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CASE 4:
The Battle for Value, 2004:
FedEx Corp. vs. United Parcel Service, Inc.
VALUE CREATION AND ECONOMIC PROFIT
Lecture:
Group 3: F49802134
F49802153
Presentation date: 16th Apr 2012
Case 4: The Battle for Value, 2004: FedEx Corp. vs. United Parcel Service, Inc.
I. OUTLOOK OF CASE 4
Case 4 mentions about the competition between two leading companies in
package- delivery market. FedEx which is the largest foreign presence in China,
with 11 weekly flights, serving 220 Chinese cities, so the companys volumes in
China had grown by more than 50% between 2003 and 2004. UPS which is the
worlds largest package-delivery company and dominant parcel carrier in US,
serving 200 cities in 2003. FedEx had virtually invented customer logistical
management, and was widely perceived as innovative. Historically, UPS had
reputation for being big, bureaucratic and an industry follower.
Two companies have their own market, an individual characteristics, and
inconclusive. Thus, not only based on the development and operation of the two
companies, the analysis also relied on the special purpose financial ratios (
especially Economic Value Added (EVA), an effective measure and rapid for
firm within an industry) to find which company has more competitive advantage.
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Case 4: The Battle for Value, 2004: FedEx Corp. vs. United Parcel Service, Inc.
II. INTRODUCTION
1. FedEx corporation:
Case 4: The Battle for Value, 2004: FedEx Corp. vs. United Parcel Service, Inc.
In 1907 there was a great need in America for private messenger and
delivery services. To help meeting this need, an enterprising 19-year-old, James
E. (Jim) Casey, borrowed $100 from a friend and established the American
Messenger Company in Seattle, Washington.
That initial name was well-suited to the business pursuits of the new
company. In response to telephone calls received at their basement headquarters,
messengers ran errands, delivered packages, and carried notes, baggage, and trays
of food from restaurants. They made most deliveries on foot and used bicycles for
longer trips. Only a few automobiles were in existence at that time and
department stores of the day still used horses and wagons for merchandise
delivery. It would be six years before the United States Parcel Post system would
be established transportation and logistics services. Every day, we manage the
flow of goods, funds, and information in more than 200 countries and territories
worldwide.
The most recent public change came in 2003, when the company
introduced a new brand mark, representing a new, evolved UPS, and showing the
world that its capabilities extend beyond small package delivery. The company
went another step further, adopting the acronym UPS as its formal name, another
indicator of its broad expanse of services. Ever true to its humble origins, the
company maintains its reputation for integrity, reliability, employee ownership,
and customer service. For UPS, the future promises even more accomplishments
as the next chapter in the company's history is written.
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Case 4: The Battle for Value, 2004: FedEx Corp. vs. United Parcel Service, Inc.
Overall, the two companies split the small segment of the Express-Delivery
market. There are ground market and air-express market. While UPS has
dominated the ground area, the air-express has often been FedExs playground.
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Case 4: The Battle for Value, 2004: FedEx Corp. vs. United Parcel Service, Inc.
b. Capital-investment expenditures
The graph shows that from 1992 to 2003, cumulative capital Expenditures
of FedEx and UPS regularly rise. Although the FedExs CCE is more than UPS,
during this period, the two companies matched each others investments in capital
almost exactly.
c. Price competition
Table1: Summary of Announced List-Rate Increase
UPS
1998
1999
2000
2001
2002
2003
2004
Average
UPS ground
3.6%
2.5%
3.1%
3.1%
3.5%
3.9%
1.9%
3.1%
2.5%
3.5%
3.7%
4.0%
3.2%
2.9%
3.3%
U.S export
0.0%
0.0%
2.9%
2.9%
3.9%
2.9%
2.9%
2.2%
FedEx
1998
1999
2000
2001
2002
2003
2004
Average
FedEx ground
3.6%
2.5%
3.1%
3.1%
3.5%
3.9%
1.9%
3.1%
2.8%
0.0%
4.9%
3.5%
3.5%
2.5%
3.0%
0.0%
0.0%
0.0%
2.9%
3.5%
3.5%
2.5%
1.8%
U.S export
It can be seen from the table that price competition of two companies in
ground is the same numbers. There are some small changes of figure in domestic
air and export but it seems that both firms had settled into a predictable pattern of
regular price increase.
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Case 4: The Battle for Value, 2004: FedEx Corp. vs. United Parcel Service, Inc.
UPS
Information
relied
technology
on
DIADS
Information
movements,
customer were
handheld
unit
that
Service expansion
copied
FedExs
quality.
Besides,
combine
with
Dell
and
outbound
shipping.
In short, FedEx and UPS is the same target, development, operation and the
cumulative capital-investment expenditures in the Express-Delivery Market.
Moreover, FedEx is the primary choice for air and international shipping while
UPS donate the ground. So each firm has done everything they can to catch up with
each other and the competition has been fierce.
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Case 4: The Battle for Value, 2004: FedEx Corp. vs. United Parcel Service, Inc.
In China, until 2005 FedEx and UPS just only focused on the import/export
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Case 4: The Battle for Value, 2004: FedEx Corp. vs. United Parcel Service, Inc.
market earlier than its competitors and generated revenues in the international
market, but UPS acquired higher revenues than FedEx at the end in 2003.
3. Performance Assessment
a. EPS, Market Values, and Returns
As can be seen from the graph, stock price and annual return of two
companies increased slightly from 1992 to 1998 and the stock price and annual
return of UPS is higher than FedEx (UPS: AAA shares; FedEx: BBB shares). In
1999, they go up quickly. After that, from 2000 to 2001, they slow down and
finally, they jump steadily. Overlook, two companies increased unstably, but their
growths are similar to each other.
FedExs stock price grow in 1999 because FedEx expanded its network
rapidly to a large number of cities in China and made FedEx had 20% of the
market, so the stock price rise and annual return also rise.
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Case 4: The Battle for Value, 2004: FedEx Corp. vs. United Parcel Service, Inc.
According to the linear, we can see the growth of earning per share of UPS
the same increase with FedEx but EPSs linear of FedEx higher than UPS.
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Case 4: The Battle for Value, 2004: FedEx Corp. vs. United Parcel Service, Inc.
b. Ratio Analysis:
Activity Analysis
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Case 4: The Battle for Value, 2004: FedEx Corp. vs. United Parcel Service, Inc.
Liquidity Analysis
Leverage Analysis
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Case 4: The Battle for Value, 2004: FedEx Corp. vs. United Parcel Service, Inc.
The chart shows the linear of debt/equity ratio of FedEx fall down rapidly.
That means FedEx is not taking advantage of the increased profits that financial
leverage may bring. UPS tend to remain debt/equity ratio so this rate increases
slightly from 1992 to 2003 because UPS want to develop in long term.
Profitability Analysis
In terms of profitability FedEx has consistently been worse than UPS. The
net profit margins demonstrate that while FedEx has 3.69% of each dollar of sales
left over after expenses UPS has 8.65% (in 2003).
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Case 4: The Battle for Value, 2004: FedEx Corp. vs. United Parcel Service, Inc.
Growth
Table 2: AVERAGE OF GROWTH FROM 1992 TO 2003
Sales
Book assets
Net income
Operating income
FedEx
11.53%
9.81%
35.51%
13.64%
UPS
7.32%
8.12%
18.83%
12.35%
With the exception of net income, FedEx has fairly consistently out stepped
UPS in terms of growth of things such as sales and assets. UPS is still fairly high
but FedEx is outperforming them.
C.
Look at the graph, the linear of two companies have the same rise, but
UPS NOPAT is higher than FedExs NOPAT.
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Case 4: The Battle for Value, 2004: FedEx Corp. vs. United Parcel Service, Inc.
Looking at the graph, we can see that linear of UPS WACC tend to reduce
steadily. On the other hand, FedEx linear increases marginally. A low WACC can
show that the UPS created more value for the shareholders out of the projects it
chooses to invest in.
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Case 4: The Battle for Value, 2004: FedEx Corp. vs. United Parcel Service, Inc.
EVA
to analyze how a
Case 4: The Battle for Value, 2004: FedEx Corp. vs. United Parcel Service, Inc.
the firm can accurately determine the real value is created for investors,
shareholders in a certainly time.
The EVA for two companies shows that there is no comparison, by this
standard UPS is the clear victor. FedEx shows a negative $2,252 cumulative EVA
for the period while UPS shows a positive $4,328. EVA values over time will
increase company values, while negative EVA values might decrease company
values.
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Case 4: The Battle for Value, 2004: FedEx Corp. vs. United Parcel Service, Inc.
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Case 4: The Battle for Value, 2004: FedEx Corp. vs. United Parcel Service, Inc.
As the chart shows, we can see both of linear of two companies go up, but
UPSs linear go up stronger than FedExs linear. Increasing MVA that means UPS
is increasing shareholder wealth. And this is the primary goal of any business and
the reason for its existence.
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Case 4: The Battle for Value, 2004: FedEx Corp. vs. United Parcel Service, Inc.
IV. CONCLUSION
FedEx
UPS
Source
(Graph number)
Improving
Improving
Declining
Worse than UPS
High
Weakening
Better than FedEx
Consistently low
Better than FedEx
Lower than FedEx
Graph 6
Graph 7
Graph 8
Graph 9
Table 2
528.02%
Economic profit
EVA 2003
Cumulative for 19922003
EVA
Market value added
Difference
705.95%
Graph4
(in millions)
$170
(in millions)
$1,195
Graph 12
($2,252)
$11,191
$13,443
$4,328
$62,028
$57,700
Graph13
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Case 4: The Battle for Value, 2004: FedEx Corp. vs. United Parcel Service, Inc.
FedEx had set a goal superior financial returns, while UPS targeted
a long-term competitive return. Had the two firms achieved their goals?
And why?
Two firms had achieved their goals. For FedEx, they have seen its revenue
grow from $5.195 billion in 1992 to $17.277 billion in 2003 with a 233% growth
rate. For UPS, almost ratios of UPS are kept with good rise from 1992 to 2003.
Besides, if the firm wants to have a long-term competitive return, should have
balance between debt and equity. During that period, UPSs debt/equity ratio
didnt have dramatic change and it tended to maintain stable.
2.
analysis ratio than FedEx but also the economic profit analysis is higher than the
rival. Although FedEx has a better growth and its profit is still high, market
performance was very positive, but through the EVA, that show us the value of
FedEx is generally lower than UPS. Furthermore, UPS had a reputation for being
big, also is an innovator and a tenacious adversary. In the future, UPS will have
more chance to enter to China market.
3.
annual earnings per share and increases in return on equity were the best measures
for maximizing shareholder wealth. However, there has been a growing awareness
that these conventional accounting measures are not reliably linked to increasing
the value of the companys shares. This occurs because earnings do not reflect
changes in risk and inflation, nor do they take account of the cost of additional
capital invested to finance growth. So, we use EVA to estimate of a business true
economic profit. Because it includes the cost of all capital including the cost of
equity capital (opportunity cost).
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Case 4: The Battle for Value, 2004: FedEx Corp. vs. United Parcel Service, Inc.
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Case 4: The Battle for Value, 2004: FedEx Corp. vs. United Parcel Service, Inc.
VI.
REFERENCES
1. Robert Bruner, Case Studies in Finance, 6th edition, McGRAW-HILL
International Edition.
2. http://www.fastcompany.com/1716317/fedex-vs-ups-by-the-numbers.
3. http://vi.wikipedia.org/wiki/FedEx
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