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Written by Gary F. Smith
Publish Date: 2024-10-03

Harvard Case - UPS in India - Time to Shift Gears?

"UPS in India - Time to Shift Gears?" Harvard business case study is written by Frank T. Rothaermel, Srikanth Prabhu. It deals with the challenges in the field of Strategy. The case study is 26 page(s) long and it was first published on : Nov 27, 2017

At Fern Fort University, we recommend UPS India pursue a strategic shift towards a digital-first, customer-centric, and sustainable business model to capitalize on the burgeoning Indian market. This shift will involve leveraging technology and analytics, building strategic alliances, and embracing disruptive innovation to enhance its value proposition, strengthen its competitive advantage, and achieve sustainable growth.

2. Background

The case study explores UPS's challenges in the Indian market, characterized by intense competition, evolving customer demands, and a rapidly changing technological landscape. Despite its global dominance, UPS faces stiff competition from local players offering lower prices and tailored services. The case highlights UPS's need to adapt its business model and strategy to remain relevant and profitable in this dynamic environment.

The main protagonists of the case are:

  • UPS India: A subsidiary of the global logistics giant, seeking to navigate the complex Indian market and achieve sustained growth.
  • Peter Harris: The Managing Director of UPS India, tasked with leading the company's strategic direction and navigating the challenges of the Indian market.

3. Analysis of the Case Study

To analyze UPS India's situation, we can apply several frameworks:

  • Porter's Five Forces: The Indian logistics market exhibits high competitive rivalry due to the presence of numerous local players. The threat of new entrants is moderate, while bargaining power of buyers is high due to the availability of alternatives. The threat of substitutes is increasing with the rise of e-commerce and digital logistics solutions. The bargaining power of suppliers is moderate, with UPS having some leverage due to its global scale.
  • Ansoff Matrix: UPS India can explore market penetration by increasing its market share within existing segments. Product development involves introducing new services tailored to specific Indian customer needs. Market development focuses on expanding into new geographic regions within India. Diversification could involve entering new industries, such as e-commerce logistics or supply chain management solutions.
  • BCG Matrix: UPS India's current offerings can be categorized into cash cows (existing, profitable services) and dogs (low-growth, low-share segments). The company needs to invest in question marks (high-growth, low-share segments) and stars (high-growth, high-share segments) to ensure long-term growth.

4. Recommendations

To achieve sustainable growth in India, UPS should implement the following recommendations:

  • Digital Transformation: Invest heavily in technology and analytics to optimize operations, improve customer experience, and gain insights into market trends. This includes implementing advanced tracking systems, automated delivery solutions, and data-driven decision-making tools.
  • Customer-Centric Approach: Develop a value proposition tailored to the specific needs of Indian customers, offering flexible delivery options, personalized services, and competitive pricing. This requires understanding local market dynamics, cultural nuances, and customer preferences.
  • Strategic Alliances: Partner with local businesses, e-commerce platforms, and technology providers to expand reach, access new markets, and leverage complementary capabilities. This fosters collaboration and facilitates knowledge sharing, enabling UPS to adapt to the dynamic Indian landscape.
  • Innovation and Disruption: Embrace disruptive innovation by exploring new business models, such as last-mile delivery solutions, drone delivery, and AI-powered logistics optimization. This allows UPS to stay ahead of the curve and maintain a competitive edge.
  • Sustainability Focus: Integrate environmental sustainability into all operations, reducing carbon footprint, promoting responsible sourcing, and contributing to a cleaner environment. This aligns with growing consumer demand for sustainable practices and enhances UPS's brand image.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core Competencies and Consistency with Mission: UPS's core competencies in logistics, global network, and technology are leveraged to develop a digital-first, customer-centric approach. This aligns with UPS's mission of delivering reliable and efficient logistics solutions.
  • External Customers and Internal Clients: The recommendations focus on meeting the evolving needs of Indian customers while enhancing the efficiency and productivity of internal stakeholders.
  • Competitors: The proposed strategy aims to differentiate UPS from local competitors by leveraging technology, innovation, and a customer-centric approach.
  • Attractiveness: The digital transformation, strategic alliances, and innovation initiatives are expected to yield significant returns on investment, enhancing profitability and market share.
  • Assumptions: The success of these recommendations hinges on the availability of skilled talent, effective implementation of technology solutions, and a supportive regulatory environment.

6. Conclusion

By embracing a digital-first, customer-centric, and sustainable approach, UPS India can navigate the challenges of the Indian market and achieve sustainable growth. This requires a strategic shift in its business model, leveraging technology, innovation, and strategic partnerships to build a strong competitive advantage and create long-term value.

7. Discussion

Alternative strategies include focusing solely on cost leadership, acquiring local players, or adopting a purely niche market approach. However, these options present significant risks and limitations. Cost leadership may compromise service quality, acquisitions may be costly and complex, and niche markets may limit growth potential.

Key assumptions include the availability of skilled talent, the successful implementation of technology solutions, and a supportive regulatory environment. The success of the recommended strategy hinges on these assumptions.

8. Next Steps

To implement the recommendations, UPS India should:

  • Phase 1 (Short-term): Develop a comprehensive digital transformation roadmap, establish key partnerships, and pilot innovative delivery solutions.
  • Phase 2 (Mid-term): Scale up digital infrastructure, expand strategic alliances, and refine customer-centric offerings.
  • Phase 3 (Long-term): Continuously innovate, monitor market trends, and adapt to evolving customer needs.

This phased approach allows for gradual implementation, monitoring progress, and making adjustments based on market feedback. By embracing a strategic shift, UPS India can position itself for sustained success in the dynamic Indian market.

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Case Description

Taking over as the CEO in 2014, Mr. David Abney announced that expansion in the emerging markets was his number one priority and the company would make acquisitions to build capabilities overseas. This goal meant deeper penetration of the growing Southeast Asian economies. India represented a lucrative opportunity as one of the largest economies in the world with a GDP of over $2 trillion. Not only was the market large, it was growing fast at a rate of over seven percent annually-despite the global slowdown. UPS had already entered the Indian courier service market, although a period of neglect had allowed DHL to enter, partner with Blue Dart, and win three times the market share of its next largest competitor. UPS with its renewed global strategy was returning to India but now faced intense competition. Despite the competition, India offered a huge opportunity to established organized players in this segment as the country sought to build roads and infrastructure at a record pace. In 2017, the Goods and Services Tax law converted India into a single market rendering the state borders irrelevant, aiding the seamless movement of goods across the country. The new government, which won the general elections on a development mandate, had also brought in crucial reforms to improve the ease of doing business in India. Given these changed circumstances, what should be UPS's strategy to expand in India? Which lessons from those other markets could be leveraged in India?

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