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<blockquote data-quote="bbsam" data-source="post: 1008815" data-attributes="member: 22662"><p>Simply put, I concur with R1a's assessment of the FDX strategy. I am simply astounded at how many people at Express and UPS simply refuse to face what has been happening for a decade. I remember picking up at an Express station about a year after RPS was purchased the day quarterly reports came out. The op's manager on duty saw it plain as day and commented that Ground had hit unbelievable numbers. It was inevitable to pursue this course. Improve service, keep costs low, reinvest the profits into the network. Comment all you like about, "I saw a Ground driver with tattoos and ...blah, blah, blah..." but the fact remains that we are driven on improvement and we are driven for growth. I don't think we have ever made it a secret that we intend to take and keep market share. What does it matter to us if we canibalize Express? Not like we're losing any love there. </p><p></p><p>As to the later deliveries, I wonder how much that really comes into play for customers. I have learned alot of routes for Ground and noticed often that when I was making deliveries at 13:00 to 14:30, many times I'd be delivering where UPS was also delivering. So when UPS was moving into pickups at 15:00, I was still delivering, but the number of business deliveries made after that time wasn't great. </p><p></p><p>So in short, can Ground really pull off such an ambitious strategy with it's contractor/ISP model? I believe we intend to and judging from past challenges, successes, and failures, I see no reason why we can't. The two-fold question for others is what does that mean to their own business and is there anything they can do to change the trajectory of the competition?</p></blockquote><p></p>
[QUOTE="bbsam, post: 1008815, member: 22662"] Simply put, I concur with R1a's assessment of the FDX strategy. I am simply astounded at how many people at Express and UPS simply refuse to face what has been happening for a decade. I remember picking up at an Express station about a year after RPS was purchased the day quarterly reports came out. The op's manager on duty saw it plain as day and commented that Ground had hit unbelievable numbers. It was inevitable to pursue this course. Improve service, keep costs low, reinvest the profits into the network. Comment all you like about, "I saw a Ground driver with tattoos and ...blah, blah, blah..." but the fact remains that we are driven on improvement and we are driven for growth. I don't think we have ever made it a secret that we intend to take and keep market share. What does it matter to us if we canibalize Express? Not like we're losing any love there. As to the later deliveries, I wonder how much that really comes into play for customers. I have learned alot of routes for Ground and noticed often that when I was making deliveries at 13:00 to 14:30, many times I'd be delivering where UPS was also delivering. So when UPS was moving into pickups at 15:00, I was still delivering, but the number of business deliveries made after that time wasn't great. So in short, can Ground really pull off such an ambitious strategy with it's contractor/ISP model? I believe we intend to and judging from past challenges, successes, and failures, I see no reason why we can't. The two-fold question for others is what does that mean to their own business and is there anything they can do to change the trajectory of the competition? [/QUOTE]
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