E:\E\study\heavy\VIDEO_TS \FedEx Corporation

Corporate Strategy
FedEx Mission Statement is: To produce superior financial returns for its shareowners as it serves its customers with the highest quality transportation, logistics, and ecommerce solutions. There are three principles upon which the Corporate Strategy of FedEx is based. The principles are: 3. To leverage a significant point of competitive differentiation where each company of the FedEx family operates independently but competes collectively, 4. To extend the strength of the powerful FedEx brand name to three subsidiaries and to the holding company, previously named FDX Corporation, 5. To provide a single point of access to customers for sales, customer service, billing and automation systems.

However, in 2001, the company came up with a new strategic plan to generate substantial incremental revenues and profits by focusing on strategic growth opportunities such as:

6. To generate incremental volume in its core transportation business by crossselling all FedEx services, 7. To attract new business from small and medium sized customers, 8. To create new revenue streams with the new FedEx Trade Network Subsidiary and the new FedEx Home Delivery service, 9. To capitalize on e-commerce, 10. To provide meaningful supply chain solutions.

The Corporate Philosophy of FedEx is People-Service-Profit depicting that the prime importance the company gives, is to its employees followed by service and later

the profits.

Human Resource Strategies

FedEx has been recognized for the strength of its management team, but the backbone of the company from the beginning has been its employees. The company has been cited for its: 11. No-layoff Policy, 12. Minority Recruitment Efforts, and 13. Guaranteed Fair Treatment Practice (GFTP)

Amongst the strategic HR practices adapted by FedEx are the: PRISM Human Resource Information System: An information system that results in a paper less environment. It maintains job applicant and employee database and the employees have access to update their data on it. Secondly, the system enables job posting and bidding. And job training and testing are also coordinated by the same system.

Management By Objective point and reward program is also tracked by PRISM whereby employees can monitor their individual progress.

Survey Feedback Action (SFA) Program is another HR practice at FedEx. It is a survey regarding the employee attitude towards their department and the company in general. Upon the results of the feedback from employees and discussions on the employee concerns within 6 weeks time, corrective actions are taken by the management.

Guaranteed Fair Treatment Practice (GFTP): This is a practice that gives rights to employees to have an issue reviewed by progressively higher levels of management starting with a written complaint to the Officer Review to the Executive Review.

Apart from these practices, emphasis is given on Total Quality Management, extensive training is conducted, the company has an open door policy and career progression policy for its employees.

FedEx strives to achieve the goal of 100% customer satisfaction.

Delta Air Lines, Inc.

Corporate Strategy

Delta Air Lines Vision is: To become the worlds best airline.

Delta Air Lines Slogan is: The best get better.

The five key strategic objectives Delta Air Lines, Inc. is following are:

14. To become number one in customer service, 15. To develop a truly global airline network, 16. To build a superior team of employees, 17. To continue its strong financial performance, 18. To find innovative ways to maximize the value of the companys core resources.

The Corporate Strategy mainly is to differentiate itself from competitors through customer services so as to get customer satisfaction and secondly to maximize the profits for shareholders.

While the Operational Strategy of Delta Air Lines, Inc. is to employ hub-and-spoke system under which, a number of flights are scheduled to land at a hub airport within a 30 minute time-span and passengers can then take their connecting flights for their desired destination, avoiding long layovers.

Human Resource Strategies

Delta has always understood the value of its human resource within the organization. Deltas workforce has been the highest paid in the industry. The strategies Delta Air Lines has for its human resource include Family Care Saving Program, Tax Qualified Retirement Plan, Profit Sharing Program under which virtually every employee benefits from the success of Company. Furthermore, Delta Air Line has a proper Rewards and Recognition program under which Above and Beyond is an award which the employees receive. Employees are nominated by their peers for extraordinary work performance every month. The programs objectives are:

19. To instill a sense of ownership in Delta and its customers, 20. Motivate people, and 21. Build teamwork.

Another initiative is to establish Continuous Improvement Teams (CITs) throughout the organization. The CIT process is a problem-solving effort that allows employees to work as a team to identify, analyze, and solve problems that affect their work.

Another HR practice at Delta is of Delta Survey 2000. This is a survey conducted by an independent surveying firm in which employees opinion on leadership trust, safety, job satisfaction, customer services, rewards etc are taken.

Delta has also created a Personal Assistance Office that provides programs and resources to generate solutions to workplace productivity problems and remove barriers to optimal performance such as:

22. Alcoholic Recovery Program: That provides treatment to employees with alcoholic addiction.

23. Critical Incidence Response Program: To assist and provide counseling to those employees who have undergone any critical incident or are under any emotional trauma.

24. Management Consultations: These include consultations for employees who are having performance or productivity problems.

25. Mental Health Benefits: To give access to mental health services.

26. Workplace Violence: To provide a safe working environment.

27. Lunch and Learn: Conducting seminars on various topics.

Apart from the above stated practices, Delta Air line has an open door policy, enewsletter, face to face meetings between executives and employees and excessive training programs.

McDonalds Corporation
Corporate Strategy
McDonalds vision is: To be the worlds best quick service restaurant experience. The companies Philosophy is Q.S.C & V, an abbreviation that stands for Quality food, fast friendly Service, restaurant Cleanliness, and a menu that provides Value.

The companys goal has been to provide the highest quality products and friendly services in clean restaurants at good values.

The Growth Strategy McDonalds has focuses on three key elements:

28. Adding Restaurants, 29. Maximizing Sales and Profits at existing restaurants, 30. Improving international profitability. McDonalds Corporate Strategy is focused on: 31. Providing 100 percent customer satisfaction, 32. Increase market share, 33. Optimize profitability by reducing costs. McDonalds is focused on three worldwide strategies: 34. To be the best employer for its people in each community around the world, 35. To deliver operational excellence to its customers in each of its restaurants, 36. To achieve enduring profitable growth by expanding the brand and leveraging the strengths of the McDonalds system through innovation and technology.

Human Resource Strategies

McDonalds Human Resource Strategy hinges on its ability to infuse every store with its Gung-Ho Culture and Standardized Procedures. Every job is broken down into the smallest steps and the whole process is automated. And this is the reason why McDonalds has been criticized for breeding grounds for robots working for yesterdays assembly lines, not tomorrows high-tech posts. The Human Resource Strategies of McDonalds mainly revolve around managing diversity and managing the human resource in the times of labor shortages. McDonalds is serving up employment opportunities to two growing segments of the workforce: the disabled and the elderly. The McDonalds corporate identification is

strategically named in these employment programs, which are known as McJobs and McMasters. McJobs: This is a program that gives the mentally and physically disabled people, between the ages of 16 to 60, an opportunity to work for McDonalds after graduating from it. The candidates are given proper training. McMasters: A program similar to McJobs but also has a referral program added to it. Managers at McDonalds have been graduated with a degree in Hamburgerology from Hamburger University. Furthermore, McDonalds offers career-development program designed for various minority groups and training for managers that identifies diversity from a valued-added perspective. More than half of the top managers at restaurants owned by McDonalds are women and minorities. McDonalds has an extensive training program for its crew members. Formal classroom sessions are provided in which participants learn management skills, market evaluation, financial budgets and the reinforcement of Q.S.C and V philosophy. A two-week curriculum covers four major areas: Equipment, Operations, Human Relations skills and Interpersonal/Communication Skills. Open door policy is appreciated at McDonalds as well.

The Walt Disney Company

Corporate Strategy
Walt Disney has a two fold Corporate Strategy: 37. To build the greatest entertainment asset base in the world 38. To simultaneously create the greatest entertainment product in the world. The Company entered into 21st century with a strategy that is four-pronged, focusing on: 39. Revitalizing under performing areas (developing new strategies for Consumer Products and Home Video) 40. Achieving greater profitability from existing assets 41. Exploring capital-efficient initiatives to drive long-term growth 42. Continuing development of creative, innovative and engaging products.

Human Resource Strategies

According to Walt Disney: You can dream, create, design and build the most wonderful place in the world, but it requires people to make that dream a reality. Disney has never let the importance of its employees go overlooked. Disneys Human Resource Department consists of ten separate entities, including areas such as: 43. Employee Relations 44. Benefits Administration 45. The Disney University 46. Employee Development 47. Employee Activities and Services 48. Employee Communications The employees working at Disney are referred to as Cast Members as they do not work at a job; instead, they are cast in a role for the show. The cast members share the values of honesty, integrity, respect, courage, openness, diversity and balance. Disneys Orientation Program is of key importance for its cast members which is a part of Disneys well-organized, structure approach to human relations. This is an ongoing process for all Disney cast members, beginning with the recruitment stage. It continuously reinforces the values, philosophies and guest service standards on which Disney has prided it self for so many years. It is during the orientation that cast members learn the art of bringing value to guests. Disney also has a University that teaches Disney Courtesy (customer service), translates company policy and trains employees. Walt Disney has an Employee Relations Philosophy in which they believe in: 49. Being air and impartial in our relations with all employees without regard to race, religion, color, national origin, age, sex, marital status and handicaps. 50. Providing an opportunity for all employees to reach their personal goals while accomplishing the goals of the organization. 51. Providing a safe and meaningful working environment that contributes to a feeling of worth and individual dignity for each member of our family. 52. Providing opportunities for growth and development on the job through comprehensive training programs.

53. Providing competitive pay and benefits that recognize employee loyalty, dedication and individual contribution. 54. Promoting from within the organization when and where feasible. 55. An informal , friendly management style, encouraging open lines of communications at all levels 56. Teamwork, cast members work together towards common understood goals. Disney is rich in heritage, tradition, quality standards and values that it believes are critical factors to its success. Lastly, Disney works to make its vision a reality. By providing the cast members with the opportunity to express their own creative thoughts and direction, Disney has fostered a greater buy-in to the company vision.

Wal-Mart Stores, Inc.

Corporate Strategy
Wal-Mart has obtained a distinctive competitive advantage by targeting small, rural communities which leads to lower operating costs. Wal-Marts store location strategy was innovate along with other factors contributing to its success including rigorous cost control, an excellent distribution network, and a technological advantage. Wal-Mart is Americas top discount store. With its stated goal to be the Low Cost Leader, Wal-Mart has built a network of stores and offices that serve two important functions: it avoids the cost of building separate administrative offices and it creates a strong feeling between store management and customer while promoting a better working bond among coworkers. This design allows managers to interact with the customers during business hours. Wal-Mart distribution system is another key component of its efficiency strategy. Its distribution centers strategically blanket Wal-Marts market areas. Most stores are located within 1 days drive of a distribution center. Deliveries are made daily to each Wal-Mart store.

Human Resource Strategies

Corporate Culture and Philosophy: Our Philosophy is that management role is simply to get the right people in the right

places to do a job and then encourage them to use their own inventiveness to accomplish the task at hand. Sam Walton According to David Glass: We have no superstars at Wal-Mart; we have average people operating in an environment that encourages everyone to perform way above average. Most of us wear a button that says Our people make the difference. That is not the slogan at Wal-Mart, it is a way of life. Our people really do make a difference. The employees working at Wal-Mart Stores are called as Associates because it implies partnership. This partnership goes to past monetary participation to open-door policies. It is Wal-Marts family-like environment that emphasizes team work and encourages employees ideas and participation. Individual contribution to the team effort are welcomed and rewarded. Participatory management from top to bottom is stressed and listening is an important part of managers job. According to Mr. Sam 99% of the best ideas we ever had came from our employees. Sam Walton managed by walking around and expected the same from his managers. To heighten associates sense of mission, they are given plenty of responsibility. Wal-Marts corporate culture is defined by ten basic principles: 57. The customer is always right 58. We are a merchandise-driven company 59. Our people make the difference 60. We communicate with our associates 61. We maintain a strong work ethic 62. Associates are partners 63. Our leaders are also servants 64. Associates are empowered 65. We have integrity in all we do 66. We control our expenses

Store Meetings Every morning before store opens and every evening after store closes, associates and managers meet for ten minutes to discuss overall operations, expectations, how things went and so on. Every Friday morning each store has a general store meeting during which associates at every level can ask questions and expect to get straightforward answers from management. Also companys five most important priorities are set to give employees goals and for the purpose of keeping them focused.

Saturday Morning Meetings at Headquarters Wal-Mart conducts a very informal and relaxed meeting; employee dress casually some in tennis clothes for after meeting fun. The meet to discuss Wal-Mart issues, such as weeks sales, payroll percentages, special promotional items, unusual problems and reports on transportation, loss prevention and information systems. People Division Instead of Personnel Department they have People Division. The Director of People Division says We deal with people; people are our job. The division is divided into five functions: Store operations, warehouse personnel, training and development, general office personnel staff and the Walton Life Fitness Center Staff. A primary focus of the people division is the recruitment of new associates. The Wal-Mart Way It is an ongoing focus on quality with the emphasis on doing everything right the first time because that is the most efficient way. Key elements are: Productivity, Teamwork, the elimination of dumb things, innovation that calls for breaking the frame and an effort to continuously improve. Staffing In-store employees at Walt-Mart consist of two categories: mangers (salaried) and associates (hourly). Every retail outlet is managed by a store manager and one or more assistants. Managers are hired in one of three ways: 67. People from other retail companies with outstanding merchandising skills are recruited. 68. College graduates are hired 69. Hourly associates move up through the ranks.

Training Training is provided to all the employees mostly with the method of On the Job Training. Performance Evaluation Wal-Mart calls the process of performance appraisals as evaluations. All managers and associates are evaluated annually. Associates are hired at higher than minimum wage rate and can expect a raise within first year. New associates receive to evaluations during their first year, first after 90 days and the other on their anniversary date. The four performance levels are below standard, standard, above standard and outstanding.