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UPS Partners
MIP factor?
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<blockquote data-quote="jeepguy63" data-source="post: 1266641" data-attributes="member: 4863"><p>MIP - Probably 60% and we'll be told its a gift, that it should be zero. Big miss on every element. </p><p>Ridiculous goals that go with an "all volume at any price" strategy. </p><p>How does rev per piece increase when sure post volume increases 30% year over year? That and the trade down from premium products to slower, cheaper services. Both are market trends, documented in 2012. </p><p>Try as it may, UPS cannot change the market trend, it can only figure out how to meet the trend in a profitable way. </p><p>This mess at peak was 100% predictable in August. </p><p></p><p>The head of sales should resign or be fired. It's his job to grow the business in line with the strategy - the strategy is linked to the MIP elements. How does he sign new business that is above our processing capacity? How does he sign new business that deteriorates the results below the MIP targets?</p><p></p><p>The COO should resign or be fired. Today, he was able to articulate the problem, and "absolutely" commit to have it fixed in 7 months. His job is to make sure the operation is prepared to execute the company's strategy for the long term. So if the problem can be diagnosed and fixed in 15 days, where in the hell has he been?</p><p></p><p>In UPS fashion, we'll promote them both!</p></blockquote><p></p>
[QUOTE="jeepguy63, post: 1266641, member: 4863"] MIP - Probably 60% and we'll be told its a gift, that it should be zero. Big miss on every element. Ridiculous goals that go with an "all volume at any price" strategy. How does rev per piece increase when sure post volume increases 30% year over year? That and the trade down from premium products to slower, cheaper services. Both are market trends, documented in 2012. Try as it may, UPS cannot change the market trend, it can only figure out how to meet the trend in a profitable way. This mess at peak was 100% predictable in August. The head of sales should resign or be fired. It's his job to grow the business in line with the strategy - the strategy is linked to the MIP elements. How does he sign new business that is above our processing capacity? How does he sign new business that deteriorates the results below the MIP targets? The COO should resign or be fired. Today, he was able to articulate the problem, and "absolutely" commit to have it fixed in 7 months. His job is to make sure the operation is prepared to execute the company's strategy for the long term. So if the problem can be diagnosed and fixed in 15 days, where in the hell has he been? In UPS fashion, we'll promote them both! [/QUOTE]
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