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<blockquote data-quote="pretzel_man" data-source="post: 687542" data-attributes="member: 927"><p>Tie,</p><p> </p><p>Yes, the rumors are true.... Personally, I do not think the legacy is gone, just different. In my mind the change is due to the lack of growth and the current competition that wasn't there before.</p><p> </p><p>When I started, UPS was your Dad (or Uncle). We were growing and the unwritten rule was that if you were honest and didn't screw up too bad, we would find a place for you. That was always the joke about how people got assigned to Feeder or some preload. </p><p> </p><p>Also back then, we trained our own people in every function. I don't have an IE degree, but UPS taught me IE and I did that work for 15 years. The same was true of HR, Sales, Marketing, etc.</p><p> </p><p>Those inefficiencies were hidden by our growth. That hid many, many sins. Then in the mid 90's we learned that we were bloated and losing volume to our competitors. We started cutting overhead. Remember all the reassessments that took place to cut staffing?</p><p> </p><p>Today, competition is even tougher, and growth is even less. We are no longer the low cost provider and the competition has a much lower cost structure. We are now the market leader with the target on our back....</p><p> </p><p>We have complained that Marketing has not done a great job. We have complained that sales has been ineffective. It looks like the management committee has decided to take tough action because we can no longer afford these inefficiencies.</p><p> </p><p>Did they need to escort them out? I don't think that's fair, but.... Did we want to risk them taking proprietary information with them? They have access to lots of UPS info the rest of us do not have.</p><p> </p><p>Finally.... I agree that there will be more performance based dismissals. Without growth, can we afford less than stellar performance?</p><p> </p><p>I realize that I may be the last of a dying breed. I still teach partnership to my people. I still do policy book readings. I still act as a partner to those I work with. </p><p> </p><p>My intent is to pass the legacy to the next generation as it was passed to me. I think it will be up to them (and us?) to keep it alive....</p><p> </p><p>P-Man</p></blockquote><p></p>
[QUOTE="pretzel_man, post: 687542, member: 927"] Tie, Yes, the rumors are true.... Personally, I do not think the legacy is gone, just different. In my mind the change is due to the lack of growth and the current competition that wasn't there before. When I started, UPS was your Dad (or Uncle). We were growing and the unwritten rule was that if you were honest and didn't screw up too bad, we would find a place for you. That was always the joke about how people got assigned to Feeder or some preload. Also back then, we trained our own people in every function. I don't have an IE degree, but UPS taught me IE and I did that work for 15 years. The same was true of HR, Sales, Marketing, etc. Those inefficiencies were hidden by our growth. That hid many, many sins. Then in the mid 90's we learned that we were bloated and losing volume to our competitors. We started cutting overhead. Remember all the reassessments that took place to cut staffing? Today, competition is even tougher, and growth is even less. We are no longer the low cost provider and the competition has a much lower cost structure. We are now the market leader with the target on our back.... We have complained that Marketing has not done a great job. We have complained that sales has been ineffective. It looks like the management committee has decided to take tough action because we can no longer afford these inefficiencies. Did they need to escort them out? I don't think that's fair, but.... Did we want to risk them taking proprietary information with them? They have access to lots of UPS info the rest of us do not have. Finally.... I agree that there will be more performance based dismissals. Without growth, can we afford less than stellar performance? I realize that I may be the last of a dying breed. I still teach partnership to my people. I still do policy book readings. I still act as a partner to those I work with. My intent is to pass the legacy to the next generation as it was passed to me. I think it will be up to them (and us?) to keep it alive.... P-Man [/QUOTE]
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