This is a Darden case study.UPS had become an international public company, with a market cap of $74 billion, more than 428,000 employees, $47 billion in sales, and operations in more than 200 nations. A recognized leader among package delivery businesses, its growth had been above sector averages and had historically been through geographical expansion.
To Synchronized Commerce, UPS shifted its business model in 1998 and assumed a new growth strategy called Four Quadrant Model, hopeful to develop its market space by transforming itself into the logistics-solutions corporation. However eight years subsequent to these alterations, UPS was generating merely 17% of its sales from its nonpackage deliveries, with only $2 million of its operating profit coming from the new businesses. In the firm's 2006 Annual Report, the UPS chairman and CEO admitted the disappointing results and comprehended that these results needed a response to the public market.
United Parcel Service of America, Inc. Case Study Solution
PUBLICATION DATE: September 19, 2008 PRODUCT #: UV0906-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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