FedEx Corporation is a global shipping and business services company headquartered in Memphis, Tennessee. It operates four business segments: FedEx Express, FedEx Ground, FedEx Freight, and FedEx Services. The analyst recommends holding FedEx stock with a target price of $178.46 based on a discounted cash flow valuation. While FedEx is currently undervalued relative to peers, its upside potential is limited at 2.97% given its current stock price of $173.32. The target entry point is $152.53, representing a 17% correction from the current price.
This document provides an overview of how Federal Express progressively changed and expanded its business model through the use of information technology. It describes FedEx's hub and spoke model and how it has helped achieve economies of scale. It outlines FedEx's implementation strategy of progressive change as it grew through company expansion, overseas operations, and IT implementations like web-based customer services and tools. FedEx's use of IT helped automate processes, increase customer satisfaction, and partner with other companies to expand its e-commerce offerings.
This presentation is about FEDEX courier services for MBA student 1st year for Organisational Behavior subject. This is about organisational change in FEDEX company and its competitors
Fedex Business Model And Competitor AlsoShantam Vaish
In this presentation I would like to explain about the history of Fedex and also the supply chain management of fedex.Then after I explained that Who is the competitor of Fedex and SWOT analysis of Fedex.There so many facts and figure about fedex and ups. Some good images also catch the attention of audience.
This document provides an overview of FedEx Corporation, including its mission, history, operations, competitive advantages, and recommendations. FedEx is a global shipping company that offers transportation, e-commerce, and business services. It operates major hubs around the world and has grown significantly since its founding in 1971 through strategic acquisitions and innovations in technology. While the company engages in some ethical practices around sustainability and disaster relief, it has also faced issues with overcharging customers. The document recommends that FedEx continue focusing on cost savings, customer service, and innovation to maintain its competitive edge.
This document provides an overview of FedEx Corporation and its logistics operations. It discusses FedEx's founding in 1971 and expansion over the decades through acquisitions. It describes FedEx's various operating companies including FedEx Express, FedEx Ground, FedEx Freight, and FedEx Custom Critical. It also outlines FedEx's large global transportation network, use of technology, services offered to customers like transportation management and returns, and efforts around innovation.
This document provides an overview of FedEx Corporation including its mission, vision, history, operations, competition, marketing strategies, and recommendations. FedEx is a global shipping company that offers package and freight delivery services internationally. It operates through four business segments and has over 325,000 employees worldwide. The summary discusses FedEx's founding in 1971, expansion over the decades, focus on sustainability and disaster relief efforts. Recommendations include expanding into new markets and controlling operating expenses through improved coordination across regions.
The document analyzes FedEx's operations and capital structure compared to UPS and makes recommendations for improvement. It finds that FedEx has higher costs due to an aging fleet and overreliance on operating leases. It recommends FedEx use financial derivatives, optimize routing, modernize its fleet to cut costs, replace leases with capital leases, and focus on growing its higher margin international segment. Adjusting for off-balance sheet liabilities, FedEx appears more leveraged with lower profitability than UPS.
FedEx began in 1971 as a delivery service focused on overnight document delivery. It has since expanded to offer a wide range of global supply chain and logistics services. FedEx utilizes advanced technology and infrastructure across its network of sorting hubs and facilities to provide delivery services to over 220 countries. Key services include transportation, fulfillment, inventory management, and technology solutions to help customers manage their global supply chains.
This document provides an overview of how Federal Express progressively changed and expanded its business model through the use of information technology. It describes FedEx's hub and spoke model and how it has helped achieve economies of scale. It outlines FedEx's implementation strategy of progressive change as it grew through company expansion, overseas operations, and IT implementations like web-based customer services and tools. FedEx's use of IT helped automate processes, increase customer satisfaction, and partner with other companies to expand its e-commerce offerings.
This presentation is about FEDEX courier services for MBA student 1st year for Organisational Behavior subject. This is about organisational change in FEDEX company and its competitors
Fedex Business Model And Competitor AlsoShantam Vaish
In this presentation I would like to explain about the history of Fedex and also the supply chain management of fedex.Then after I explained that Who is the competitor of Fedex and SWOT analysis of Fedex.There so many facts and figure about fedex and ups. Some good images also catch the attention of audience.
This document provides an overview of FedEx Corporation, including its mission, history, operations, competitive advantages, and recommendations. FedEx is a global shipping company that offers transportation, e-commerce, and business services. It operates major hubs around the world and has grown significantly since its founding in 1971 through strategic acquisitions and innovations in technology. While the company engages in some ethical practices around sustainability and disaster relief, it has also faced issues with overcharging customers. The document recommends that FedEx continue focusing on cost savings, customer service, and innovation to maintain its competitive edge.
This document provides an overview of FedEx Corporation and its logistics operations. It discusses FedEx's founding in 1971 and expansion over the decades through acquisitions. It describes FedEx's various operating companies including FedEx Express, FedEx Ground, FedEx Freight, and FedEx Custom Critical. It also outlines FedEx's large global transportation network, use of technology, services offered to customers like transportation management and returns, and efforts around innovation.
This document provides an overview of FedEx Corporation including its mission, vision, history, operations, competition, marketing strategies, and recommendations. FedEx is a global shipping company that offers package and freight delivery services internationally. It operates through four business segments and has over 325,000 employees worldwide. The summary discusses FedEx's founding in 1971, expansion over the decades, focus on sustainability and disaster relief efforts. Recommendations include expanding into new markets and controlling operating expenses through improved coordination across regions.
The document analyzes FedEx's operations and capital structure compared to UPS and makes recommendations for improvement. It finds that FedEx has higher costs due to an aging fleet and overreliance on operating leases. It recommends FedEx use financial derivatives, optimize routing, modernize its fleet to cut costs, replace leases with capital leases, and focus on growing its higher margin international segment. Adjusting for off-balance sheet liabilities, FedEx appears more leveraged with lower profitability than UPS.
FedEx began in 1971 as a delivery service focused on overnight document delivery. It has since expanded to offer a wide range of global supply chain and logistics services. FedEx utilizes advanced technology and infrastructure across its network of sorting hubs and facilities to provide delivery services to over 220 countries. Key services include transportation, fulfillment, inventory management, and technology solutions to help customers manage their global supply chains.
Case Analysis: The Battle for Value, 2004: FedEx Crop vs United Parcel Servic...Afifah Nabilah
The document is a case analysis report prepared by a group of students for their Corporate Finance course. It provides an introduction to FedEx Corporation and United Parcel Service (UPS), describing their histories, operations, and financial profiles in 2003. It then poses 5 questions for analysis related to how the companies' stock prices and financial performance were impacted by a 2004 air transportation agreement between the US and China that expanded cargo flight access. The students proceed to answer each question by comparing key financial metrics and analyzing factors that influenced FedEx and UPS's relative positions in the market.
1) The document compares FedEx and UPS on various financial metrics from 2003. UPS had higher net income, revenues, and assets compared to FedEx.
2) Several dimensions of competition between the two companies are discussed, including customer focus, price competition, technology usage, and service expansion.
3) Metrics like return on assets, return on equity, economic value added, and market value added in recent years favored UPS, indicating better profitability and management effectiveness at creating shareholder value. Stock price, dividends per share, and annual returns for UPS were also higher than FedEx based on the financial data presented.
FedEx started in 1971 to provide affordable overnight document delivery through airfreight. Over time, it developed state-of-the-art infrastructure and automated technology. FedEx now offers a variety of supply chain services including transportation, logistics, warehouse management, and inventory management across more than 220 countries. It delivers approximately 3.6 million shipments daily through a vast global network of facilities and fleet. FedEx has emerged as a leading global provider of supply chain management services by leveraging its infrastructure and network to better manage customers' supply chains.
FedEx and UPS are major package delivery companies. FedEx was founded in 1971 and focuses on international overnight delivery, while UPS was founded earlier in 1907 and has a larger ground transportation network in the US. Both companies have strengths and opportunities for growth. The recommendation is for FedEx to improve customer loyalty and service reliability through initiatives like text message notifications and a mobile app, while expanding globally. For UPS the recommendation is to improve operating margins through efficiency and expanding high quality services. Overall both companies offer different strengths and strategies for package delivery.
This presentation will give you some information about FedEx technology usage. The procedure of their parcel delivery and use of MIS can be seen in this presentation. Business processes, supply chain management, customer management of FedEx is given in this ppt.
- FedEx was founded in 1971 by Fred Smith with $4 million in capital raised to provide transportation services. UPS was founded in 1907 and provides logistics services including transportation, distribution, and freight.
- Both companies have grown significantly over the years through acquisitions and international expansion. By 2009, FedEx reported $35 billion in revenues and UPS reported $45 billion in revenues.
- Financial projections were made for FedEx and UPS from 2012-2017 based on assumptions about growth rates, costs, tax rates, and capital structure to calculate free cash flows and enterprise values for valuation. The estimated intrinsic share values were above current market prices.
FedEx has been a leader in overnight package delivery through innovative customer relationship management practices. Founder Fredrick Smith stresses the importance of knowing details about shipments like origin, location, destination, and estimated time of arrival. The case outlines FedEx's CRM initiatives over the years that helped save costs, grow customers, and retain customers. It highlights the importance of CRM in the services industry. FedEx launched initiatives like 6X6 Transformation and new e-initiatives to stay ahead of rivals by improving customer satisfaction, tracking systems, and simplifying information access.
The description about the history of FedEx, How FedEx actually works viz from operations point of view, who are the biggest competitiors of FedEx, how many acquisitions they have since they came into business, what was their success mantra and conclusion.
This document provides an analysis of a problem, several alternative solutions, the selection of one solution, an implementation schedule, expected results, and rationale for the chosen solution. It also includes background information on the company and references cited. The summary is in 3 sentences or less as requested.
FedEx is a global supply chain management solutions provider founded in 1971 with headquarters in Memphis, Tennessee. It operates a hub and spoke model with approximately 670 aircraft and over 141,000 employees worldwide, handling around 3.5 million packages daily. FedEx offers various supply chain services including time-critical delivery of parts, a regional distribution center model for customers, and integrated information technology solutions to provide visibility and expedite delivery.
This document presents a case study on FedEx Corporation and its revolutionization of global express delivery. It provides an overview of FedEx's history and financials. Key innovations discussed include the COSMOS package tracking system, hub-and-spoke network, and Global Operations Control Center. The presentation analyzes challenges faced and strategies adopted regarding location decisions, time horizon, and operation management. It also outlines the pros and cons of the hub-and-spoke model.
FedEx was founded in 1971 and has grown to be a global leader in delivery services, with $11.5 billion in revenue as of 2014. It operates through four business segments: FedEx Express, FedEx Ground, FedEx Freight, and FedEx Services. FedEx has established a strong brand through consistent branding elements like its distinctive purple color and "We Understand" tagline. It has grown through strategic acquisitions and by extending its brand across different operating companies through shared branding elements. FedEx continues to invest in technology and innovation to differentiate itself and maintain its competitive edge in the delivery industry.
FedEx transformed its business operations through technology, data, process, and organizational changes. It implemented a CRM tool called Clarify to integrate systems and manage customer information more efficiently. FedEx also improved its website to reduce call volume and costs while improving the customer experience. Key performance metrics like call handling time and customer satisfaction were used to measure the impact of these changes.
The document analyzes the package delivery industry and UPS's potential initial public offering (IPO). It notes that the industry has seen consolidation and increased competition. UPS has strengths like its financial performance and technology leadership but also weaknesses like its unionized workforce. UPS sees opportunities in global growth, e-commerce, and faster delivery. Threats include increased competition. The document considers an IPO to fund acquisitions and enhance UPS's visibility and market valuation. A valuation of UPS using multiple methods supports an average IPO price of $55.42.
This document provides an overview of the history and timeline of FedEx from its founding in 1971 to recent years. Some key details include that FedEx was founded by Frederick W. Smith and began operations in 1973 delivering 186 packages to 25 US cities. It went public on the New York Stock Exchange in 1978 and launched overnight letter service in 1981. The timeline outlines its expansion over the decades through acquisitions, international services, and website launch.
Case Analysis: The Battle for Value, 2004: FedEx Crop vs United Parcel Servic...Afifah Nabilah
FedEx and UPS saw their stock prices rise in early 2004 due to a landmark air transportation agreement between the US and China that opened new cargo routes. FedEx outperformed UPS, with its stock price rising almost 5 times faster, due to FedEx having a larger existing foreign presence and operations in China. While UPS focused on maintaining its status as the industry's low-cost provider and invested heavily in technology and facilities, FedEx successfully entered the overnight delivery market through Smith's strategy of large capital investments and a hub-and-spoke distribution system. An analysis of financial metrics from 1992-2003 showed UPS generally outperformed FedEx in measures of activity, liquidity, solvency, profitability, and growth.
This presentation talks about how FedEx manages its supply chain and how it has expanded its services in all-cargo air carrier, road transportation and ocean freight.
Hub and Spoke Methodology followed by FedEx. 3PL (3rd Party Logistics) and its Quality Driven Management (QDM)
FedEx is a global delivery services company founded in 1971 by Frederick W. Smith. It operates independently through subsidiaries like FedEx Express for express delivery, FedEx Ground for ground delivery, and FedEx Freight for less-than-truckload freight. FedEx uses a hub-and-spoke model and offers integrated applications through operating companies that compete collectively and are managed collaboratively. The company pursues a differentiation strategy through superior operations and technology to provide reliable, time-definite delivery to over 220 countries.
FedEx is a global transportation, e-commerce, and supply chain management company founded in 1971. It handles over 3.3 million packages daily through air and ground services. FedEx has a strong market position in air freight and dominates ground services domestically. It faces competition from UPS and other companies. FedEx uses strategic planning and innovation to guide its goals and growth globally. Its strategies include enhancing postal services provided by the USPS and providing discounted air travel tickets to gain additional profits from its large airline fleet.
- FedEx's mission is to provide high-value logistics and transportation services through focused companies to generate returns for shareholders. It aims to meet customer needs with quality service and develop mutually beneficial relationships with employees, partners and suppliers, prioritizing safety.
- FedEx's strategy is to compete collectively under one brand, operate independently to meet customer needs, and manage collaboratively through workforce, customer and investor relationships.
- Fred Smith is the Chairman and CEO who has led FedEx's growth over 40 years to become a global leader in transportation and logistics, serving over 220 countries with over 300,000 employees.
Case Analysis: The Battle for Value, 2004: FedEx Crop vs United Parcel Servic...Afifah Nabilah
The document is a case analysis report prepared by a group of students for their Corporate Finance course. It provides an introduction to FedEx Corporation and United Parcel Service (UPS), describing their histories, operations, and financial profiles in 2003. It then poses 5 questions for analysis related to how the companies' stock prices and financial performance were impacted by a 2004 air transportation agreement between the US and China that expanded cargo flight access. The students proceed to answer each question by comparing key financial metrics and analyzing factors that influenced FedEx and UPS's relative positions in the market.
1) The document compares FedEx and UPS on various financial metrics from 2003. UPS had higher net income, revenues, and assets compared to FedEx.
2) Several dimensions of competition between the two companies are discussed, including customer focus, price competition, technology usage, and service expansion.
3) Metrics like return on assets, return on equity, economic value added, and market value added in recent years favored UPS, indicating better profitability and management effectiveness at creating shareholder value. Stock price, dividends per share, and annual returns for UPS were also higher than FedEx based on the financial data presented.
FedEx started in 1971 to provide affordable overnight document delivery through airfreight. Over time, it developed state-of-the-art infrastructure and automated technology. FedEx now offers a variety of supply chain services including transportation, logistics, warehouse management, and inventory management across more than 220 countries. It delivers approximately 3.6 million shipments daily through a vast global network of facilities and fleet. FedEx has emerged as a leading global provider of supply chain management services by leveraging its infrastructure and network to better manage customers' supply chains.
FedEx and UPS are major package delivery companies. FedEx was founded in 1971 and focuses on international overnight delivery, while UPS was founded earlier in 1907 and has a larger ground transportation network in the US. Both companies have strengths and opportunities for growth. The recommendation is for FedEx to improve customer loyalty and service reliability through initiatives like text message notifications and a mobile app, while expanding globally. For UPS the recommendation is to improve operating margins through efficiency and expanding high quality services. Overall both companies offer different strengths and strategies for package delivery.
This presentation will give you some information about FedEx technology usage. The procedure of their parcel delivery and use of MIS can be seen in this presentation. Business processes, supply chain management, customer management of FedEx is given in this ppt.
- FedEx was founded in 1971 by Fred Smith with $4 million in capital raised to provide transportation services. UPS was founded in 1907 and provides logistics services including transportation, distribution, and freight.
- Both companies have grown significantly over the years through acquisitions and international expansion. By 2009, FedEx reported $35 billion in revenues and UPS reported $45 billion in revenues.
- Financial projections were made for FedEx and UPS from 2012-2017 based on assumptions about growth rates, costs, tax rates, and capital structure to calculate free cash flows and enterprise values for valuation. The estimated intrinsic share values were above current market prices.
FedEx has been a leader in overnight package delivery through innovative customer relationship management practices. Founder Fredrick Smith stresses the importance of knowing details about shipments like origin, location, destination, and estimated time of arrival. The case outlines FedEx's CRM initiatives over the years that helped save costs, grow customers, and retain customers. It highlights the importance of CRM in the services industry. FedEx launched initiatives like 6X6 Transformation and new e-initiatives to stay ahead of rivals by improving customer satisfaction, tracking systems, and simplifying information access.
The description about the history of FedEx, How FedEx actually works viz from operations point of view, who are the biggest competitiors of FedEx, how many acquisitions they have since they came into business, what was their success mantra and conclusion.
This document provides an analysis of a problem, several alternative solutions, the selection of one solution, an implementation schedule, expected results, and rationale for the chosen solution. It also includes background information on the company and references cited. The summary is in 3 sentences or less as requested.
FedEx is a global supply chain management solutions provider founded in 1971 with headquarters in Memphis, Tennessee. It operates a hub and spoke model with approximately 670 aircraft and over 141,000 employees worldwide, handling around 3.5 million packages daily. FedEx offers various supply chain services including time-critical delivery of parts, a regional distribution center model for customers, and integrated information technology solutions to provide visibility and expedite delivery.
This document presents a case study on FedEx Corporation and its revolutionization of global express delivery. It provides an overview of FedEx's history and financials. Key innovations discussed include the COSMOS package tracking system, hub-and-spoke network, and Global Operations Control Center. The presentation analyzes challenges faced and strategies adopted regarding location decisions, time horizon, and operation management. It also outlines the pros and cons of the hub-and-spoke model.
FedEx was founded in 1971 and has grown to be a global leader in delivery services, with $11.5 billion in revenue as of 2014. It operates through four business segments: FedEx Express, FedEx Ground, FedEx Freight, and FedEx Services. FedEx has established a strong brand through consistent branding elements like its distinctive purple color and "We Understand" tagline. It has grown through strategic acquisitions and by extending its brand across different operating companies through shared branding elements. FedEx continues to invest in technology and innovation to differentiate itself and maintain its competitive edge in the delivery industry.
FedEx transformed its business operations through technology, data, process, and organizational changes. It implemented a CRM tool called Clarify to integrate systems and manage customer information more efficiently. FedEx also improved its website to reduce call volume and costs while improving the customer experience. Key performance metrics like call handling time and customer satisfaction were used to measure the impact of these changes.
The document analyzes the package delivery industry and UPS's potential initial public offering (IPO). It notes that the industry has seen consolidation and increased competition. UPS has strengths like its financial performance and technology leadership but also weaknesses like its unionized workforce. UPS sees opportunities in global growth, e-commerce, and faster delivery. Threats include increased competition. The document considers an IPO to fund acquisitions and enhance UPS's visibility and market valuation. A valuation of UPS using multiple methods supports an average IPO price of $55.42.
This document provides an overview of the history and timeline of FedEx from its founding in 1971 to recent years. Some key details include that FedEx was founded by Frederick W. Smith and began operations in 1973 delivering 186 packages to 25 US cities. It went public on the New York Stock Exchange in 1978 and launched overnight letter service in 1981. The timeline outlines its expansion over the decades through acquisitions, international services, and website launch.
Case Analysis: The Battle for Value, 2004: FedEx Crop vs United Parcel Servic...Afifah Nabilah
FedEx and UPS saw their stock prices rise in early 2004 due to a landmark air transportation agreement between the US and China that opened new cargo routes. FedEx outperformed UPS, with its stock price rising almost 5 times faster, due to FedEx having a larger existing foreign presence and operations in China. While UPS focused on maintaining its status as the industry's low-cost provider and invested heavily in technology and facilities, FedEx successfully entered the overnight delivery market through Smith's strategy of large capital investments and a hub-and-spoke distribution system. An analysis of financial metrics from 1992-2003 showed UPS generally outperformed FedEx in measures of activity, liquidity, solvency, profitability, and growth.
This presentation talks about how FedEx manages its supply chain and how it has expanded its services in all-cargo air carrier, road transportation and ocean freight.
Hub and Spoke Methodology followed by FedEx. 3PL (3rd Party Logistics) and its Quality Driven Management (QDM)
FedEx is a global delivery services company founded in 1971 by Frederick W. Smith. It operates independently through subsidiaries like FedEx Express for express delivery, FedEx Ground for ground delivery, and FedEx Freight for less-than-truckload freight. FedEx uses a hub-and-spoke model and offers integrated applications through operating companies that compete collectively and are managed collaboratively. The company pursues a differentiation strategy through superior operations and technology to provide reliable, time-definite delivery to over 220 countries.
FedEx is a global transportation, e-commerce, and supply chain management company founded in 1971. It handles over 3.3 million packages daily through air and ground services. FedEx has a strong market position in air freight and dominates ground services domestically. It faces competition from UPS and other companies. FedEx uses strategic planning and innovation to guide its goals and growth globally. Its strategies include enhancing postal services provided by the USPS and providing discounted air travel tickets to gain additional profits from its large airline fleet.
- FedEx's mission is to provide high-value logistics and transportation services through focused companies to generate returns for shareholders. It aims to meet customer needs with quality service and develop mutually beneficial relationships with employees, partners and suppliers, prioritizing safety.
- FedEx's strategy is to compete collectively under one brand, operate independently to meet customer needs, and manage collaboratively through workforce, customer and investor relationships.
- Fred Smith is the Chairman and CEO who has led FedEx's growth over 40 years to become a global leader in transportation and logistics, serving over 220 countries with over 300,000 employees.
This document discusses securing microservices in CloudFoundry. It begins by noting the need for microsegmentation as applications move to the cloud and become more elastic. Traditionally defining firewall rules by IP address becomes unmanageable in this environment. The document then proposes defining policies based on application roles and grouping endpoints into policy-defined segments. It provides examples of defining policies by application groups rather than individual IP addresses, avoiding state explosion. This group-based policy approach allows for secure, scalable and intent-based policy definition.
Mtc learnings from isv & enterprise (dated - Dec -2014)Govind Kanshi
This is little dated deck for our learnings - I keep getting multiple requests for it. I have removed one slide for access permissions (RBAC -which are now available).
Fawzy Massoud is a 29-year-old Egyptian national with 7 years of experience working in middle delta electricity production company in regeneration processes. He has experience in water desalination processes, boilers analysis, and maintaining water chemistry in power plant systems. Massoud has a bachelor's degree in chemistry from Cairo University and diplomas in biochemistry analysis and analytical chemistry. He has strong computer skills in Microsoft programs and the internet and is fluent in Arabic and proficient in English.
Fawzy Massoud is a 29-year-old Egyptian national with 7 years of experience in water treatment and boiler chemistry at a middle delta electricity production company. He has experience regenerating various water treatment systems including ion exchange resins, carbon filters, and sand filters. Massoud also has experience dosing chemicals in boiler and cooling water systems to maintain water quality parameters. He holds a Bachelor's degree in chemistry from Cairo University and post-bachelor diplomas in biochemistry analysis and analytical chemistry. Massoud has excellent computer skills in Microsoft operating systems, Word, Excel, and PowerPoint as well as very good English language skills.
School spirit through virtual engagementSara Katine
This document discusses ways for a virtual school to build school spirit and engagement through extracurricular activities and events. It provides examples of clubs, activities, and events for different grade levels, including Kahoot games, a foreign language fair, visits to local colleges and businesses, and a family math night. It also discusses strategies for communication, involvement of parents and the community, and evaluating events to refine future virtual engagement opportunities.
Jeegar Rathod is seeking a challenging position as a QA engineer where he can use his testing skills and knowledge. He has over 5 years of experience in manual and automation testing using tools like Selenium and has worked on projects in various domains including finance, insurance, and building management. He is proficient in test case management, execution, and reporting and has experience working with agile methodologies.
Gasoline production involves exploring for oil deposits, drilling wells to recover crude oil, and refining the crude oil through fractional distillation and additional processes to produce gasoline and other fuels. Refining crude oil through fractional distillation separates it into different hydrocarbon fractions like gasoline. Additives are also added to gasoline during the refining process to improve characteristics like octane rating.
The document summarizes a study on collecting seeds for a bottomland hardwood reforestation project on state land in Wisconsin. Seeds of swamp white oak and hackberry were collected locally at a lower cost than purchasing seeds. A total of $533 was spent on fuel and labor for seed collection. While seed collection has benefits like promoting genetic adaptability, purchasing seeds can be similarly priced and introduces more genetic variation. Better seed collection methods could increase efficiency and lower costs.
APEX helps organizations achieve peak performance through developing their market, operating, and people performance. They use proven tools and methods to accelerate change, build skills, and align strategy, culture, and talent for profitable results. Their approach focuses on identifying strengths, building trust through goal-driven work, and strategic thinking to shift landscapes and build sustainable organizational capacity. APEX has added value for clients through outcomes like cost savings, leadership development, efficiency gains, and accelerated revenue generation.
Sandeep Gondhale is seeking a career that utilizes his education and skills. He has over 7 years of work experience. Currently, he works as an Area Sales Manager for Raymond Ltd in Karnataka and Goa, where he is responsible for channel sales, budgeting, sales targets, market expansion, and account management. Previously, he worked for Gokak Textiles as a Management Trainee in merchandising and business development. Gondhale has an MBA in Marketing and a BBA. He has conducted internships and projects in areas like customer satisfaction, employee satisfaction, and new product launches.
Code Orange is a multiplayer 3D serious game being developed by SiTEL for hospital mass casualty incident training. The game places up to 12 human players in key hospital roles where they must work together in real-time to respond to a simulated terror attack. By immersing trainees in a realistic virtual hospital, Code Orange aims to more effectively teach the procedures, communication skills, and strategic decision making required during a real MCI when normal rules change and resources are scarce. The game is being designed based on input from medical experts and will integrate with SiTEL's learning management system to support ongoing analysis and improvement of training.
The document describes a model for comprehensive diabetic care established at a secondary care government hospital in Sri Lanka. The model aimed to provide individualized care for diabetic patients to help manage their condition and prevent complications. Previously, diabetic patients received limited care in crowded general medical clinics. The new center registered over 2,700 patients in its first year and screened hundreds for complications. It provided education, monitoring, treatment and referrals. Results showed the center identified many patients with undiagnosed complications. The model demonstrated that a comprehensive diabetic program can be successfully implemented with existing hospital resources through coordination and staff motivation.
The document summarizes a case study on implementing a sustainable waste management program at the Base Hospital Panadura in Sri Lanka. Before the program, the hospital did not have proper waste segregation or disposal systems. The new program included building waste collection infrastructure, educating staff and patients, constructing a biogas plant to process organic waste, and obtaining an incinerator for medical waste. As a result, the hospital reduced LP gas usage and costs by 50%, generated income from recycling, and improved the environment and work conditions. Factors for the program's success included staff commitment, collaboration between hospital and local authorities, and applying productivity concepts like teamwork.
Hands-on Lab: Test Drive Your OpenStack NetworkPLUMgrid
Neutron is deployed in the majority of OpenStack clouds but it still constitutes one of the key areas of concerns for organizations world-wide. The transition from traditional hardware-centric networking to the software defined model takes time and learning and requires a mental shift as well as a change in workflows, procedures, tools and best-practices. In this session each participant will be provided with a personal sandbox OpenStack running a live Liberty-based environment and will work on common use cases and applications of SDNs in an OpenStack Cloud. The class will focus on test cases that will move beyond the basics of L2 and L3 and deploy VNFs such as NAT and security policies on top of a 3-tier application topology. The class will also go through exercises that are focused on monitoring and troubleshooting SDNs in an OpenStack cloud.
Hyundai Commercial's financial results have remained solid despite slowing profit growth. Revenue increased 3.3% in the first half of 2013 driven by growth in non-auto profits such as leasing. Expenses also increased due to hiring experts and increased regulation. Asset quality remains excellent with delinquency rates decreasing and reserves exceeding requirements. The company aims to enhance its non-auto business and maintain a conservative financial profile.
Financial Analysis: Kraft Foods Inc. (KFT)Yaw Ofosu
This document provides an analysis of Kraft Foods Inc. (KFT) including its background, financial ratios, projections, financing, capital structure, dividend policy, stock value, analyst opinions, and recommendation. Kraft is the largest food company in the US and world's 2nd largest, with $49.21B in revenue and operations in over 75 countries. The analysis finds KFT has a low risk capital structure and cost of capital of 6.15%. While the current stock price is $31.16, the dividend discount and total corporate value models value the stock at $83.95 and $36.99 respectively. Based on Kraft's strengths and growth opportunities, the recommendation is to buy the stock.
This document analyzes the security of an investment in Under Armour. It provides financial highlights and ratios for 2013-2016 and projections through 2020. Key points include high debt/equity ratios that pose financial risk, increasing assets but decreasing asset turnover, and recommendations to hold the stock with a price target of $30.63 based on discounted cash flow valuation. Risks discussed are related to finances, markets, and operations.
- Caterpillar is a global manufacturer of construction and mining equipment based in the US. It has three main business lines: machinery, engines, and financial products.
- In 2010, Caterpillar saw sales increase 31% from 2009 as the global economy recovered. However, it still faces challenges from competition and economic uncertainty.
- The analyst provides forecasts for Caterpillar's financials through 2015, estimating continued revenue growth. However, they recommend selling the stock due to risks from economic conditions and competitive pressures.
Stantec is a design consulting firm with over 15,000 employees in over 250 locations worldwide. It provides professional consulting services in planning, engineering, infrastructure and energy/resources. The document analyzes Stantec's business operations, industry and competitive landscape, financial performance, valuation using a discounted cash flow model, risks, and recommends a "hold" position with a 12-month target price of $34.1, an 8.8% upside from the current price. Key risks include operational, market, integration and commodity risks.
The document summarizes findings from a global CFO study on the evolving role of finance. It finds that over 70% of CFOs see themselves in an advisory role, and around 60% believe major changes are needed in finance organizations to keep up with industry changes. It also highlights the benefits of achieving both finance efficiency through standards and providing business insight, finding the highest rewards come from excelling in both areas.
The document provides an overview of a financial management course taught by Prof. Dr. H. Aminullah Assagaf. It includes the course syllabus, literature references, and sample content from Chapter 1 on the overview of financial management. The chapter content discusses topics like the goals of financial management, forms of business organization, balance sheets, income statements, and statements of cash flows. It also analyzes sample financial statements of a company called D'Leon to assess the impact of an expansion on its operations.
- Hyundai Capital reported record sales and earnings for 2022 driven by global sales growth and higher priced models.
- Despite a slight decline in global car sales due to chip shortages, operating income increased through sales of high-priced SUVs and Genesis models.
- Earnings remained stable with prime auto assets as the main portfolio, while maintaining conservative risk management.
Wabash National Corp. is recommended to hold at the current price of $20.71. Key points include:
- Wabash has diversified its products beyond dry vans through acquisitions to reduce cyclicality.
- Strong operating performance with increasing margins and returns in recent years.
- Management is experienced and owns significant company shares.
- However, demand remains tied to the economy and industry is highly cyclical.
High-Quality Investment Bankers should pursue Strategy #1 and make an offer to purchase ITGroup for $1 billion. This strategy has the highest expected returns (IRR) of 22.3-26.3% and keeps ITGroup as a single entity. The capital structure would include $110.2 million in cash, $376.4 million in senior debt, $100.4 million in mezzanine debt, and $547.3 million in equity. This leveraged buyout values ITGroup at a transaction value to EBITDA multiple of 10-10.5x.
This document provides an overview of Southwest Airlines' business operations and financial performance. Some key points:
- Southwest operates a fleet of 694 planes, employs 46,000 people, and serves 97 destinations in the US and nearby international markets.
- It has adopted a low-cost business model and focuses on point-to-point routes rather than hubs. The acquisition of AirTran introduced some international flights and services at major airports.
- Major competitors include American, Delta, United, and JetBlue. Southwest saw revenue of $17 billion in 2012 and carried over 134 million passengers as the fourth largest US airline.
- Financial ratios show solid current ratio and times interest earned. Projections estimate 9
Team 2 performed a strategic, accounting, financial, forecasting, and valuation analysis of Procter & Gamble (P&G) to make an investment recommendation. P&G has a long history and is a global leader in consumer goods with 300 brands in over 180 countries. The team found P&G has strengths in its business model and emerging market growth but also faces threats from competition and currency/cost fluctuations. Financial analysis showed consistent profitability and the team provided forecasts under pessimistic, expected, and optimistic scenarios. Valuation models implied the stock is currently a fair investment. The team concluded P&G will likely see steady growth and is not at risk of bankruptcy, so they recommend investing in the company.
The team performed a strategic, financial, and valuation analysis of Procter & Gamble to make an investment recommendation. P&G has a long history and is a global leader in consumer goods with 300 brands. The analysis found strengths in P&G's business model and emerging market growth, but also weaknesses in high competition and commodity costs. Valuation models estimated the stock price could grow moderately assuming the economy improves slowly. The analysis concluded P&G is unlikely to face bankruptcy and would be a fair investment assuming moderate sales growth, recommending investors proceed.
This document provides an overview of financial analysis and summarizes Lowe's financial statements and key performance metrics for 2008. It covers Lowe's balance sheet, income statement, and various financial ratios to measure performance, efficiency, profitability, leverage, and liquidity. The document concludes that financial analysis helps assess a company's past, present and future performance by analyzing historical financial data.
- Discover Financial reported first quarter 2017 financial results, with diluted EPS of $1.43, up 6% year-over-year. Revenue grew 5% to $2.3 billion due to an 8% increase in net interest income, partially offset by higher rewards expense. Credit performance remained stable compared to historical levels.
The document summarizes an investment analysis of Owens Corning (OC), a building materials company. Key points include:
- OC has 3 business segments: roofing, insulation, and composites, with composites making up 30% of total earnings on average.
- The building materials industry is consolidated with the top 3 companies controlling 90% of the US market. OC is the largest US manufacturer.
- Near term factors are positive for OC including tight composite capacity, operating above 90% utilization, forecasted US GDP and housing starts growth, and low oil prices.
- Valuation ranges from $33-65 per share based on DCF and comparable company analyses, with $61+ the price
Presentation- Intel Corp Financial ValuationThao (Mina) Le
1) The valuation project analyzed Intel Corporation using discounted cash flow and multiples valuation approaches.
2) Key findings were that Intel is currently undervalued based on both the DCF valuation which estimated an intrinsic price per share of $43.12 compared to the market price of $37.55, and a multiples comparison to peers.
3) Sensitivity analyses showed that doubling the high growth rate assumption led to a greater increase in valuation than doubling the length of the high growth period.
Edgewater Ranzal Oracle Ace and Director of Technology Mike Killeen was invited to present on the need for profitability and cost management, at Oracle EPM Day in New York.
1. FedEx Corporation
“THE WORLD ON TIME”
NYSE: FDX
Stock Pitch Competition
Saturday, March 14th, 2015
Ashwin Anant: Equity Analyst at Brock Finance & Investment
Group
2. Stock Quote
Data
Friday, March 13th,
2015
Current Price $173.32 (6% 52WH)
52 Week High $183.51
52 Week Low $130.64
TTM P/E 22.90x
Market Cap $49 Billion
Dividend Yield 0.45%
Outstanding Shares 283.31 M
LTM EPS $7.93
Beta 1.15
CEO: Frederick W. Smith
• Founded company in 1971
• Served as board of governors of many
public companies
• Recipient of Global Leadership Award
Executive VP & CFO: Alan B. Graf, Jr.
• Joined the company as a financial analyst
in 1980
• Served as executive VP and CFO of
FedEx Express until 1998
T, Michael Glenn: Executive VP,
Market Development and Corporate
Communications
• Joined FedEx in 1981
• Serves president and Co-CEO of FedEx
Corporate services and is on the
Executive Committee
Overview Industry Analysis Valuation Appendix
Management
Headquarters: Memphis,
Tennessee
Recommendation: Hold
Target Price: $178.46
Target Entry Point: $152.53
3. Company Overview
Market leader in international express transportation and
delivery; First founded in 1971 as an express transportation
company (FedEx Express)
Evolved into a large-cap holding company which owns and
operates four business segments; FedEx Express, FedEx Ground,
FedEx Freight, FedEx Services
Incorporated in 1998 in Delaware as FedEx Corporation; FedEx
Trade Networks has expanded to 13 new countries in Europe,
Africa, Asia and Latin America
Provides logistics services, package delivery and supply chain
management to over 220 countries in the world that make up
90% of the world’s GDP
Overview Industry Analysis Valuation Appendix
4. CoreBusiness/OperatingSegments
Overview Industry Analysis Valuation Appendix
Employs 55000 vehicles including 650 aircraft
Provides door-to-door delivery service, time-definite delivery
Offers temperature controlled delivery, overnight delivery & urgent delivery
Operates 42000 vehicles owned by third-parties, and 44,000 company owned
trailers
Transitioned to the ISP business model to lower liability, add new routes
FedEx Smartpost delivers low-weight, cost efficient packages using USPS
Serves 100% of all US residential locations and businesses, offers money-back
guarantees
Owns 62,000 vehicles
Provides the fastest LTL service in the North American market
Improves cost and time efficiency through FedEx electronic solutions
Provides sales, marketing, IT solutions, and administrative services
Offers FedEx Mobile and FedEx Office apps allow users to track their product
shipping status
Pack Plus provides customized packaging and shipping
5. Macro-economic Catalysts
• Globalization
• Slow growth in emerging markets still outpaces
developed nations
• E-commerce
• E-commerce sales made up 6.5% of total retail
sales in 2014, up from 5.8% in 2013
• E-commerce sales increased by 15.4% in 2014
• Technology & Real-time Data
• Website & mobile app enables shipping tracking
in real time data & customization of shipping
needs
• Innovation in Inventory Management
• Just-in-time purchasing has improved time and
cost efficiency in supply chain management
Overview Industry Analysis Valuation Appendix
Source: U.S. Department of Commerce- US
Census Bureau News
World Bank:
GDP Growth (%)
2010 2011 2012 2013
United States 2.5 1.6 2.3 2.2
Canada 3.4 2.5 1.7 2.0
China 10.4 9.3 7.7 7.7
India 10.3 6.6 4.7 5.0
Source: World Bank
6. Strengths
Strong brand and global presence
Experienced Management team
Emphasis on customer loyalty initiatives; e.g., 15%
discount for customers with FedEx online account
Track record of quality, timely service
Weaknesses
Seasonality of business performance
FedEx lags behind UPS in terms of size and market
share
Reliance on US market and domestic demand
Opportunities
Seven year deal with US Postal Service to boost
revenue growth
Crude Oil Prices have slashed by 50%
Sponsorship of PGA Golf and NFL sporting events
Inflation will help boost consumer spending
Acquisitions
Threats
Strong US Dollar could negatively impact profits
Subject to posting regulations and customs
restrictions when shipping internationally
Shift in demand from Priority shipping to cheaper
Economy shipping
Low fuel prices could result in lower offsetting fuel
surcharges
Indirect competition (Amazon Prime Air)
Situational Analysis
Overview Industry Analysis Valuation Appendix
7. Qualitative Comparison:FEDEXVS UPS
• Segregation of business operations
allows each business segment to be
managed independently which improves
operating efficiency
• Handles an average of 9 Million
packages per day
• Strong balance sheet with lower leverage
• Potential for dividend increases & CAPEX
with strong operating cash flow
• Operates 650 aircraft fleet
• Integrates all types of delivery service
within one network as opposed to
separate segments
• Handles an average of 16 Million
packages per day
• Their 2.68% dividend may not be
sustainable with their current debt
levels at over 292% of operating cash
flow
• Operates 531 aircraft fleet
• Less foreign exposure (25% international
revenues, compared to 30% for FedEx)
Overview Industry Analysis Valuation Appendix
13. Forward looking Strategies
• Meet their $8.00-$9.50 EPS target for the year ended May 31,
2015
• Direct their CAPEX spending towards aircraft modernization,
fuel-efficient vehicles, acquisitions
• Use technology to speed up package sorting and delivery
processes
• Price parcels on a dimensional-weight basis
• Cater to vertical industries such as automobile and healthcare
• Continue to leverage their brand presence and user-friendly
services to retain customer loyalty
Overview Industry Analysis Valuation Appendix
14. FedEx has beat the S&P 500 by 17% points over the last
year
Hold & Buy after 17% correction in stock price
Target Entry Point = $178.46/1.17= $152.53
Overview Industry Analysis Valuation Appendix
Source:
http://www.barchart.com/chart.php?sym=FDX&t=BAR&size=M&v=1&g=1&p=D&d=X&qb=1&style=technical&tem
plate=
22. FedEx Freight
Annual LTL Shipment Statistics
FY 2012 – FY 2015
FY 2012 FY 2013 FY 2014 Q2 YTD FY15
Shipments Per Day
Priority 60,345 59,280 62,868 69,526
Economy 24,511 26,370 27,687 29,230
Total shipments per day 84,856 85,650 90,555 98,756
Weight Per LTL Shipment (lbs)
Priority 1,202 1,237 1,262 1,251
Economy 1,045 990 1,000 1,012
Composite Weight per
LTL Shipment 1,156 1,161 1,182 1,180
23. • Analyst Coverage
• ACCOUNTABILITY
• ARGUS RESEARCH
• B OF A M L
• BAIRD R W
• BARCLAYS CAPITA
• BB & T CAPITAL
• DEUTSCHE BK SEC
• EDWARD JONES
• MACQUARIE CAPIT
• MORGAN STANLEY
• OPPENHEIMER HLD
• RAYMOND JAMES
• STIFEL NICOLAUS
• UBS
• WILLIAM BLAIR
Average Consensus Price Target: $192.50
12 Analysts Rated “Strong Buy”
7 Analysts Rated “Hold”
Overview Industry Analysis Valuation Appendix
Editor's Notes
Plans to improve capital spending to $4.2 billion in 2014 in acquisitions and modernizations of aircraft fleet
Set a profit improvement goal of $1.6 billion dollars for 2016
Increase revenue per package by charging based on dimensional weight
Increased shipping rates by 4.9% as of January 5, 2015
Plans to improve capital spending to $4.2 billion in 2014 in acquisitions and modernizations of aircraft fleet
Set a profit improvement goal of $1.6 billion dollars for 2016
Increase revenue per package by charging based on dimensional weight
Increased shipping rates by 4.9% as of January 5, 2015
Decline in 2013 Operating Income due to re-estimated depreciation on aircraft, business realignment costs, and impairment charges from retiring 10 aircraft
Cash Balance decreased in 2014 due to one-time costs: severance payments for 3600 employees, higher taxes, and capex requirements