FedEx India - Managing People

Details

Case Code : CLSM008
Publication date : 2005
Subject : Services Marketing
Industry : Courier and postal services
Length : 03 Pages
Price : Rs. 100

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Key words:

Fedex, Cargo and Courier Companies, Prakash Airfreight Pvt. Ltd., (Pafex), People-Friendly Policies, Recruitment Process, Work Culture, Jacques Creeten, In-House Training, E-Learning Program, Career Opportunities, Reward And Award Schemes, Super Star, Bravo Zulu, Circle of Excellence, The Five Star Award, The Q=P Award, The Quality Success Story (QSS) Award, The Golden Falcon Award, 360 Degree Performance Appraisal System

Note

1: This caselet is intended for use only in class discussions.
2: More comprehensive case studies are priced at Rs.200 to Rs.700 (US $5 to US $16) per copy.

 

Abstract:

The caselet outlines the human resource policies followed by FedEx India. It provides details about the recruitment and training processes at FedEx India. The various rewards and award schemes instituted by the company in order to motivate the employees are also examined. Finally, the caselet touches upon Fedex India's 360 degree performance appraisal system.

Issues:   » Importance of people in services.   » Recruitment and training strategies in service industry.   » Motivating employees in services. Introduction FedEx is one of the largest express cargo and courier companies in the world with more than 138,000 employees operating in 215 countries. In the fiscal year 2003-2004, it recorded revenues of US$ 24.7bn.

The company launched its services in India in 1995 and at present, it has a direct presence in cities like Delhi, Chennai, Bangalore, Hyderabad, Tirupur, Kolkata, and Ahmedabad.

It has a tie-up with Prakash Airfreight Pvt. Ltd., (Pafex), where Pafex looks after the domestic cargo and FedEx handles international packages. The company currently employs 220 people in India. FedEx is known not just for its express delivery services, but also for the people-friendly policies that it employs in the organization...

Questions for Discussion:

1. With the opening up of the telephony market and the entry of private players, BSNL began to face declining revenues and the erosion of its customer base. Discuss the basic measures adapted by BSNL to restructure and revive its business from the service quality gap model context.

2. BSNL plans to launch the broadband Internet service 'Dataone' in a big way. What kind of pricing strategy should BSNL adopt to attract customers and improve market share?