Feedback & Complaints FedEx Express is a courier service for express mail delivery. How Fred Smith founded the world's largest shipping service FedEx Express

Federal State Educational Institution

Higher professional education

Saint Petersburg State University

Graduate School of Management

Business History essays

FedEx Corporation

1st year students of group number 21:

Nefedieva Vadima (6 gr.),

Saint Petersburg 2014

Chapter 1. FedEx Corporation Currently 3

Industry 3

Ownership structure 4

Competitive positions 5

FedEx Financial Performance 6

Chapter 2. Stages of formation and development of the company 8

Formation of the company, 1971-1977 8

Strong growth in the domestic market, 1977-1983 10

Global expansion: the era of acquisitions, 1984-2000 13

Global expansion: strengthening positions, 2001 -... 17

Chapter 3. Impact of US Nationalities on FedEx Business 21

List of sources used 23

Chapter 1. FedEx Corporation Now

FedEx Corporationprovides urgent courier and logistics services, cargo transportation. FedExis one of the largest transportation companies in the world, with the main market in the United States and employs 300,000 people. The company connects more than two hundred countries, offering a wide range of business services through its 4 divisions.

Industry 1

FedEx Express - a subsidiary providing delivery within three business days (next day in the United States and some other countries). It has 52,400 collection points, 647 aircraft, 54,100 ground transport units around the world. The division also includes companies FedEx Trade Network (trade and intermediation through its worldwide transport network) and FedEx SupplyChain (logistics and supply chain assurance).

FedEx Ground - a division that includes FedEx SmartPost, delivers small parcels that do not require urgent delivery. For the last step, use Postal service USA(USPS). FedEx SmartPostworks with all US addresses, including PO boxes and military bases.

FedEx Freight - a division providing cargo delivery services “less than a truck” ( less- than- truckload - LTL) in North America. Includes company FedEx Custom Critical (high-speed delivery of goods in North America). FedEx Freightowns 59,000 trucks and 390 service centers.

FedEx Services supports other divisions FedExin sales, marketing and service. Serves FedEx(office maintenance, payment for services and technical condition of computer equipment FedEx Corp. ). Includes FedEx Office(services for document flow and business maintenance) and FedEx TechConnect(maintenance, repair and disposal of equipment of companies in a short time).

Ownership structure

Since 1978 FedExbecomes a public company after a public listing on the New York Stock Exchange 2. At the moment with shares FedEx Corp. owned by 1,425 shareholders. The ten largest holders are presented in Table 3:

Let's start with the fact that FedEx services have already been used more than once, and when sending from Israel to Germany more than once, no problems arose. Delivered in 2 working days.

But we forgot that service in Ukraine is a different story.

Well. Transfer of 3 A4 sheets from Berlin to Novograd-Volynsky. The husband paid 70 euros for Priority, and this is not 3-4 working days, but for some reason a week to Ukraine, according to the website. A small spoiler - the parcel got to Ukraine less than from Kiev to Novograd-Volynsky.

On April 8, my husband sent the parcel at 3, at 8 the same day, she left Berlin. And flew, attention - to France, somewhat in the opposite direction from Ukraine, but nevertheless. 9.04 at 4:43 am the last update - the parcel left Paris.
And no more news for two days. At lunchtime on 10.04 I called the call center, they said that the parcel was not in Ukraine, and the latest data, it was in Paris, was told to call tomorrow.
The next day I called on 11.04, and there is still no update on the site. They said the package was already in Kiev, and in the evening they should send it to Zhytomyr, and tomorrow on April 12, I will already have it, they gave me the number of the branch in Zhytomyr so that they would be zonites.
i go to the site in the evening, writes - Kiev. Delivery Exception The recipient is outside the FedEx service area.
I called the call center again in the morning. I was suspiciously quick with the words oh, something was wrongly switched to the chief for sending to the regions.
And this chief turned out to be a real boor and rude. He said that if she wanted documents, I urgently had to tell my husband to come and bring them himself, and I take his time and distract him from work. What information did I receive - he did not receive the package, did not see it, and did not send it anywhere further. And I was also rude and rude.
And the site still has a delivery exception status
I called to Zhytomyr, the car went to Novogrd this morning, but my package was not there, they don't know where it is. Half an hour later they called back, found the parcel in the warehouse, how it did not get on the car - no one knows. On Saturday they do not work, and on Monday they do not go to Novograd, they said to wait for Tuesday.

Today I received the package. But the site still writes Kiev, delivery exceptions
As a result - a terrible impression of the service in Ukraine, a spoiled mood and dead nerve cells.

I was not waiting for headphones with aliexpress, but very important documents, originals, which not only were important, but also needed urgently.

You expect the highest tracking service from the best delivery service in the world, and even not for little money, but you urgently wanted to receive comments to worry about your parcel, it was necessary for your husband to arrive by plane and bring documents, and the idea is not so bad, because a low-cost round trip would have flown faster for the same FedEx delivery money.

I do NOT recommend using FedEx if shipping from or to Ukraine.

The branch in Zhytomyr, a friendly person with whom I spoke, explained everything well and politely.
The courier who delivered the package is just darling.

DO NOT track your package.
The statuses on the site are not correct.
I subscribed to a status update, but no notifications were received.
The main dispatcher to the regions in the Kiev branch is a boor and a rude person, I hope the conversations are recorded, and he will fly in.
Delivery is longer stated, and the high price does not correspond to the quality of the services provided.

Fred Smith born August 11, 1944 in Marx, a suburb of Memphis, Mississippi. Fred's father died when the boy was four years old. Fred Smith's father was like Horatio Alger in that he made a fortune by hard work, had a unique gift and fortitude. He was the founder of the Dixie Greyhound bus lines and a restaurant chain called Toddle House (Home for Tramps). Fred Smith knew that at 21 he would inherit millions, but money never hindered his pursuit of personal success.

Fred Smith suffered from a congenital condition called Calv-Pertis disease. This disease constrained the movement of his hips. He was forced to wear braces and walk on crutches for most of his youth. His mother, with the utmost delicacy, protected him from feelings of inferiority. She fostered in him a sense of self-esteem, constantly conducted therapy and encouraged him to play sports. therefore Fred Smithavoided the psychological trauma that such a disease can cause in childhood. He played football and basketball in prep school and was voted "Best in All Subjects" at University School of Memphis. During these years, Fred Smith was fond of the history of the Civil War and his heroes were the great military generals and leaders of the South. This early infatuation strongly resembles that of Ted Turner, who at the same time was growing up at a private academy in Tennessee.

One of the biggest, lifelong influences on Fred Smith was a letter written by his father shortly before his death. In this letter, the father expressed a wish that Fred Smith sent his fortune to work, and did not become one of the idle rich. Following his father's advice, Fred Smith turned his money into seed money and continued to take risks in the future. The first messengers of his future super-achievements appeared at an early age. At fifteen, he learned to fly an airplane and his hobby was to pollinate crops from an airplane. At the age of sixteen, he and two schoolmates organized a recording studio "Ardent Record Company", which is still working. The business was profitable, and during this period the studio released many hits, including "Big Satin Mom" \u200b\u200band "House of Rock". These early tests of their strengths in business are common to all innovators studied in this paper. In their youth, each of them had hard work or successful business.

Fred Smith left the studio to attend Yale. Here he became known as a sociable guy. He delivered many of them on his twin-engined plane to women's colleges located in the district. Fred Smith could lead a "wealthy student" lifestyle. However, his charisma and passion for work manifested itself in his youth. He worked as a disc jockey at local festivals, helped organize the Yale Flying Club, and became a member of the prestigious Secret Honor Society known as the Skull and Bones.

Business and personal survival

In 1966 Fred Smith graduated from the university and, having received a degree in economics, immediately enlisted in the Naval Forces. He served two mandatory terms as a reconnaissance pilot, during which he flew two hundred missions, leading a flight team. David Silver, who interviewed him for Millionaire Entrepreneurs, concluded that it was the war years that sparked Smith's extraordinary drive for innovation. "Experience in Vietnam taught Smith how to cope with losses and overcome despair." The Vietnam school helped him drive out most of the ghosts of the past and fostered a spirit of risk in him.

Federal Express owes its existence only to Smith's tenacity and charisma. He spent years researching the market and invested $ 150,000. in professional research - in order to convince the financial community that its idea has good potential. Fred Smith has spent years convincing aspiring businessmen to get involved in a 24/7 delivery project. Herculean efforts to overcome technical, administrative and financial difficulties are unimaginable. This is evidenced by the following figures.

Federal Express connects its customers with suppliers through 395 aircraft, 29,000 platforms and transporters, 25,000 shipping and receiving points. Every day she fulfills 297,000 orders, accompanied by an enormous amount of negotiations with buyers, suppliers and carriers. This system deals daily with more than a million contractors in 119 countries.

Such a large-scale enterprise was to be taken over by the well-financed major airlines, leading cargo companies or the United States Postal Service. Major airlines were strategically positioned to embody a new marketable service, but were afraid of the risk of financial loss. They received good income from air cargo transportation because they controlled the transport (aircraft) through which the delivery was carried out. Emery, Airborn and Flying Tiger, the main shipping firms, should have taken an interest in the idea of \u200b\u200b24/7 delivery. Yet they were too afraid of the unknown, and Fred Smith put his entire fortune on this idea. He also risked his reputation. He spoke about the terrible upheavals of these years in 1976, in Memphis:

No one on earth knows what I went through that year (1973), and I am happy that I myself vaguely remember the details you are asking me about. As for the wound that this year inflicted on me, I can say that I was under tremendous pressure, various events were constantly happening, I traveled a lot, held a huge number of meetings with bankers - investors, representatives of General Dynamics, many different people who came in Memphis, and that I can't even remember the details of a single event that took place during that period, besides, at that time I was absorbed in organizing the company (Saigafus, 1983).

Fred Smith is a true adventurer who survived thanks to his magnetic charm and charisma. His extraordinary style of action is confirmed by an incident that occurred at the dawn of his career, when he paid off creditors with money won at Black Jack. It was one of those dark days in the early 1970s when Fred fought for a cash injection from any source. Jessica Switch of NBC News reported the story on July 19, 1973, after meeting him at the airport. He said he had just been turned down by General Dynamics and was depressed. He looked at the plane going to Memphis and then at the plane going to Las Vegas and suddenly jumped on a flight to Las Vegas. According to Savage, Smith said:

I was in Chicago when I was once again denied the source of funds I had hoped for. I went to the airport to return to Memphis and saw a flight to Las Vegas on the schedule. I won $ 27,000 starting with a couple hundred and sent that money to Memphis. The amount of $ 27,000 did not solve anything, but it was an omen that things would go better (Saigafus, 1983).

Fred Smith was a gambler, whether he played tennis, drove the Federal Express, or flew an airplane. Once, on one of the first flights between Memphis and Little Rock, Fred had to make an emergency landing in a jet plane. It could have ended tragically, but the accident did not discourage him from flying. Fred's employees regarded him as their idol, as is evident from press reviews and stories from Federal Express drivers. Jay Conger was engaged in the study of charisma as a character trait and chose Fred Smith as his main subject. scientific work "Charismatic Leader".

In February 1989, the Bizneswik newspaper published an article containing a quote from Federal Express director Roger Frock about Fred Smith's leadership abilities: "We need his charisma, his leadership." Other employees described Smith as the main inspirer who treats his employees with feeling. He was almost like a father to his people. One example of his loyal, patronizing, almost Japanese attitude towards employees is the fact that Federal Express has not had a single case of dismissal in twenty years of work. This success was largely determined by Fred's corporate philosophy, whose motto was: "People - Service - Benefit." It is no coincidence that "people" are in the first place - this is the credo of charismatic leaders.

Characterization of personal behavior

Fred Smith loves privacy and reading. He reads philosophical, political, economic works for four hours a day. Fred Smith is energized from the outside, and therefore belongs to the extraverted type according to the Meyer-Brigg personality scale. He strongly believes in the power of intuition. This philosophy can be clearly seen in his interview with Ink magazine: "If you want to create something innovative, you must use intuitive judgment" and "when talking about large-scale innovation, you must rely more on your foresight, your intuition."

Fred Smith is a rational or "thinking" type of decision-maker and prefers a planned, organized life. In other words, he prefers a rational and structured or closed approach to business. According to the Meyer-Brigg Personality Identifier, Fred Smith is ENMO. Thanks to the intuitive thinking and temperament of Prometheus, he sees the prospects that open up and does not miss opportunities. His mind is more concerned with the future than the past, and the qualitative side of life as opposed to the quantitative. Fred Smith has a scholastic, macro-perspective thinking and uses right-sided thinking in planning. This characterization is supported by the description of Smith by Robert Seigaphuss (1983):

Fred Smith is endowed with flair, strong intellectual curiosity, leadership abilities and seemingly limitless energy. Fred Smith may not have had the great dream that he carried through Yale, Vietnam, Little Rock to Memphis ... Fred Smith aspired to power and achievement, like any great corporate leader. And he saw himself at the forefront of new high technologies ... Fred Smith has earned a reputation for being able to work tirelessly, a determined leader who knows what he wants and is ready to pay for his dream, regardless of the price.

Risk appetite

Fred Smith is a gambler. He risked his entire fortune for the implementation of a hitherto unheard-of idea, when everyone argued that it was stupid and he went crazy. Fred Smith did not listen to anyone even later, when the long-term struggle for the Federal Express was barely over and in the 80s he started a risky game again. The Federal Express eventually became a powerful organization and gave no cause for concern about its well-being. But Fred Smith did not calm down. He conceived another major innovation, the Zap Mail, which cost the Federal $ 350 million in the mid-1980s. Then, in 1989, Fred Smith shook the world again with a $ 880 million acquisition. airline "Flying Tiger", which had a debt of $ 1.4 billion.

Fred Smith's pioneering and entrepreneurial talent is undeniable, but, as he himself notes, the price paid for exorbitant risk and tremendous innovative success was very high. In an interview with Ink magazine in October 1986, he said: “If you want to build a large and successfully operating organizationyou personally must be willing to pay a hefty price. But more importantly, you will pay the price over and over again on the road to success - that is, you better stock up on will. "

Fred Smith's resourceful and restless mind led him to acquire Flying Tiger Airlines in the late 1980s. This was perhaps his biggest risk. Fred Smith believed that this latest innovation would make Federal Express the world's largest shipping company, which meant it was a legitimate risk. On February 13, 1989, Bizneswik described his latest acquisition as "the biggest scam." Wall Street skeptics have had a busy day as the $ 880 million deal capped the Federal Express's $ 1.4 billion debt. Industry analysts wondered about the sanity of Fred Smith, who risked everything he had for a new, difficult and controversial endeavor.

One of the arguments to which they appealed was that Tiger International was a highly structured traditional organization, while the Federal Express, thanks to Fred Smith, still had an entrepreneurial spirit. They said that the Federal's entrepreneurial spirit and “freedom” atmosphere were in complete conflict with the conservative staff of Tiger's adapters. They argued that the merger would not work due to differences in staff mentality and work styles of the two firms. Most of his opponents said that he "hung the Tiger around his neck." But Fred Smith firmly believed that the international lines that Tiger had created over the past forty years would help the Federal Express become the largest transport company in the world. Smith kind of went back in time when everyone said he was crazy. This global innovation will bear fruit sometime by the end of the millennium.

Characteristic success

Fred Smith's personality and charisma are fundamental to the success of Federal Express. Seigaphus, in Absolutely Positive 24/7, used the phrase "Fred Smith's Federal Express" when describing Fred Smith's role in Federal Express. In his understanding, the founder, the leader and the organization became "one whole". This is not surprising, since all great world leaders are usually identified with their empires built on personal charisma. Napoleon, Hitler and Gandhi embodied their countries. The charismatic style of leadership turns into the creation of empires that are a semblance of the personality of a leader and his sublimation. Saigafus has devoted an entire chapter to describing this process as applied to the Federal Express:

Fred Smith is the only, most recent example of the reincarnation of the "King in Two Persons" characteristic of ancient cultures. Fred Smith was both a man and a company at the same time, like the ancient European kings, who were both individuals and officialdom (power), just people and at the same time a country.

Federal Express ranks among the largest high-risk capital investments in history american businesswhich made it an entrepreneurial phenomenon. In December 1979, Fortune named it "one of the ten greatest business triumphs of the seventies."

Dunn's named it among the five companies that showed the most effective management in 1981. Federal Express has been named one of the "Top 100 American Companies of 1985." In 1990, she won the prestigious Malcolm Baldridge Product Quality Award. Federal Express received this award as the first firm in the service sector.

Fred Smith's 24/7 Freight Delivery Service has changed the way we do business around the world. Its impact on the business world is comparable to the impact of Ted Turner's innovation on the world of communications. The expansion of the European Common Market has opened up many business opportunities that were previously isolated by the costs of going to market. New businesses can now operate in remote areas, free from the need to invest in countless warehouses and inventory. It was not possible just a few years ago. These pervasive changes and new opportunities came only through new thinking spawned by Fred Smith's “totally positive 24/7” that swept the world. These new global changes and opportunities have undoubtedly changed the business world and the balance of power in the global economic space. Charismatic leader Fred Smith has become a key figure in this global change. He will remain in history as the person who improved the world of business.

Based on the book by Gene Landrum "13 Men Who Changed the World"

Post navigation

FedEx Express Is an American cargo airline based in Memphis, Tennessee. It is the world's first airline in terms of the volume of transported cargo and the second in terms of fleet size. A subsidiary of FedEx Corporation, it delivers goods and parcels daily to over 375 destinations in almost all countries of the world. The headquarters is located in the city of Memphis, and the so-called "superhub" is Memphis International Airport.

The concept of what would become Federal Express came to Fred Smith while he was at Yale. In class, he presented a paper in which he argued that in today's technological society, time was more important than money than ever before, and with the advent of miniature electronic circuits, very small components became extremely valuable. He argued that the consumer society is increasingly in need of mass production of electronic products, but the effect of decentralization caused by these devices causes manufacturers very large logistical problems.

Smith believed that the required delivery rate could only be achieved by air transport. But he believed that the US air freight system was so inflexible and bogged down in bureaucracy that he was completely unable to deliver fast enough. In addition, US air cargo carriers were unsuitable for the role. Its system depended on collaboration between companies, as cooperation was often necessary to get goods from point A to point B, and companies relied heavily on the shipping companies to fill the empty space and complete the door-to-door delivery. In his work, Smith suggested new concept - one carrier is responsible for part of the cargo from the point of departure to the point of receipt, operating with its planes, warehouses, the location of stations and delivery vans.

To ensure accurate sorting and dispatch of each item of cargo, the carrier will fly from all of its pick-up stations to a central distribution base where all operations will be monitored. He gave the job to a professor who gave it a C. Despite the professor's opinion, Smith did not give up on the idea. He founded Federal Express Corporation in 1971. It was originally founded in Little Rock, Arkansas in 1971 when Smith was operating Little Rock Airmotive. Due to lack of support from Little Rock National Airport, Smith moved with the Memphis Tennessee company to Memphis International Airport in 1973.

The company began operations on the evening of April 17, 1973 with fourteen Dassault Falcon 20s connecting twenty-five cities in the United States. That evening, 18 packages were transported. Services included overnight delivery, two-day delivery, envelope delivery, and Courier Pak. Federal Express began to market itself as “a trucking company with trucks that travel at 550 miles per hour.” However, the company began to struggle financially, losing up to $ 1 million a month.Waiting to fly home to Memphis from Chicago, after General Dynamics denied a flight, Smith jumped on a plane to Las Vegas where he won $ 27,000 in blackjack. The winnings were poured into a cash-strapped payroll company the following Monday. but it was a sign that things would get better, "Smith said. In the end, he made $ 50-70 million working with risky structures like the First National City Bank of New York and Bank of America in California. At the time, Federal Express was the most funded new company in US history in terms of venture capital. Federal Express installed its first mailbox in 1975, allowing customers to send packages without recourse I'm in the local branch of the company. In 1976 the company became profitable with an average volume of 19,000 parcels per day.

The Air Transportation Act of 1977 (Public Law 95-163) lifted route restrictions on universal cargo airlines and allowed Federal Express to acquire its first large aircraft, seven Boeing 727-100s. In 1978, the company made an IPO and was listed on the New York Stock Exchange. IN next year she became the first freight company to use computer techologies for parcel management by launching "COSMOS" (Client - Clients, Operations - Works and Services - Master Services - a specialized Online System - an online system), a central computer system for managing people, parcels, vehicles and weather conditions in real time. In 1980, the company introduced "DADS" to coordinate customer calls. This system allows customers to schedule picking up day-to-day. In 1980, Federal Express began operations in 90 more cities in the United States. The following year, the company introduced overnight letter delivery to compete with the US Postal Services's Express Mail.

Later in 1981, it began international operations in Canada, and officially opened its SuperHub at Memphis International Airport. Federal Express sales topped $ 1 billion for the first time in 1983. That same year, the company introduced ZapMail, a fax service that guaranteed delivery of up to five pages in less than two hours for $ 35. ZapMail later became a huge flop for a company worth hundreds of millions of dollars. In 1986, the company introduced "SuperTracker", a handheld barcode scanner that was used for the first time in shipping. Federal Express continued its rapid growth in the late 1980s, opening a hub at Newark Liberty International Airport in 1986, Indianapolis International Airport and Oakland International Airport in 1988. In 1989, the company acquired the Flying Tiger Line to expand its international operations and then opened a hub at Ted Stevens Anchorage International Airport to accommodate new service... Since the volume international transport increased, Federal Express created Open System Electronic Customs clearance to expedite regulatory approval of the transaction while the shipment is in transit.

In 1994, Federal Express was renamed "FedEx," an acronym that was previously unofficial. In the same year, FedEx launched Fedex.com as the first online tracking website, allowing customers to conduct business over the Internet. In 1995, the company acquired air routes from Evergreen Internationa to begin operations in China, and opened an Asia Pacific Center at Subic Bay International Airport in the Philippines. In 1997 FedEx opened a hub at Fort Worth Alliance Airport and in 1999 a European hub opened at Charles de Gaulle International Airport in France. In 2000, the company officially abolished the name "Federal Express" from "FedEx Express" to differentiate its express delivery service from other services offered by its parent company, FedEx Corporation.

In 2001, FedEx Express signed a 7-year contract for express mail transport and recommended letters for the United States Postal Service. This agreement allowed FedEx to install mailboxes at every USPS post office. In 2007, the contract was extended until September 2013. USPS continues to be FedEx Express's largest customer.

In December 2006, FedEx Express acquired the British courier company ANC Holdings Limited for £ 120 million. The acquisition added 35 sorting facilities to FedEx's network and the company introduced direct flights from Newark and Indianapolis directly to UK airports instead of stopping at the FedEx European Center at Charles de Gaulle Airport. In September 2007, ANC was renamed FedEx UK. FedEx Express also acquired Flying-Cargo Hungary Kft to expand its coverage in Eastern Europe.

The late 2000s recession hit parent company FedEx and its Express subsidiary hard. Many companies looking for ways to save money have stopped shipping or switched to cheaper alternatives such as shipping. FedEx Corporation announced large volume cuts in FedEx Express, including the decommissioning of some of its older and least efficient aircraft such as the McDonnell Douglas DC-10 and Airbus A310. FedEx has also announced layoffs and reduced working hours at some of its hubs. In December 2008, FedEx postponed deliveries of the new Boeing 777 Freighter, four will be delivered in 2010 as previously agreed, but in 2011 FedEx will only accept 4 deliveries, not 10 as originally planned. The rest of the aircraft will be delivered in 2012 and 2013. FedEx Express closed the hub for the first time in its history when operations at the Asia Pacific Center at Subic Bay International Airport in the Philippines ceased on February 6, 2009. Operations were moved to Guangzhou Baiyun International Airport in southern China. FedEx Express planned to open a new Chinese hub in December 2008, but in November 2008 the company postponed the opening until early 2009 citing the need to fully test the new hub. On June 2, 2009, FedEx opened a new hub building at the Piedmont Triad International Airport in Greensboro, North Carolina. FedEx announced in December 2008 that it still intends to open the building on time, despite the poor economic situation. The number of employees is planned to be reduced from 1,500 to 160. FedEx has not given a specific timeline on when the center will be fully operational. The hub has been delayed for many years since FedEx began looking at the airport to make it the US Mid-Atlantic Hub in 1998. FedEx has had to grapple with many complaints from neighboring homeowners due to the expected noise from their planes because most of their flights take place at night. A third runway was built to accommodate the hub and additional aircraft.

On October 27, 2010, FedEx opened its Central and Eastern European hub at Cologne Bonn Airport. The hub is equipped with a fully automated sorting system that can handle up to 18,000 parcels per hour. The roof is FedEx's largest solar installation, producing 800,000 kilowatt-hours a year.

In 2011 FedEx Express acquires Logistics, Distribution and Express Delivery divisions from AFL Pvt. Ltd and its subsidiary Unifreight India Pvt. Ltd. in India.

In the same year, FedEx is launching a new flight between India and the FedEx Asia-Pacific hub at Guangzhou Baiyun International Airport, South China, to improve cross-border transport links and quality of service.

In addition, 2011 for the company was marked by the following events:
FedEx Express launches new intercontinental route for Boeing 777 aircraft to improve transport links between India, Europe, the Middle East and the United States.

FedEx's European hub at Roissy - Charles de Gaulle Airport is certified to ISO 14001: 2004 environmental standard.

FedEx Express continues its commitment to the environment with the launch of a state-of-the-art, sustainable distribution center in Mechelen, Belgium.

FedEx Express is named in the Top 5 World's Best International Places to Work by the Best Places to Work Institute.

FedEx Express opens a new station in Belfast and launches a new daily flight providing next day delivery for Europe and the US East Coast, as well as two business days for Asia and the rest of the US.

FedEx Express is launching a new green shipping initiative in France, using seven electronically controlled tricycles to deliver and collect parcels in three different areas of Paris.

2012 in the life of the company:
- FedEx Express named UK Commercial Superbrand of 2012.

From June 2011 to May 2012 FedEx Express announces 38 stations in France, Germany, Italy, the Netherlands, Sweden and the UK.

From June 2011 to May 2012, FedEx Express will launch four new Boeing 757 aircraft. Boeings will provide next business day delivery for FedEx Express customers in Oslo and will significantly improve service for customers in Sweden, Finland, the United Kingdom and the Netherlands, primarily by reducing travel times and increasing working hours.

FedEx Express becomes the first operator to launch a regular Boeing 777F service on flights from Cologne. Thanks to the lower emissions and lower fuel consumption, these aircraft operate with less harmful effects on environment, including noise.

FedEx Express acquires Polish transport company Opek Sp.z o.o.

FedEx Express becomes the world's first shipping company to launch carbon-neutral shipping for all FedEx envelopes at no additional charge to customers.

FedEx has announced that it has signed a contract to acquire TATEX, a leading French express commercial freight company.

FedEx Express named 2012 Super Green Airline by Air Transport World

Interesting to know:
The first Federal Express logo appeared in 1973, it did not have any of the abbreviations we are used to, it did not stand out in any way.

In 1994, after the official introduction of the abbreviated name, Lyndon Leader came up with a sign that almost the whole world now recognizes on the fly.

At first glance, the logo is very simple and cute, but there is one detail in it - a small arrow pointing to the right, formed by the letters E and x. Many do not see it, but those who know about its existence can no longer ignore it. This arrow is one of the most striking examples of the use of the subconscious in advertising, it symbolizes forward movement and thinking.