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Case # 1

FedEx Corporation
Business strategy
The company’s mission is to produce superior financial return for its shareowners as its
serves its customers with highest quality transportation, logistic, and e-commerce solution.
The company develops a new strategy plan which was unveiled in January 2000. The new
strategy plan is based on three principles.
1. To leverage a significant point of competitive differentiation where each company
of the FedEx family operates independently but competes collectively
2. To extend the strength of the powerful FedEx brand name to three subsidiaries
and to holding company
3. To provide a single point of access to customers for sale, customer services,
billing, and automation systems.
The company corporate philosophy is “People-Service-Profit”.
New strategy to generate substantial incremental revenues and profits focuses on several
strategy growth opportunities:
1. To generate incremental volume in its core transportation business by cross-
selling all FedEx services
2. To attract new business from small and medium sized customers
3. To create new revenue streams and new FedEx home delivery services
4. To capitalize on-e-commerce
5. To provide meaningful supply chain solutions.

Human Resource Strategy:


The company believes that the employees are most important component whose
commitment and dedication is continuing prosperity. The company has been cited
routinely for its no-layoff policy, minority recruitment effort, and guaranteed fair treatment
practice(GFTP).In 1987 company won the Personal Journal Optima Award is treaded as
abenchmark.In1990 won Malcolm Baldrige National Quality Award. Personal and human
resource maintains a highly motivated, productive, and satisfied workforce by providing
leading edge training, technology tracking capabilities, outstanding safety, renowned
benefits, and dedicated personnel services.
Technology
FedEx uses PRISM HRIS program. It maintains the job applicant database and Process new
hires. PRISM HRIS also support posting and bidding. Survey-Feedback-Action (SFA).
Manager meets employees and discusses employee concern problems and take corrective
action to overcome the problems. Another indicator is to minimize safety risks.
Total Quality Management
Quality action teams are used to reach the goal of 100% customer satisfaction. Two
programs a arranged by company first one is “Quality Advantage ” which cover the basic
of quality management and other is “Quality Action Teams” where the team is learned.

Communication
Communication keeps everyone informed to boost morale the example of FedEx are the
internal television network, open door policy and internal employees response program.

Training
For FedEx training is a continuing process. Interactive video training was allow employee
to work at their own pace, repeat necessary sections, and take advantage of slack period. Job
training is offer and FedEx also offers the Leadership Evaluation and Awareness Program
(LEAD), the Management Applied Skills (MAPS)
Retention
FedEx has the benefit of a turnover rate of about 4%.FedEX employees receives full medical
coverage , a guaranteed workweek and wage parity. Training is also a key asset in the drive
to retain the employees. Retaining employees is also through incentives and recognition.
Nearly 85% employees participate in incentives program. FedEx has a wide range of
incentives and rewards like Bravo Zulu, Suggestion Awards Program, Golden Falcon
Awards, Five –Star Awards.
Benefits
FedEx provide a variety of excellent benefits plan and program to employees.
 Healthcare (Medical, Dental, and Vision)
 Life, Disability, and Accidental Death Insurance
 Retirement and savings (401K and Pension)
 Quality of Life Programs
 Vocation and Paid Time Off
 Incentive Pay Programs
 Career Advancement
 Tuition Refund
 Training and Development
 Employee Activities
 Employee Discounts

Case # 2
Delta Airlines
Delta has understood the value of HR within the organization. Delta was founded by C.E,
Woolman, an agriculturalist. Delta has always differentiated itself by customer service.
Corporate Strategy
The company has five strategic objectives.
 To become “number one” in customer service
 To develop a truly global airline network
 To build a superior team of employees
 To continue its strong financial performance
 To find innovative ways to maximize the value of company’s core resources
Allen adopted leadership 7.5 and result was decline of employee morale and customer
service. When Allen resigned Mullin became CEO and president of Delta airlines. Mullin
began a series of initiatives to understood employee trust, confidence and loyalty.
Trend of selecting senior airlines executives from outside the industry has been developing
over the past decades. After deregulation in 1978, airlines companies experienced dramatic
restructuring primarily to reduce costs. Delta has a corporate succession planning system and
mentoring processes that provides foundation for training and retaining a leadership team.
Mullin outlined plans to modernize Delta, including:
 Upgrading interiors of all plans
 Improving customer service
 Modernizing reservation lines to decrease unanswered calls and hold times
 Remodeling outdated and rundown concourses and frequent flyer waiting rooms
Mullin hired a new chief officer, who began by simplifying job descriptions and creating a
team of 40 IS directors to serve on a leadership counsel. Delta has invested heavily in
developing a cross functional technology platform that communicates with every part of the
organization.
Human Resources Strategy
Delta employs approximately 81000 people worldwide. In July of 1997, after 34 years with
the company, Allen resigned and was replaced by Mullin. Mullin began a series of initiatives
to understood employee trust, confidence and loyalty. First task was to reestablish those
advantages enjoyed by delta workers that had inspired their loyalty and dedication in the
years before leadership 7.5. So Delta gave a pay raise to nonunion, they offered virtually
every employee benefits from success of the company. Delta established a family car savings
pan, a tax qualified retirement plan, and all of these measures have been helpful in rebuilding
employ relations.
Delta initiated an awards program called “above and beyond”. Rewards and recognition
program above and beyond was launched in October 1997. It is an initiative of Integrated
Customer Service team, which selected 125 of delta’s best people to poll frontline coworkers.
The selected personnel called ambassadors polled 7084 people. The input from these
frontline people helped formulate the development of ideas and solutions that improves
Delta’s customer service. The program objectives are:
 Create a sense of ownership in Delta and its customers
 Motivate people to improve customer satisfaction levels
 Build teamwork among Delta people
Delta formed an electronic newsletter “Newsline” by taking advantage of IT. The e-
newsletter is an intranet page that complements Delta’s open door policy to allow employees
access to information and a forum for asking questions.
Delta also established continuous improvement teams throughout organization. The
continuous improvement team process is a problem solving effort that allows employees to
work as a team to identify, analyze and solve problems that affect their work. To form a CIT
a volunteer manager is trained during a four day concentrated leadership course in CIT
process. The volunteer “sponsor” is responsible as team “coach”.
Delta has also created personal assistance office. The personal assistance office provides
programs and resources designed to generate solutions to workplace productivity problems
and remove barriers to optimal performance, such as:
 Alcohol recovery program
 Critical incident response program
 Management consultations
 Mental health benefits
 Workplace violence
 Lunch and learn
Delta also established customer commitment in response to the tremendous growth of
airline and demanding need for excellence in customer service, Delta has joined other U.S
airlines and Air Transport Association in an effort to provide passengers with a clear
understanding of industry’s commitment to meet essential performance objectives.
Delta also offered time-off benefits like vacations and holidays, flextime, and educational and
adoption assistance. Delta also created a learning environment to drive performance and to
develop and to retain employees. Delta offered tuition reimbursement for job related courses,
and it conducts in-house training in leadership and management skills. All of these initiatives
have helped Delta to improve the moral of employees and Delta is continuing to regain the
customer satisfaction, loyalty and image that it lost from Leadership 7.5.

Case# 3
McDonald
Corporate Strategy
McDonald’s is the largest food service organization in the world. Its goal has been to provide
the highest quality products and friendly service in clean restaurants at good values. Its
strategies are to provide 100 percent customer satisfaction, increase market share, and
optimize profitability by reducing costs. McDonald’s is focused on three world wide
strategies:
(1)To be the best employer for its people in each community around the world,
(2)To deliver operational excellence to its customer in each of its restaurants, and
(3)To achieve enduring profitable growth by expanding the brand and leveraging the
strengths of the McDonald’s system through innovation and technology.
McDonald’s current strategies have focused on the following factors.
Customer Satisfaction
McDonald’s was founded on the principle of uniformity. McDonald’s strategy to provide
quality products to satisfy customers. In response to the changing market, McDonald’s has
taken a do what ever it takes to make a customer happy strategy and has given its employees,
managers, and stores the flexibility to carry out this new strategy.
Healthier Foods
Customers are demanding that restaurants provide healthier foods. McDonald’s provide
nutritious foods to their customers which has low-fat apple –bran muffins, fresh fruit and
vegetables and low- its employees, managers, and stores the flexibility to carry out this new
strategy.
Food Quality and Nutrition
The safety and quality of McDonald’s food is maintained through a combination of
stringent product standard, strict enforcement of operating procedures and close working
relationship with suppliers.
Larger Menus
McDonald’s provide many choices in addition to healthy food like eggs, sausage, biscuits,
ham. danishes and hot cakes.
Restaurant Diversity
The company recently stated that greater emphasis will be placed on the growth of traditional
restaurants primarily in location outside the United States.

Human Resource Strategy


McDonald is serving up employment opportunities to two growing segments of the
workforce the disabled and the elderly. McDonald Corporation strategically named in this
employment program which is know Mcjobs and McMasters.
More than 9000 mentally and physically disabled people between age of 16 and 60 have
graduated from the Mcjob program and have work at McDonald restaurants. Specially
selected and trained managers serve as job. Job coaches work one-on-one with four or five
candidate at a time. McMaster is a nationwide program that identifies recruits, train, and
retains workers who are 55 years of age and older. Job coaches who function is the same
manner as the coaches of Mcjob, as well referral program that alters older workers to the
opportunities at McDonald’s.
Training
McDonald restaurants have graduated with a degree in hamburger logy from Hamburger
University. Training for employees begins with in store videotapes and one-on-one
instruction “even before the crew member cooks their first french fry. McDonald had also
added a class to its career-development program designed to build leadership and
communication skills. Training competencies extend to McDonald’s Quality management
program.
Careers: The Golden Opportunity under the Arches
Ever new employees begins on the easiest of jobs cooking french fries. Once that station is
perfected an employee moves to the next designated station and so on. McDonald function as
a factor job training program by teaching youth discipline and the basic of how to work.
Benefits
The McDonald’s benefit plan also emphasizes the concept of simplicity. Previous chairman
and CEO simplified health plan enrollment by including a chart in the benefits package that
outline the medical plans for an individual and family based .
Profit Sharing
McDonald Employee Stock Ownership Plan (McDESOP) and leveraged employee stock
ownership (ESOP) features.
Preferred Provider Organization (PPO)
PPO applies to all full time staff and store management selecting McDonald’s medical
coverage PPO is a network of hospital and across the United States that provides quality
care and discount to McDonald employees.
Educational Assistance Program
McDonald supports the educational objectives of its employees and offers a job related
education assistance program.
Sabbaticals
McDonald believes that sabbatical is the best way to replenish its employees energy. After
ten years employees are eligible for sabbatical leave program.
Child Care
McDonald makes available to all employees, through Kindler Care and La Petite academy a
tuition discount for child care.

Case #4
The Walt Disney Company
The Walt Disney Company has become of the most recognized organizations in the world.
The Company continues to proudly provide quality entertainment for every member of the family,
across America and around the world.
Strategy
The strategy of Walt Disney provides quality entertainment to customers. It has seven theme
parks, 27 hotels with 36888 rooms, two cruise ship, 728 Disney stores, one broadcast network
and ten television stations.
Corporate Strategy
To build the greatest entertainment asset base in the world and to simultaneously create the
greatest entertainment product in the world. Now Disney strategy that is four-pronged,
focusing on revitalizing underperforming areas, achieving greater profitability from existing
assets, exploring capital-efficient initiatives to drive long-term growth, and continuing
development of creative, innovative and engaging products.
Human Resources
Disney’ Human Resources department consists of ten separate entities, including such areas
as Employee Relations, Benefits Administration, The Disney University, Employee
Development, Employee Activities and Services, and Employee Communications.
Disney’s Culture
Disney’s Culture can be defining by its traditions, quality standards, and values that it
believes are critical factors to its success. Its cast members share the values of honesty,
integrity, respect, courage, openness, diversity, and balance. These values are demonstrated
through such traits and behaviors like making guests happy, working as a team, delivering
quality, fostering creativity, paying attention to every detail, and having an emotional
commitment to Disney.
Orientation
Disney’s orientation process is ongoing for all Disney cast members, beginning with the
recruitment stage. Orientation is reinforced with activities, management style, and language.
Disney’s uses this terminology to immerse its employees in an environment that reinforces
the Disney wants to project to the public.
Recruitment
Human Resource Department hires for general employees and college, international, and
professional staffing. Hiring for general employment can come from both internal and
external sources.
Training
After orientation is completed, cast members begin a series of learning experiences at onsite
practice sessions and classes at the university. This training may run for 8 to 16 hours before
cast members are allowed to go to their specific work area after closing to practice.

Benefits
Disney continues to offer its cast members competitive wage rates, premium benefits, and
outstanding growth opportunities. The company offers cast members multiple health plans,
including a free HMO. Financial options include
 An employee stock plan
 Benefit retirement program
 Salaried 401(k) program
 Credit union and discounts

Case # 5
Wal-Mart Stores
Corporate Strategy
Wal-Mart has obtained a distinctive competitive advantage by targeting small, rural
communities, which leads to lower operating cost. This advantage results from lower rents,
moderate wages, and the absence of unionization.
Although the store location strategy was innovative, several other factors have played a
strong role in vaulting Wal-Mart to the top of Retail Mountain. Other factors that have
contributed to Wal-Mart’s success are:
 Rigorous cost control
 Excellent distribution network
 Technological advantage
Wal-Mart avoids its cost of building separate administrative offices, and it’s create a close
feeling between store management and customers while promoting a better work bong among
workers.
Human Resource Strategy
Wal-Mart’s philosophy is that management’s role is simply to get right people at right places
to do job and then encourage them to use their own inventiveness to accomplish the task at
hand. The key to Wal-Mart success is the quality of their management, its style, and its
recognition of importance of individual player in overall team effort.
Wal-Mart has family like environment that emphasizes teamwork and encourages employees’
ideas and participation. Individual contributions to the team efforts are welcomed and
rewarded. Participatory management from top to bottom is stressed, and listening is an
important part of manager’s job.90 percent of a manager’s work in a day is spent walking
around stores, communicating with associates (employees).Low threshold of change is highly
valued concept at Wal-Mart.
Wal-Mart’s corporate culture is defined by 10 basic principles:
1. The customer is always right
2. We are a merchandise-driven company
3. Our people make the difference
4. We communicate with our associates
5. We maintain a strong work ethic
6. Associates are partners
7. Our leaders are also servants
8. Associates are empowered
9. We have integrity in all we do
10. We control our expenses
Store Meetings
Every morning before stores open and every evening after close, 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.
Video trainings are also shown from time to time.
Saturday Morning Meetings at Headquarters
Since 1961 Wal-Mart conducted a very informal and relaxed meeting on every Saturday at
7:30 AM to discuss Wal-Mart issues.
People Division
This division is divided into five functions:
 Store operations
 Warehouse personnel
 Training and development
 General office personnel staff
 Walton life fitness staff
The Wal-Mart Way
Wal-Mart’s commitment to “total quality” is essential to company’s future success. Its
emphasis is on doing everything right the first time because that is the most efficient way.
The company has grown highly without losing sight of basic principles that made it great in
the first place.

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