Maelanne Bonnicel Valérie Jambart Charlotte Measures Deborah Neuberg Guillaume Laboureix Paul Conquet

FedEx Leader on the international delivery and freight market 23 billion $ turnover, more than 3 million parcels and documents transported everyday First came to France in 1985 = failure Second attempt in the 90’s = SUCCESS

COMPANY SERVICES International delivery (no national service) Delivery within 24 to 48 hours Transportation of merchandize worth up to $

COMPANY’S CLIENTS Firms implanted worldwide or having high contact with foreign companies Firms with a high turnover Small and medium sized businesses Very few private people

FedEx’s ASSETS (1) Innovation  1973: FedEx is the first company to offer deliveries within 24h, in the USA  1986: FedEx is the first transportation company to offer a reimbursement if the deadline for the delay is not respected  1994: FedEx is the first company to receive the ISO 9001 certification for its worldwide operations

FedEx’s ASSETS (2) 1996: FedEx is the first transportation company to offer deliveries before 8 A.M in 5000 places in the USA, coming from 10 European countries 1996: FedEx decides to expand its network to Europe with the new service EuroOne. 1999: inauguration of the CDG hub  Avant-garde

FedEx’s ASSETS (3) Acting for the general interest  Cooperation with the Ministry of Defence  Deal struck with the ANPE  Partnership signed with Orbis

CORE VALUES The values of FedEx France = classic FedEx values :  PSP (People, Service, Profit)  Solidarity  Reliability  Quality  Flexibility, Adaptation  Reactivity->Tennis and F1 sponsorship

WHY FRANCE ? FRANCE = base for European transport: Chosen for mainly operational reasons HUB: Opened officially in 1999 ASSETS of ROISSY- CDG

ASSETS of ROISSY CDG Mild weather In the economic heart of Europe Huge growth potential Great infrastructures Serviceable customs Night flights are legal Cooperation of government and ADP

CONSTRAINTS 35-hour working week :  Not expected  Lack of flexibility A rigid labour market Language

Managing cultural differences “Ils sont tous des managers FedEx” BUT FedEx acknowledges cultural differences French employees are reluctant to give their opinion on their bosses. Lack of mobility =>Lack of openness. The French are very critical and complain a lot… But they are efficient and CREATIVE

ADAPTATIONS (1) At FedEx everything is STANDARDISED … Standardized commercial activities and objectives for all European countries Standardised productivity requirements. Similar compensation and advancement rules. But slight adaptations are made to fit in with France and the French.

ADAPTATIONS (2) Attempts to adapt recruitment to neighbouring situation of unemployment. Train French employees to manage their 35 working hours in an optimal way. GFT (Guaranteed Fair Treatment) is seldom used by French employees. Agreement with the French Post

KEY CONSTRAINT COSTS Though considerable, the problems linked to the 35-hour working week are difficult to measure. The same goes for HR costs:  Recruitment costs  Training costs

KEY BENEFIT NUMBERS (1) Roissy-CDG : Huge capacities…  ha big  More than tonnes of freight …that can still be extended. ADP’s contribution: $100 million invested.

KEY BENEFIT NUMBERS (2) Labour costs are 15% to 40% lower than in North European countries. 2nd highest productivity of labour in the EU.

ESSENTIAL ADVICE Question: HOW to succeed in France? Answer:  by studying the characteristics of working in France and anticipating the constraints  by working with a French team, if possible with employees that are familiar with another culture

THANKS TO Alain Chaillé, Regional Vice president operations, Europe-south region. Nathalie Amiel, head of the Marketing Department, Europe-south region. Philly Teixeira, head of the Global Sales Department, and her team. Sylvie Lanes, External Communication. Stéphanie Biabaut, Internal Communication.

BIBLIOGRAPHY

APPENDIX Interview of Nathalie Amiel, Interview of Philly Teixeira and team. Interview of Stéphanie Biabaut and Sylvie Lanes