Synchronizing Global Commerce
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UPS Annual Report 2005 UPS Annual Report 2005
55 Glenlake Parkway, NE Atlanta, GA 30328-3474 UPS Annual Report 2005 UPS Annual Report 2005 UPS Annual Report www.ups.com 30% post-consumer content 225070_Cover.indd5070_Cover.indd 1 33/13/06/13/06 77:45:23:45:23 PPMM UPS at a Glance 2005 Highlights Investor Information UPS is the world’s largest package delivery company and - Record revenue, operating profi t and earnings per share. Annual Meeting Investor Relations a global leader in supply chain services, operating in over - Highest volume in UPS history… 3.75 billion packages. Our annual meeting of shareowners will be held at 8:00 A.M. You can contact the Investor Relations Department at: 200 countries and territories. - Free cash fl ow of $3.6 billion.* on May 4, 2006 at the Hotel du Pont, 11th and Market Streets, UPS 800-877-1503 UPS provides time-defi nite delivery of a single letter, Wilmington, DE. Shareowners of record as of March 9, 2006 - Signifi cant expansion of the UPS service portfolio — 55 Glenlake Pkwy., N.E. 404-828-6059 small package, less-than-truckload (LTL) or truckload freight: are entitled to vote at the meeting. time-defi nite delivery of air freight and less-than-truckload Atlanta, GA 30328-3474 www.shareholder.com/ups - via air or ground freight transportation — through acquisitions. Exchange Listing - anywhere in the world - Strengthened international small package operations in Transfer Agent and Registrar: Mellon Investor Services LLC Our Class B common stock is listed on the New York Stock Europe and Asia through acquisitions and the buy out of Direct notices of address changes or questions regarding account UPS supply chain services manage a customer’s behind-the- Exchange under the symbol “UPS.” a joint venture. -
Moving Ahead
(1,1) -1- UPS 2007 AR_COVER_30408.indd 3/8/08 1:52:38 PM moving ahead UPS ANNUAL REPORT 2007 (1,1) -2- UPS 2007 AR_COVER_30408.indd 3/8/08 1:53:41 PM 2007 HIGHLIGHTS Reached a fi ve-year labor agreement with the International Grew international export package volume over 10 percent. Brotherhood of Teamsters 10 months prior to the expiration of the current contract in July 2008. Increased profi ts by $276 million in our Supply Chain and Freight segment. Adopted a new fi nancial policy in early 2008 to enhance shareowner value by reducing the company’s cost of capital. Introduced several industry-fi rst product innovations, including UPS Delivery InterceptSM, UPS PaperlessSM Invoice Celebrated our 100th anniversary on August 28, 2007. and international UPS Returns®. moving more than packages At UPS, we pride ourselves on helping customers move ahead. Large or small, every customer benefi ts from the same integrated transportation network and the same can-do spirit that is a way of life at UPS. Today, more than ever, customers need a shipping and logistics company that they can count on for the fast, reliable service they need to grow their businesses. CONTENTS UPS FACTS 3 Chairman’s Message Founded: 1907 Employees: 425,300 7 Our Corporate Commitment Customers: 7.9 million 8 Products and Services Online tracking: 18.5 million daily requests Operating facilities: 3,000 worldwide 10 Customer Stories Jet aircraft: 268 (world’s ninth-largest airline) 12 Board of Directors Package delivery vehicles: 93,600 and Senior Management Freight vehicles: 6,300 tractors, 21,800 trailers 13 Annual Report Form 10-K Retail access: 64,000 D. -
Harrah's Entertainment and the Gaming Industry
Scale and Differentiation in Services: Using Information Technologies to Manage Customer Experiences at Harrah’s Entertainment and Other Companies by Vikram Mansharamani Submitted to the Alfred P. Sloan School of Management on January 11, 2007 in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy. ABSTRACT This dissertation is focused on the topic of service innovation and explores economies of scale and strategic differentiation in services via an inductive field-based case study of the world’s largest casino gaming company, Harrah’s Entertainment. It includes comparisons to services firms in other industries such as distribution/logistics (UPS) and for-profit/online education (Apollo Group/University of Phoenix). The findings suggest that scale and differentiation (considered by many to be mutually exclusive in services) can be combined through the strategic use of information technology in a manner that increases customer switching costs, resulting in improved profitability and returns. The limitations of standardization-only scale-oriented strategies are discussed, and the dissertation concludes with a description of the three key components needed by any firm seeking to employ a strategy of scalable service differentiation: (1) a loyalty program, or other means of linking specific transaction data with specific customers, (2) an analytic engine that determines the ranking/prioritization of customers and the criteria upon which to differentiate services, and (3) a set of information technology tools that automate consistent differentiated service delivery across a company’s touch-points with its customers. Thesis Supervisor: Michael A. Cusumano Title: Sloan Management Review Distinguished Professor of Management Mansharamani Page 2 ACKNOWLEDGMENTS This dissertation would not have been possible without the love, support, and encouragement of my wife, Kristen Hanisch Mansharamani, and the not-so-subtle vocal encouragement (at all hours of the day and night) from my newborn daughter Victoria (“Tori”).