I found this graphic to be fascinating. It shows all the companies that are trying to take away a piece of Fedex / trying to do a piece of what Fedex do better / outright kill Fedex collectively. In every case the new company seems to be disrupting Fedex by using technology and what digital specifically empowers.
Fedex became Fedex by trying to do everything and do it well enough. And, as a result, it is an enormously successful company. But, when you get that big, it is very difficult to stay nimble and innovate in every thing now the big company does. And, digital empowers innovation at higher speed, at a lower cost, by smaller companies.
I love this.
Is Fedex going to die? No. There are plenty of big clients of big Fedex who do want Fedex' bigness in one place. But, many parts of the Fedex business will certainly lose. The challenge for them will be to keep the local loses small and keep enhancing the value of the big.
Fedex should of course innovate itself and try and compete with all these little disruptors from within Fedex itself. But, it is very hard for a massive corporation to do that (be it Fedex or American Express or Google or Pepsico).
On a positive note, Fedex has so much money which means if it fails to innovate from within, it can simply buy these "little guys." Happens all the time.
All said and done. So fascinating.
Yes, robots now build cars and power mechanical diggers and other "dumb" jobs. What will surprise you is how quickly "mechanical minds" are making human brain labor less in demand.
15 mins, will fundamentally challenge your thinking.
- Northwest Missouri State UniversityBS Mkt/Mgmt, 2000 - 2005
I am one of the founding members of StreetSideAuto.com. Since our launch I have been responsible for the organic growth and the development of our vast SEM Profile. My background in interactive marketing strategy and implementation has given me a unique perspective on large scale eCommerce management & construction.
- Streetsideauto.comSEO-SEM Manager, 2006 - present
- RJ PromotionsConsumer Show Manager, 2004 - 2005