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9781576754139.Pdf Changing How the World Does Business This page intentionally left blank Changing How the World Does Business FedEx’s Incredible Journey to Success—The Inside Story ROGER FROCK Changing How the World Does Business Copyright © 2006 by Roger J. Frock All rights reserved. No part of this publication may be reproduced, distributed, or trans- mitted in any form or by any means, including photocopying, recording, or other electron- ic or mechanical methods, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law. For permission requests, write to the publisher, addressed “Attention: Permissions Coordinator,” at the address below. Berrett-Koehler Publishers, Inc. 235 Montgomery Street, Suite 650 San Francisco, California 94104-2916 Tel: (415) 288-0260, Fax: (415) 362-2512 www.bkconnection.com Ordering information for print editions Quantity sales. Special discounts are available on quantity purchases by corporations, associations, and others. For details, contact the “Special Sales Department” at the Berrett-Koehler address above. Individual sales. Berrett-Koehler publications are available through most bookstores. They can also be ordered directly from Berrett-Koehler: Tel: (800) 929-2929; Fax: (802) 864- 7626; www.bkconnection.com Orders for college textbook/course adoption use. Please contact Berrett-Koehler: Tel: (800) 929-2929; Fax: (802) 864-7626. Orders by U.S. trade bookstores and wholesalers. Please contact Ingram Publisher Services, Tel: (800) 509-4887; Fax: (800) 838-1149; E-mail: customer.service@ingram publisherservices.com; or visit www.ingrampublisherservices.com/Ordering for details about electronic ordering. Berrett-Koehler and the BK logo are registered trademarks of Berrett-Koehler Publishers, Inc. First Edition Hardcover print edition ISBN 978-1-57675-413-9 PDF e-book ISBN 978-1-57675-880-9 2008-1 Book production management by Michael Bass Associates. Cover design by Richard Adelson. Cover photo by Peter Unmuth/Allstills 53°N. To my lovely wife, Linda, who has provided encouragement throughout this endeavor and taught me the true meaning of love This page intentionally left blank Contents Foreword, by Charles Lewis Lea, Jr. ix Acknowledgments xv Introduction: A Case History of Courage and Tenacity 1 PART I From Skepticism to Affirmation: Before May 1972 1 The Trail of Inspiration 9 2 Checking with the Experts 15 3 Feeling More Comfortable 19 4 This Dog Might Hunt! 23 5 An Irrational Decision 27 6 Kick the Tires, Light the Fires 31 PART II Naïve Optimism: May 1972 to March 1973 7 A Climate of Chaos 37 8 Looking for a Few Good People 43 9 Mr. Smith Goes to Washington 51 10 The Humble House Gang 57 11 Good-bye, Little Rock—Hello, Memphis 61 12 The Company Lodestar 65 13 More Obstacles 71 PART III Within an Inch of Failure: March 1973 to May 1974 14 Let’s Call it a System Test! 79 15 The Marine Corps Boot Camp Mode 83 vii viii | Contents 16 An Inauspicious Beginning 89 17 Rescue at the Edge of a Precipice 93 18 Light at the End of the Tunnel 101 19 A Little Help from Our Friends 111 20 Summoned to a Special Meeting 117 PART IV One for All and All for One: June 1974 to May 1978 21 A General in the Guerrilla Camp 127 22 Fund-Raising—Round Three 135 23 America, You’ve Got a New Airline 141 24 A Threatened Resignation 147 25 Three Division Offices 155 26 Just Step out of the Way 159 PART V Transformation and Separation: May 1978 to January 1982 27 From Caterpillar to Butterfly 171 28 Mach 1 to Idle 177 29 Concordes, Dirigibles, and Separation 185 PART VI A New Model for Success 30 People Are the Wind beneath Our Wings 201 31 Changing How the World Does Business 211 Appendix: Time Line for the Startup, 1971 to 1982 217 Index 223 About the Author 239 Foreword hen Roger Frock called to tell me he was writ- ing a book about the early days of Federal WExpress, I felt that finally the right man had stepped forward to chronicle this dramatic bit of busi- ness history. From late 1973 to the spring of 1978, as head of the board of directors’ executive committee, I participated in most aspects of the company’s business during the startup. In those early years, Federal Express hovered on the verge of bankruptcy. Murphy’s Law, “Any- thing that can go wrong will go wrong,” certainly applied. Finally, a strong, growing, and profitable business emerged and we turned the corner. As one of my partners retro- spectively exclaimed, it was like taking a supertanker at full speed over a reef with a quarter inch to spare! There was a lot more at stake in the future of Federal Express than the fortunes of its management and share- holders. Federal Express was a major endeavor of a fledg- ling venture capital industry to create something new in a very public arena. Venture capital was a relatively unknown business at the time, and as far as the public knew, if a project succeeded, a few rich guys got richer; if there was failure, no one ever really heard about it. But with Federal Express, some venture capitalists were doing more than just writing checks. They were very pub- licly getting their hands dirty in a day-to-day survival operation. If matters had gone in the wrong direction, I am sure the venture capital business would be different than it is today. Roger and the other people associated with the com- pany worked full-time, essentially 24/7. I was a part-timer who flew in once a month, sometimes more frequently, ix x | Foreword to deal with financial issues and policy matters. I have never worked with a more dedicated group of people. All were intelli- gent, hardworking, able people with a high regard for one anoth- er. They were flexible, worked together as a unified team, quick- ly adapted to new challenges, and never got discouraged, no mat- ter what kind of hot water the company was in. In early 1973 I was an executive vice president of New Court Securities Corporation, a New York–based private investment affil- iate of various Rothschild banking interests. My principal respon- sibilities were to manage the venture capital assets of the firm. At the time, we had about $75 million under our care, which made us one of the largest pools of venture capital in the United States. The investment climate was not good. Stocks had been in decline for several years, and many middle-market companies with good earnings and decent balance sheets were selling for six or seven times earnings. Moreover, inflation had reared its ugly head, inter- est rates were rising, and money was getting tight. There were no initial public offerings in sight, nor had there been for several years. For the time being, the day of the small venture deal with its long-time horizon to liquidity was over. At New Court, we were obliged to modify our investment strat- egy to suit the changing capital markets. Typically, we would invest in small or startup companies and look toward living with them for a period of years while they realized their business plan. Some- times we might step in financially when other sources of cap- ital such as banks or other investors became unavailable. From what we could see in early 1973, there was going to be a financial drought for smaller enterprise for some period ahead. Conse- quently, we began to focus on those investment opportunities that could achieve financial critical mass fairly promptly. An invest- ment opportunity that could reach $100 million in revenues and commensurate high margins and cash flow in a few years had a chance. It was our view that the IPO market would come back but new ventures would have to demonstrate something remarkable to attract the institutional investor. One day George Montgomery of White, Weld & Company called to ask us to look over an intriguing situation they had uncovered in Memphis. He described a 28-year-old, ex-marine captain, a Vietnam veteran with a Silver Star, a Yale graduate, who Foreword | xi had started with his own money a small-package airline with great potential. Fred Smith turned out to be a very attractive person, highly articulate and obviously very intelligent. He had studied the small- package delivery business inside and out, and he had developed some very innovative ideas as to how to serve it. He also had a very competent management group working night and day to turn this operation into reality. In short, this was not a scheme on paper but one in three dimensions into which he had poured a good part of his net worth. Fred was about as entrepreneurial as they come. In the early morning hours of April 20, 1973, a group of indi- viduals—Fred Smith, Roger Frock, and I—stood watch outside the old World War II hangars at the Memphis airport for the first full run of the Federal Express Falcon 20 fleet. In due course, these aircraft came roaring out of the night sky. During the next several hours, they were unloaded and reloaded, and took off just before dawn. It was an impressive sight that reminded me of an old war movie, Twelve O’clock High. Next morning we sat through a presentation presided over by Roger Frock. Needless to say, I was frazzled by travel time and lack of sleep. Roger, on the other hand, who had not made it to bed, was fresh, put together, and ready to go.
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