:It'sthefoundationofanysuccessfulbusiness,anditstartswiththemanagementteam.Ourcorestrategyisclearandreinforcedthroughouttheorganizationthrougheffectivecommunications.Service:FedExcontinuestostreamlineallourinternalprocessesthattouchthecustomertodeliveraflawlessexperienceeverytime.People:Itsdiverseandtalentedemployeesaroundtheworldareunitedintheirabsolutely,positively,whatever-it-takes,spirit,Nomatterwhichoperatingcompanytheyworkfor,theirteamworkandtheircommitmentrunpurple.Innovation:Theywillcontinuetoinvestinnewtechnologies.Value:Astheyaddmorevaluetoourcustomers'businesses,theybelievetheycanalsocreatemorevalueforourshareowners.5.1.3NewproductNothing5.2PricingStrategies5.2.1PriceDynamicsPeopleconsideredFedEx'spreferentialpricelowercostinexpressindustry,anditspurposeistoseizethemarket.IncludingFederalExpress,theglobalexpressandlogisticscompaniesarefacingtorisingcostsandslowingdevelopment.27\nFinalReportofMarketingButinChinaexpressdeliverymarket,FedExcutdownitspricesandtheresultoflowerpriceisshort-termlosses.In2007,FedExChina’srevenueswereRMB0.135billion,only0.9%ofglobalincomein2008,eventhoughtherewerelargelosses,itwouldnotimpactonthecompany.Tothenormalrules,duringthelossperiod,withtheincreasingbusinesscausedbylowerprices,itbegantoshowthescaleeffectonFedEx,andthelosswouldbereduced.Thelossesintheshorttermcouldbemadeupbyinternationalexpressdeliverybusiness.5.2.2FedExPriceStrategy•LowerPriceStrategyItspriceislowerthanitscompetitors’,andthelowpricestrategyofFedExcreatedagreatpressureonEMS,UPS,DHLandsoon.。国内最大的民营快递企业顺丰速运一位高层说，如果联邦快递的低价策略长期实行，5年内国内快递市场将发生重大变化，外资快递公司将取代本土企业，主导国内快递市场。今年上半年，顺丰速运亏损2000万元，这在该公司15年历史上是第一次出现。2007年，中国快递市场的产值约400亿元，邮政EMS和顺丰速运的收入分别超过90亿元和40亿元，远超联邦快递1.35亿元的国内快递营业额。短期来看，联邦快递大幅降价带给对手们的冲击，主要是沉重的心理压力，而不是市场份额的迅速流失。他们担心以联邦快递为先锋的外资企业主导国内快递市场后，邮政EMS和民营快递公司会遭遇生存危机。尤其是对于力量单薄的民营快递而言，联邦快递的降价让身处困境的它们更加恐慌，部分原因是在联邦快递的低价政策和“拉拢”下，已经有一些重要的大客户流向了后者。业界更大的担心是，联邦快递通过亏损扩张获得国内快递市场主导权后，会像其在墨西哥和埃及市场那样坐地起价，将整个行业置于自己的控制之下。27\nFinalReportofMarketing•PriceListinChinaFIGURE5-1:PriceListofFedExChinaAttention:Theletterstaketheplaceofdifferentcities.A:Guangzhou,Shenzhen,Dongguan,Foshan,Huizhou,Jiangmen,Zhongshan,Zhuhai,Yangjiang,Zhaoqing,Qingyuan27\nFinalReportofMarketingB:Fuzhou,Quanzhou,XiamenC:Shanghai,Nanjing,HangzhouD:Beijing,Tianjin,Shijiazhuang,Tangshan,Qingdao,Jinan,Weifang,Yantai,Weihai,Zibo,Dalian,ShenyangE:Changsha,NanningF:Zhengzhou,Lanzhou,Taiyuan,Wuhan,Hefei,Maanshan,NanchangG:HohhotH:Harbin,Changchun,Urumqi5.3Channel5.3.1ChannelDesign•In2009,webeganoperationsatournewAsia-PacifichubattheGuangzhouBaiyunInternationalAirportinSouthernChina.ThenewhubassumedandexpandedtheactivitiesofourprevioushubinSubicBay,Philippines.WebelievethenewhubwillbetterserveourglobalcustomersdoingbusinessinandwiththeChinaandAsia-Pacificmarkets.•In2007,weinitiatedtime-certaindomesticdeliveryserviceinChina.OurChinadomesticserviceissupportedbyamoney-backguaranteeandreal-timepackagestatustracking.OurChinadomesticnetworkreliesonahub-and-spokesystemcenteredattheHangzhouXiaoshanInternationalAirport,locatedinEastChina’sZhejiangProvince.•In2007,weacquiredTianjinDatianW.GroupCo.,Ltd.’s(“DTWGroup”)fiftypercentshareoftheFedEx-DTWInternationalPriorityjointventureandassetsrelatingtoDTWGroup’sdomesticnetworkinChina.TheacquisitionconvertedourjointventurewithDTWGroup,formedin1999,intoawhollyownedsubsidiary.TheacquisitionincreasedourpresenceinChinaintheinternationalmarketandestablishedourpresenceinthedomesticmarket.27\nFinalReportofMarketing5.3.2ChannelManagementFedExbeganservingChinain1984,andsincethattime,wehaveexpandedourservicetocovermorethan200citiesandcountiesacrossthecountry.WehaverecentlytakenseveralimportantactionsthatincreaseourpresenceinChinaandbolsterourleadershipintheglobalaircargoindustry:5.4Promotion5.4.1Advertisement27\nFinalReportofMarketing5.4.2PR5.4.3OnlineMarketing27\nFinalReportofMarketingVI.Conclusion6.1Whytheysucceeded:successfactorsWhyhasFedExbeensosuccessful?Amajorreasonisthecompany'senviablecorporatecultureandworkforce.Becauseemployeesarecriticaltothecompany'ssuccess,FedExstrivestohirethebestpeopleandoffersthemthebesttrainingandcompensationintheindustry.FedExemployeesareloyal,highlyefficient,andextremelyeffectiveindeliveringgoodservice.Infact,FedExemployeesclaimtohave"purpleblood"tomatchthecompany'sofficialcolor.ItisnotsurprisingthatFedExhasbeennamedoneofthe"100BestCompaniestoWorkFor"sixconsecutiveyears.AnotherreasonforFedEx'ssuccessisitsleadershipininformationtechnologyandcustomerrelationshipmanagement.Thecompany'sfocuson"deliveringcertainty"hasallowedittohoneinonopportunitiesthatgiveFedExadditionalcapabilitiesininnovativeinformationtechnologysolutions.AfinalreasonforFedEx'ssuccessisoutstandingmarketing:FedExisamasteratrecognizinguntappedcustomerneedsandbuildingrelationships.FedExisalsonevercontenttositonitslaurelsasitconstantlystrivestoimproveservice.Andoffermoreoptionstoitscustomers.After30yearsofsuccess,thereislittledoubtthatFredSmith'sCpaperhasbecomeanindispensablepartofthebusinessworld.6.2IntheFuture27\nFinalReportofMarketing6.2.1Opportunities6.2.2MarketingFix6.2.3Attention27\nFinalReportofMarketingReference[1]http://www.chinapost.gov.cn/folder7/folder31/index.html[2]LIDao-sheng.ThedualitystructureandDevelopmentofChineseLogisticsPark[J],LogisticsTechnology,2007(12):13-15[3]http://www.21cbh.com/HTML/2002-12-16/7462.html[4]http://www.fedex.com/cn/[5]http://www.brainmass.com/homework-help/business/marketing/9585527