Quality& management strategies

Burnescu Adelina

Quality defined by the American Society for Quality Control

ASQ , with their motto The Global Voice of Quality, shows that their understanding of quality is broadly interpreted and applied worldwide, being a global community of experts and the leading authority in all fields, organizations and industries. Also, their professional team is a proof of how their services are delivered, in terms of quality. Their development, credentials, knowledge and information are driven by the sense of responsibility to improve lives, workplaces and communities, by applying quality tools and techniques. ASQs vision states that by making quality a global priority, an organizational imperative, and a personal ethic, the American Society for Quality becomes the community for everyone who seeks quality concepts, technology and tools to improve themselves and their world. According to Stephen Hacker( QBOK,2009), the pursuit of the quality ideal begins with the pursuit of personal excellence, which leads further on to an operational and organizational one. For both individuals and organizations, the overall message is that quality brings innovation and methods for unleashing the creative spirit, value for society, sustainable success and profit, and of course, social responsibility(SR). Quality is a subjective term, depending on each person or sector. In technical terms, it represents the characteristics of a product or service that bear on its ability to satisfy stated or implied needs or it is a product or service free of deficiencies. According to Joseph Juran( ASQs Board Member), quality means fitness for use. He also considers that it is most important that top management be quality-minded and in the absence of sincere manifestation of interest at the top, little will happen below.

ISO 9000

Quality professionals use the term standards for many things, such as metrics, specifications, statements, categories, segments, groupings or behaviours. But usually when they talk about standards, theyre talking about quality management. Management standards address the needs of organizations in training, quality auditing and quality-management systems. ISO is the International Organization for Standardization. It has a membership of 158 national standards institutes from countries large and small, industrialized and developing, in all regions of the world, ISO develops voluntary technical standards which add value to all types of business operations. They contribute to the dissemination of technology and good business practice. They support the development, manufacturing and supply of more efficient, safer and cleaner products and services. They make trade between countries easier and fairer. ISO standards also safeguard users and consumers, and make many aspects of their lives simpler. Originally published in 1987 by the International Organization for Standardization (ISO), the ISO 9000 Series is a set of international standards for quality management and quality assurance. The standards were developed to help companies effectively document the elements they need to maintain an efficient quality system. They are not specific and include many industries. ISO 9000 can help a company satisfy its customers, meet regulatory requirements and achieve continual improvement. But its a first step, many quality professionals will tell you, the base level of a quality system, not a complete guarantee of quality. The 9000 series underwent major revision in 2000 and now includes ISO 9000:2005 (definitions), ISO 9001:2008 (requirements) and ISO 9004:2009 (continuous improvement). The ISO 9000 sets the stage for understanding the basic elements of quality management by introducing the users to the eight Quality Management Principles :

Customer focus Leadership Involvement of people Process approach System approach to management Continual improvement( Fig.1) Measurement analysis and improvement

Management responsibility Focus, policy, planning, objectives

Resource management Allocation

Requirements - Input-Product realization- Output- Satisfaction Process Management Customers& Feedback

QMS and documentation Fig.1

Factual approach to decision-making Mutually beneficial supplier relationships

In order for the ISO 9000 family to maintain its effectiveness, the standards are periodically reviewed to benefit from new developments in the quality management field and also from user feedback. The structural and organizational requirements of ISO management systems standards are designed to be compatible, that is why many organizations expand their management systems by extending the ISO 9000 structure with the ISO 14000 one, which is the environmental management system.

ISO 14000

ISO approaches in multiple ways the needs of all stakeholders from business, industry, governmental authorities and nongovernmental organizations, as well as consumers, in the field of the environment, that is why it has developed standards that help organizations in managing environmental issues: the ISO 14000 environmental management standards can be implemented in any type of organization. Organizations around the world, as well as their stakeholders, are becoming increasingly aware of the need for environmental management, socially responsible behavior, and sustainable growth and development. This is why they adopt the proactive management systems that cover environmental aspects. In addition they apply risk management, corporate governance and sound operational and financial practices and performance. International Standards are becoming increasingly important for organizations to work towards common and comparable environmental management practices to support the sustainability of their organizations, products, and services. They develop normative documents to facilitate the fusion of businesses and environmental goals by encouraging the introduction of environmental aspects in product design. The wide portfolio offers samples, regulations and test methods that deal with specific environmental challenges, such as the quality of air, water and soil, as well as noise, radiation and for controlling the transport of dangerous contents. ISO 14000 was established in 1993, as a result of ISOs commitment to respond to the complex challenge of sustainable development discussed at the 1992 United Nations Conference on Environment and Development in Rio de Janeiro. In addition, the ISO Strategic Advisory Group on Environment( SAGE), which was

established in 1991, brought more than 100 environmental experts who helped define and find the best International Standards for environmental management. The leaders of the committee are the developing country of Brazil and the developed country of Canada. ISO 14000 continues to find innovative ways of following standard development process, without increasing their carbon footprint, but most of the published documents are covering environmental Management Systems, Auditing, Performance evaluation, Labelling, Communication, Product development and design, Greenhouse gas Management.

Malcolm Baldrige National Quality Award

The Baldrige Award is named after the late Secretary of Commerce Malcolm Baldrige. His managerial excellence contributed to long-term improvement in efficiency and effectiveness of the government. The U.S. Commerce Department's National Institute of Standards and Technology(NIST) manages the award and American Society for Quality Control(ASQ), previously mentioned, administers it. The Baldrige Program is the nation's public-private partnership dedicated to performance excellence. Along with its awards, the Baldrige Program raises awareness about the importance of performance excellence in driving the U.S. and global economy. It also provides organizational assessment tools and criteria, it educates leaders in businesses, schools, health care organizations, and government and nonprofit agencies about the practices of best-in-class organizations. It was established by the U.S. Congress in 1987 for manufacturers, service businesses and small businesses. The award is presented annually by the President of the U.S. to organizations that demonstrate quality and performance excellence. Three awards are given every year in each of the six categories: 1.Manufacturing 2.Service company 3.Small business 4.Education( added in 1999) 5.Healthcare( added in 1999) 6.Nonprofit( added in 2007) Organizations that apply for the Baldrige Award are judged by an independent board of examiners. The selection is made, based on achievement and improvement in seven areas, known as the Baldrige Criteria for Performance Excellence:

Leadership: strong management within the organization and outside it, towards

community Strategic planning: plans implemented in achieving strategic goals Customer and market focus: strong, lasting relationships Measurement, analysis, and knowledge management: data usage in supporting key

processes and performance management H.R. focus: empowerment and involvement of the workforce Process management: design, management and improvement of processes Business/organizational performance results: Customer satisfaction, Finance,

H.R., Operations, Suppliers and Partners, Governance and Social Responsibility, Comparison with Competitors

According to the criteria specified, and researching the award list chronologically, I have selected some of the companies that took the award, and are quite known worldwide, not only in the U.S.:

1988- Motorola Inc. 1990- Federal Express Corporation Cadillac Motor Car Corporation IBM Rochester 1992- Ritz- Carlton Hotel Company 1999-(now Mariott International) 2010- Nestle Purina PetCare Co. 2011- Henry Ford Health System

(manufacturing) (service) (manufacturing) (manufacturing) ( service) (service) (manufacturing) (healthcare)

In addition to the Baldrige award, the Global Excellence Model Council( GEM) , made up of the Chief Executives of national Excellence Models and Award Programs from around the world(Australia, Europe, Brazil, Mexico, Spain, India, Japan and Singapore), use this global fraternity to work on common concerns and to share with the Baldrige examiners training and strategies. They also work on developing a set of performance measures which can, again, become criteria for the businesses that apply for the award.

Nike Inc.

The company started in Oregon, with a handshake between two visionaries, Bill Bowerman( a nationally respected track and field coach at the University of Oregon) and Phil Knight(a talented middle-distance runner from Portland, student at the University of Oregon), who pioneered a revolution in athletic footwear that redefined the industry. They established a company in U.S.( Blue Ribbon), which was at first, a footwear distributor. Their modest goal then was to distribute low-cost, high-quality Japanese athletic shoes to American consumers in an attempt to break Germany's domination of the domestic industry. Later on, together with the people hired, it became a global marketer of athletic footwear, apparel and equipment. Nike Inc. has been able to attain this premier position through "quality production, innovative products, and aggressive marketing." Along the way, they have spread their wings, by creating other several brands, including Cole Haan, Converse Inc., Hurley International LLC, NIKE Golf, and Umbro Ltd. Today, Nike operates in more than 160 countries around the globe. Through suppliers, shippers, retailers and other service providers, they employ, directly or indirectly nearly one million people. That includes more than 35,000 Nike employees across six continents, each one bringing their own contribution to fulfill the mission statement of the company: to bring inspiration and innovation to every athlete in the world. Their mission is to harness diversity and inclusion to inspire ideas and ignite innovation. Nike still operates on this philosophy today. It is one that has helped athletes and stakeholders alike to realize athletic and financial greatness. Despite a changing marketplace for athletic footwear, they will continue to expand their product lines and marketing reach to become a more powerful global brand. Having the fact that most companied approach diversity to grow as a business, Nike finds it essential for their inspiration and innovation. The company takes into consideration opinions,

backgrounds and perspectives, so that any idea will be used and transformed in something bigger. And you know as well as anyone: if there is no Idea, there is no Nike. To accomplish this mission, the diversity& inclusion team : shares the fundamentals of diversity and inclusion to build awareness and understanding( creates belief in the brand within diverse consumer base) uses diversity and inclusion to inspire new ideas( recruitment of the most dynamic people, enriches the creativity that shapes the brand) encourages connections between unlikely players( grows their competitive advantage) Their work in diversity and inclusion in the years ahead focuses on: building a common platform where leaders, employees and partners will see the value in leveraging surprising combinations, connections and intersections to solve everyday business challenges. measuring key shifts in definitions of diversity and inclusion measuring the shifts in relation to future cultural assessment results launching programs that reward and recognize employees who consistently create welcoming and inclusive environments where a rich diversity of people and ideas lead to greater innovation. As for the companys objectives, they are based on corporate strategies. On their main website, Nike shared an ambitious program of five-year goals, focusing on: factories and workers, the environment and communities. The chart outlines their progress toward 2011 targets,

including whether they are on track, there is still work to be done or they rethought their goals due to a change in strategy or better understanding of the challenges. Objective no.1: Bring about systemic change for workers in the footwear, apparel and equipment industries through: HRM training, implementation of Freedom of Association education program, surveying workers(benefits, compensations, health, safety), promoting multi-brand collaboration on improving global working conditions, reducing excessive overtime incidents(comply the Code of Conduct, educate category managers and line developers, reducing number of apparel styles, adopting lean manufacturing principles and capacity building) , improving working conditions in contract factories, promoting transparency and collaborating on solutions with the broader industry(2005, Nike was the first company in the industry to disclose its factory list. Committed to supply chain transparency by updating public disclosure of the contract factories worldwide that are producing Nike-branded products), equitable and empowered workers in contract factories. Objective no.2: Create sustainable products and business models through: Reduction in grams of waste generated per pair, introduction of light- weight shoe boxes, innovation for shipping cartons, development of product season, reducing and maintaining the grams of volatile organic compounds(petroleum-derived solvents) per pair, increasing usage of EPMs (Environmentally Preferred Materials), preparing a new Material Analysis Tool and implementing it, shifting focus in 2007 on categories of sport, prompting a company-wide organizational review( completed a major reorganization at the end of 2009 and emerged a simpler organization aligned across geographies, categories, functions and retail, preparing Nike for the future by aligning greatest strengths against biggest opportunities). Objective no.3: Climate Change through:

Reduction of CO2 emissions footprint in manufacturing plants, also compared with the business growth within the timeframe 2003-2009 ( increase of 70% in revenue), facilities and business travel climate of Nike brand and Nike Inc. to be a larger future objective starting with the 2011 Climate& Energy Strategy, helping the company fast- track integration of corporate responsibility into its business, developing scalable solutions to enable Nike's evolution to a closed-loop business model, that moves closer to achieving zero waste by completely reusing, recycling or composting all materials, launching in 2010 the GreenXchange platform, a collaborative network, promoting the creation and adoption of technologies that have the potential to solve important global problems and industry-wide sustainability challenges, engaging consumers, especially young people, to take action around sustainability( the launch of nikegamechangers.com, a digital platform for engaging and empowering consumers to join in tackling social and environmental issues), founding member of Business for Innovative Climate and Energy Policy( calling for strong U.S. climate and energy legislation to spur the clean energy economy and reduce global warming pollution, advocating for the World Bank, International Finance Corporation and other global institutions to create safety nets for supply chain workers displaced due to the global recession).

Objective no.4: Let me play. Unleashing potential through sport: Investing in 2007 an additional $315 million into programs worldwide ($168.82 million invested in two years, until 2009). The Nike Foundation manages a portfolio of investments and strategic approaches, including: grant making, donations, capacity building of organizations, support of social entrepreneurship, advocacy and co-investment of funds.

PepsiCo.

Corporate Mission Statement We aspire to make PepsiCo the world's premier consumer products company, focused on convenient foods and beverages. We seek to produce healthy financial rewards for investors as we provide opportunities for growth and enrichment to our associates, our business partners and the communities in which we operate. And in everything we do, we strive to act with honesty, openness, fairness and integrity. Planned long-term strategies and achieved objectives through a set of quantified goals: As a company that provides globally food and beverage, with respected names such as Pepsi- Cola, Lays, Tropicana, Getorade, and others, Pepsico continues to build a portfolio of healthy products, to provide a good working environment and to find innovative ways of reducing the use of energy, water and packaging, also with providing a good business network with their associates. Additionally, the respect, support and investment in local communities is essential. Through communicating better with the society, more workplaces are created, products are designed for local tastes and combined with partnerships between PepsiCo, local farmers and governments, a healthier future is foreseen, with more successful future for PepsiCo too. That is why, the company stated some of their main objectives, in relation with their investors, associates, society and environment. As a leading food and beverage company thats both global and local, PepsiCo has considerable inuence to address world issues, such as affordable health, good nutrition, water availability, climate change, sustainable agriculture and sustainable packaging, within their businesses and communities. PepsiCo is focused on a strategic initiative with the title Performance with Purpose, which includes objectives and goals that are time- bound and

measurable and commitments that are not time-bound, but critical to the business, according with the report published by the company in 2010: Strategy no.1: Performance: the strategy of maximizing shareholder value (delivering superior, sustainable financial performance, long-term profitable growth) Grow international revenues at two times real global GDP growth rate( in 2010, their revenues outside the U.S. grew approximately 30%, well ahead their goal) Sustain or improve brand equity scores for PepsiCos 19 billion-dollar brands in the top 10 markets. Increase cash ow in proportion to net income growth over three-year windows. Deliver total shareholder returns in the top quartile of their industry group. Utilize a robust corporate governance structure to best represent the interests of PepsiCo and its shareholders. Strategy no.2: Human Sustainability: addressing global and complex nutrition needs (providing customers with a variety of product choices and information to help them live balanced and healthier lives) Goal no.1: Reduce the average amount of saturated fat per serving in key global food brands, in key countries, by 15% by 2020, compared to a 2006 baseline (aggressively pursuing the use of alternative cooking oils for their savory snacks; using sunflower oil in the U.K. and rice bran oil in India) Goal no.2: Reduce the average amount of added sugar per serving in key global beverage brands, in key countries, by 25% by 2020, compared to a 2006 baseline ( launching Tropicanas Trop50, which delivers the benefits of orange juice with 50% less sugar and fewer calories; Gatorades G2, a low-calorie sports drink; SoBe, an all-natural and zero-calorie drink;

and Lipton Naturals, which has reduced sugar by half; investing in alternative lower-calorie sweeteners, while maintaining the great taste their brands) Goal no.3: Reduce the average amount of sodium per serving in key global food brands, in key countries, by 25% by 2015, compared to a 2006 baseline (Frito-Lay in the U.S. will reduce sodium by nearly 25%, on average, across its entire flavored potato chip portfolio, including Lays) Goal no.4: Increase the amount of whole grains, fruits, vegetables, nuts, seeds and lowfat dairy in their global product portfolio ( expanding existing Good-For-You brands in new markets and through acquisitions such as Lebedyansky juice and Wimm-BillDann dairy businesses in Russia, providing sustainability training and business support to farmers, investing, applying and scaling new technology, researching and testing new varietals of crops used in their products, such as potatoes and oats that can thrive in unforgiving climates; PepsiCo will also launch a small agriculture pilot in 2011 in Ethiopia to develop best practices in the cultivation of chickpea, a nutritious, protein-rich legume with environmental benefits as a nitrogen-fixing crop). Strategy no.3: Environmental Sustainability: being a good steward of the planets natural resources (implementing efficient technologies and processes to minimize their use of natural resources) Goal no.1: Improve their water-use efficiency by 20% per unit of production by 2015 (improving the overall water-use efficiency by 18.3% for manufacturing operations through 2010, which means a global water savings of nearly 13.8 billion liters compared with 2006; being one of the first companies to make a commitment to the Human Right to Water, working with Water.org, Safe Water Network, Earth Institute and Save the Children, providing funding and on the ground support to make clean water available to more people, working with The Nature Conservancy and Conservation International to make sure the best water management practices

are being used, including water risk assessments, water footprinting and watershed protection activities) Goal no.2: Reduce their fuel-use intensity by 25% per unit of production by 2015 (achieved an average combined reduction of 12% per-unit use of thermal energy in food and beverage plants, running Casa Grande facility, a net zero plant, almost entirely on renewable fuels and recycled water; using less fertilizer yields, more uniform chips and lowers carbon footprint) Goal no.3: Continue to lead the industry by incorporating at least 10% recycled rPETs in their primary soft drink containers in the U.S., and broadly expand the use of rPET across key international markets (PepsiCo has developed the worlds first 100% plant-based bottle-resin, that will help reduce carbon footprint; reduced packaging weight with lightweight closures by more than 40 million pounds; improving can and plastic bottle recycling, by introducing the Dream Machine recycling kiosks and bins at popular public locations across North America; installed almost 500 kiosks, placed roughly 2,000 bins, and created recycling programs in more than 550 schools in 32 states, collected approximately 9 million units and more than 450,000 pounds of plastic bottles and aluminum cans. The campaign is a PepsiCo partnership with Waste Management, Greenopolis and Keep America Beautiful) Strategy no.4: Talent Sustainability: helping their associates and the communities where they do business succeed ( creating employment opportunities and developing associates) Goal no.1: Foster diversity and inclusion by developing a workforce that reects local communities (in 2010, DiversityBusiness.com Magazine ranked PepsiCo among the Top 50 Organizations for Diversity; in China, females in the executive ranks have reached 38.9% in total as of December 2010; encouraging corporate leadership for gender equity: Indra Nooyi has

signed a CEO statement of support for the Womens Empowerment Principles- Equality Means Business.) Goal no.2: Ensure a safe workplace by continuing to reduce lost-time injury rates, while striving to improve other occupational health and safety metrics through best practices (regular and rigorous safety training, strong oversight by the PepsiCo Health and Safety Leadership Council, reduced their Lost-Time Injury Rate by more than 30% in their global manufacturing operations) Last goal: Giving back to the community through the Pepsi brand (launched in the U.S. and Canada in 2010, the Pepsi Refresh Project, provided more than $20 million to fund the building of playgrounds, providing musical instruments to students, supporting energy-efficiency installations; awarded 400 grants and touched more than 1 million people across the country; going global in 2011 too) In addition, along with PepsiCo Foundation, a set of 8 UN Millennium Development Goals were established(eradicate extreme poverty and hunger, achieve universal primary school education, promote gender equality and empower women, reduce child mortality, improve maternal health, combat HIV/AIDS, malaria and other diseases, ensure environmental sustainability, develop a global partnership for development)

McDonalds

McDonalds success is built on a foundation of personal and professional integrity. Hundreds of millions of people around the world trust McDonalds, earning trust everyday by serving safe food, respecting their customers and employees and delivering outstanding Quality, Service, Cleanliness and Value (QSC&V). McDonald built on this trust by being ethical, truthful and dependable. The companys worldwide operations are aligned around a global strategy called the Plan to Win, which focuses on an exceptional customer experience People, Products, Place, Price and Promotion, being committed to continuously improvement in their operations and enhancing the customers' experience. Around 65% of McDonalds restaurants and approximately 75% of its revenues are generated in the United State and Europe. So, the most important strategic approach for maintaining its leading position is to keep their major markets at the same time expanding their business into the other emerging markets. However, different consumer groups in different countries may have very different tastes and/or requirements. Each full functional geographic unit of McDonalds was required to wholly response for producing and marketing its products in that region. Through this regional structure, McDonalds could not only satisfy the local consumers needs in different geographical areas but also pursuing maximum local development. Actually they produce and market slightly different types of products in different areas, and they even have different prices. However, their philosophy of QSC&V is same for everywhere. And McDonalds targets the similar consumer segments that need fast service, affordable price and good standard hygiene. Their main products are similar in most countries, where they provided service, including beef, chicken, bread potatoes and milk. As the consumers in different countries having different

foods requirements, McDonalds keep launching new products for their regional consumers. In this case China( introduced more chicken-based menus, re-designed tables and chair for the low height of the Chinese people) and France( remodeled the restaurants: hardwood floors, woodbeam ceilings, comfortable armchairs; added new menu items: espresso, brioche, more upscale sandwiches) can be very good examples. McDonalds has to respond to the threat of competitors too, that is why they tried to satisfy customers desire for premium products at affordable prices. Furthermore, McDonalds is providing more choices with respond to offer Happy Meal to keep the children( chicken selects, fruit juice and low-fat drink) and also to produce McDonalds coffee which appeals to adult. Those products have been made to attract existing customer and develop new customers. Moreover, in addition to the innovative menu, McDonalds is also rebuilding and even relocating some of their restaurants to make the environment more attractive. At the same time, McDonalds is differentiating itself by creating more relevant experiences such as allowing the customers to access the Internet with the wireless technology platform. This innovative way not only attracts the teenagers, but also perfectly fitting the modern professionals requirements. McDonalds has responded to healthy trend too. In order to compete, McDonalds has added salads and other lighter options into their menu. The lighter options also encourage existing customers to come back more often, because there is a greater variety of choices. Also, the strategy with focused children segment fully worked out for their future development purpose. The Happy Meal concept brings young children every day, together with their families and friends, becoming like a tradition of McDonalds, and whatever the environment changes, this strategy can always develop future customer loyalty. As for their employees, they apply a strategy of rewarding their best workers, through different ways.

FedEx
The modern air/ground express industry was pioneered with the founding of Federal Express in 1971. The corporation was created in 1998 as FDX Corporation and became FedEx Corporation in January 2000. Their mission states that the corporation will produce superior financial returns for its shareowners by providing high value-added logistics, transportation and related business services through focused operating companies. Customer requirements will be met in the highest quality manner appropriate to each market segment served. FedEx will strive to develop mutually rewarding relationships with its employees, partners and suppliers. Safety will be the first consideration in all operations. Corporate activities will be conducted to the highest ethical and professional standards. The company operates in 4 main regions around the globe, with a total of 220 countries, as followed: 1.Asia Headquarters: Hong Kong, China Stations: Located in all major cities in Asia Main Hubs: Subic Bay, Philippines; Guangzhou, China Countries and Territories Served: More than 30 Airports Served Directly: More than 20 2. Europe, Middle East, Indian Subcontinent and Africa Headquarters: Brussels, Belgium Employees: Approximately 14,500

Main Hubs: Paris, France; Stansted; United Kingdom; Cologne, Germany; Dubai, United Arab Emirates; Mumbai and Delhi, India Countries and Territories Served: 123 Airports Served Directly: 45 3. Latin America Headquarters: Miami, Florida Employees and Contractors: 3,400 Main Hub: Miami, Florida Countries and Territories Served: 50 Airports Served Directly: More than 20 4. North America Headquarters: Memphis, Tennessee; Pittsburgh, Pennsylvania; Dallas, Texas Team Members: More than 285,000 Main Hubs: Memphis, Tennessee; Oakland, California; Newark, New Jersey; Fort Worth, Texas; Indianapolis, Indiana; Anchorage, Alaska FedEx Corporation provides strategic direction and consolidated financial reporting for the operating companies that compete collectively under the FedEx name worldwide: FedEx Express FedEx Express is the world's largest express transportation company, providing fast and reliable delivery to every U.S. address and to more than 220 countries and territories. FedEx Express uses a global air-and-ground network to speed delivery of time-sensitive shipments, usually in one to two business days with the delivery time guaranteed.

Delivery Fleet: approx. 45,000 motorized vehicles Operating Facilities : 1,057 stations (676 U.S.; 381 outside U.S.) 10 air express hubs FedEx Ground

U.S. FedEx Ground provides 100-percent coverage to every business address in the United States, with small-package delivery in one to five business days in the continental U.S. and in three to seven business days to Alaska and Hawaii. FedEx Ground: International provides 100-percent coverage to every business address in Canada, with small-package delivery in 2 to 7 days. FedEx Home Delivery is the only service of its kind dedicated to residential customers, and it serves virtually 100 percent of the U.S. population. This residential-only network provides guaranteed delivery options to fit the way you live, work and shop todaydelivery in the evenings, on Saturdays and even by appointment. Service Area: United States and Canada Ground Fleet: More than 29,000 motorized vehicles Operating Facilities: 33 ground hubs and over 500 pickup/delivery stations and 25 FedEx SmartPost distribution centers FedEx SmartPost specializes in the delivery of low-weight, less time-sensitive B2C packages, using the U.S. Postal Service for final delivery to residences. FedEx SmartPosts customers include e-tailers and catalog companies. Through its network of 25 distribution hubs FedEx SmartPost provides delivery Monday through Saturday to all residential addresses in the U.S., including P.O. Boxes and APO/FPO military destinations.

Service Areas: United States and Puerto Rico, plus APO/FPO addresses Operating Facilities : 25 distribution centers FedEx Freight

FedEx Custom Critical: North America provides exclusive-use, door-to-door transportation service throughout the U.S., Canada and Mexico*-24 hours a day, 365 days a year for same-day shipping or overnight delivery of critical freight. When customers need it now, FedEx Custom Critical delivers whether it's parts to keep a vital production line running, emergency generators to restore power after a storm, or a priceless piece of art that needs special handling. *Service in Mexico provided by interline carriers. FedEx Custom Critical: International offers an array of solutions for international shipments, FedEx Custom Critical Air Expedite, including exclusive-use charters and time-specific airfreight services. With Temp-Assure Air and Temp-Assure Validated Air services, sensitive shipments are transported in temperature-controlled cargo containers. Service Area: United States (including Alaska and Hawaii); international service to Canada, Mexico, Puerto Rico, Central and South America, the Caribbean, Europe and Asia. Ground Fleet: More than 20,000 motorized vehicles Operating Facilities: Approximately 355 service centers

FedEx Services Coordinates sales, marketing, information technology, customer service, and worldwide supply chain services support for the global FedEx brand. This includes the data management and networking expertise behind the package tracking capabilities for FedEx Express, FedEx Ground

and FedEx Freight, along with e-commerce services, customer contact services, and other functions of the corporations professional services company. FedEx Office has the world's largest retail printing network, providing access to printing and shipping expertise with reliable service. The company's network of more than 1,900 locations includes 1,800 in the U.S. and features retail centers, centralized production centers, and on-site business centers at hotels, convention centers and universities. Services: copying and digital printing, professional finishing, document creation, direct mail, signs and graphics, computer rental, free Wi-Fi, corporate print solutions, FedEx Express and FedEx Ground shipping, and more. FedEx Office: United States operates more than 1,800 stores, each providing a one-stop shop for small businesses, with services such as direct mail, signs and graphics production, and office products. These retail outlets also provide an "office on the road" for traveling business professionals and remote workers, who often need Internet access, presentation support and other business services. More than 300 locations operate 24 hours a day every day of the week. FedEx Office: International offer a full range of business support services. The company has locations in Canada, China, Japan, South Korea, Kuwait, Lebanon, and the United Arab Emirates. In addition to document and shipping services, FedEx Office provides corporate solutions for large, multi-national companies.

Zaibatsu
The zaibatsu (literally financial cliques) were the diversified family enterprises that rose to prominence in the Edo and Meiji Era. They were the heart of economic and industrial activity within the Empire of Japan, and held great influence over Japanese national and foreign policies in the late 19th and early 20th centuries, especially between the two WW. Each zaibatsu consisted of a holding company, which entirely owned a bank that financed the zaibatsu operations. These operations were carried out by subsidiary companies in different industries. The cluster controlled diverse business sectors in the Japanese economy. They were typically controlled by a singular holding company structure and owned by families and/or clans of wealthy Japanese. The zaibatsu exercised control through parent companies, which directed subsidiaries that enjoyed oligopolistic positions in the Japanese market. These economic groupings crystallized in the last quarter of the 19th century during the Meiji Reformation. Zaibatsu first became a popular term among management and economics experts when the term appeared in the book History of Financial Power in Japan (Nihon Kinken Shi) as published late in the Meiji Era. Even in Japan, the term was not commonly used until the mass media adopted it in the late 1920's. The zaibatsu were formed from the Meiji government's policies of state entrepreneurialism, which characterized the modernization of the economy during that era. To understand the significance of zaibatsu, one must consider the Meiji era and the agriculture comprising 70% of Japan's national production, and approximately three quarters of Japans farming related jobs. The government used land tax revenues to fund the state planning, building and financing of industries determined by bureaucrats to be necessary for Japan's economic development. Meiji bureaucrats did not rely on the free market in reforming the economy, but they also did not develop the economy alone. The enterprises were entrusted to the influential concerns known as the Mitsui, Mitsubishi, Sumitomo, Yasuda, Okura and Asano groups. Unlike the current situation in Japan, it is said that the zaibatsu stockholders were relatively strong. While zaibatsu holding companies directed the enterprise complexes in a pyramid fashion, stockholding relations cemented together the companies within zaibatsu complexes. Characteristics of the complexes included holdings by members of more than half of

the holding company's stock, and the position of the holding company as the overwhelmingly largest shareholder of companies within the complex. The stock of members was rarely sold by other members to third parties. Under this structure, zaibatsu and their leading holding companies drove the finance, heavy industry and shipping sectors that forged the heart of Japan's economy. Unlike the zaibatsu, current company groups include not only vertical company relationships, but also horizontal relationships tied together by capital, and company groups tied by transactional rather than capital relationships. In addition, a strong sense of belonging, what might be called enterprise familism, and an intense loyalty within an organization that operates according to family principles and practices is unique in the Japanese culture, related to Zaibatsu. The question arises how did the stock of management ability among the old leading merchants respond to the rapid political and social change of the Meiji Restoration. The transformation from privileged merchants (seisho) to zaibatsu as an example of this process was characterized by three conditions: management based on familism, family-owned and operated enterprise, and maintenance of broad, family-operated network of assets and business connections. Management based on familism had an essential internal logic in response to the establishment of a modern private ownership system by the Meiji government, which, in order to gain credit with foreign countries, had to establish modern civil and commercial codes. A family's monopoly of capital investment, that is, closed management, was one type of response merchant families made to the rapid changes, a response they did not consider unusual. It was common for an owner to try managing the family business with his own capital and to prevent others from interfering with his control. Unlike other business groups, both the large zaibatsu and the small local zaibatsu were fortunate in being able to practice this independence. They hesitated to invest in modern industry, and invested mainly in banking. Accompanying development, money was in constant strong demand, and the banking business, which was stable, did not require as complicated a technology as did other industries.

The best practiced concept mentioned and used in the business world

Based on the research concluded and analysis of various types of businesses, I can say that the most common and in-fashion concept that companies are approaching nowadays for the growth of their shares and revenues, through more satisfied customers and reliable products is qualityguided strategies and management techniques. We all know that without quality, there would be no standard for the products manufactured and the services delivered, and customers would not use products and services which are not qualified. Driven by the increase in new technologies, companies have to meet the requirements of the market, therefore they have to set specific goals and strategies, in order to achieve them and deliver the best products to their clients. Total quality management(TQM), together with the embracing of continuous innovation and improvement will assure a good and efficient conduct of the business, in any area of activity. Quality can be applied either in production, employment, resource management, environmental approach, customer service, relation with stakeholders, suppliers or society in general. It will provide the sustainability of a company, as well as showing the true interest of it towards society and mostly towards environment. To find the best practices is a complicated and time-consuming process, which is often skipped by some companies, but the investment in time and money to find the best and alternative ways of running a business is returned afterwards in higher revenues, by attracting qualityfocused customers, therefore by increasing sales, loyalty and brand awareness. Of course, there are several companies which provide the services of consultancy and analysis in finding the best qualitative standards and requirements( ISO standards).

Reference list

Corporate Responsibility Report(2009). Retrieved January 13, 2012 from http://www.nikebiz.com/crreport/content/pdf/documents/en-US/full-report.pdf Environmental management. The ISO 14000 family of International Standards (2009). ISO FedEx Company Information. Retrieved January 13,2012 from http://about.van.fedex.com/our_company/company_information Hacker, S. (2009). Guide to the Quality Body of Knowledge. ASQ http://www.pepsico.com/Purpose/Sustainability-Reporting/Millennium-Development-Goals.html International Journal of Business and Management(2008,November). The business strategy of McDonalds, vol.3, no.11 ISO (2009) Selection and use of the ISO 9000 family of standards. Masahiko, A.; Dore, R. (1994).The Japanese Firm (Sources of Competitive Strength), Oxford McDonalds Annual Report(2010). Retrieved January 13, 2010 from http://www.aboutmcdonalds.com/content/dam/AboutMcDonalds/Investors/C%5Cfakepath%5Cin vestors-2010-annual-report.pdf McDonalds Sustainability Scorecard(2011). Retrieved January 13, 2010 from http://www.aboutmcdonalds.com/content/dam/AboutMcDonalds/Sustainability/Sustainability%2 0Library/2011-Sustainability-Scorecard.pdf Mead, R. (1994). International Management. Cross Cultural Dimensions, Oxford: Blackwell. PepsiCo. Sustainability Report(2010). Retrieved January 13, 2012 from http://www.pepsico.com/Download/PepsiCo_2010_Sustainability_Summary.pdf

Shiba, T.; Shimotani, M. (1997). Beyond the Firm (Business Groups in International and Historical Perspective), Oxford Targets and Performance Report( 2009). Retrieved January 11, 2012 http://www.nikebiz.com/crreport/content/strategy/2-2-0-targets-andperformance.php?cat=targets-and-performance Harvard Business School Publishing Corporation(2006). Types of Strategy: Which Fits Your Business. UN Millennium Development Goals. Retrieved January 9,2010 from