Global Delivery Direct, Inc.
Company Profile
Welcome to Global Delivery Direct!
The assessment projects for this class course will examine different facets of the leadership of Global Delivery Direct, Inc. (GDD) and students will be exploring various scenarios and providing analysis and recommendations from the perspective of a leadership consultant. Each project has been carefully designed to provide students with opportunities to demonstrate mastery of various leadership concepts which have been presented in the classroom (both in the face-to- face and online discussions). The projects focus on the following areas:
In project 1, students will demonstrate an understanding of the broad role of a leader within an organization.
In project 2, students are expected to apply course concepts and materials to provide real-world leadership skills with respect to personnel development.
In project 3, students will present their analysis and recommendations that demonstrate their ability to create a report that examines ways a leader blends their social architect role with soft skills and business acumen to fix the problems of a failing business merger.
Global Delivery Direct, Inc.
History
GDD is a medium sized global delivery organization that started in 1968 in Norfolk, England when four classmates at the London School of Economics, Joseph Knoll Windsor, Giles Hartford Weatherspoon, III, John Smyth Heathering, and (the American) Andrew Rockfish banded together to make their fortune. The then very young men found what they saw as a great opportunity in the decision of the Royal Air Force to auction off retired war airplanes. Having met in the school flying club, the men decided to invest together in the purchase of three retired British WWII cargo planes. The partners repaired the planes with the help of a retired pilot friend. Repainted white, the planes with their distinctive winged box design displayed on the tail engaged clientele worldwide.
Starting small, the ex-pilots took jobs wherever they could find them using their parents’ military contacts to enlarge the business. Soon they had several regular customers, Europe and America. As the company grew, the four pilots decided to expand from just small parcels to a mail and document delivery service as well. They took the European market by storm with their introduction of the 2-day turnaround from Britain to the US East Coast. Encouraged by the growth, and anxious to return home, Andrew Rockfish decided with the consent of the others to expand the service to America in the hopes that it would draw a larger customer base from the new multi-national companies. The American market grew quickly. By the end of the decade, GDD had a nationwide presence.
The 1980’s, however, saw the rapid growth of Fed Ex and UPS in the global delivery service. UPS in Germany started in 1976. After a few hiccups the German post office was no longer a competitor. The overnight delivery promise put both firms on the map. It was GDD’s position as number one that sustained its competitive advantage. GDD kept their customer base in national air cargo deliveries, but global overnight was proving to be more difficult. Expansion in Asia Pacific to include Australia gave the company sizeable growth. America fought to hold their market share by moving in to Canada by the end of the decade. The European branch remained competitive because their customers were not easily moved to change to large American giants.
In the 1990’s GDD’s Asia Pacific branch continued to expand the Asian and Australian market. America was holding its own against the two big shipping giants Fed Ex and UPS, but new competitors like the United States Postal Service were also now picking up the private company overnight delivery market as well. DHL (a German company) had also come into the market and was focused in the business-only clientele. However, the company was too late in entering the competition. It did not prove to be the threat that the GDD leaders thought DHL might be.
The heavy competition brought a dip in sales in 2012 globally as competition with America’s large firms put pressure on the company to keep up. GDD’s fleets of airplanes for the three branches are aging; the need for capital investment is on the horizon. In addition to the strong competition, regulations, airport fees, and fuel costs are making profits shrink. GDD watched both Fed Ex and UPS create personal shipping stores to enhance their individual customer shipping experience meet with modest success. The now aging owners are looking for ways to grow the company. The Pan Asian market is still strong for the company as is the small business market for national sales in America. The company is currently owned by the four founders who hold 60% of the stock equally, with capital investors holding the remaining 40%.
Current Company Vision: The delivery company to the business world.
Current Mission: To provide cargo and mail services to businesses around the globe with excellent service and direct simplicity. Employees will seek to foster a personal relationship with customers through the anticipation of their needs, understanding the logistic challenges facing their deliveries, and always finding ways to succeed in getting the customer served.
Services Offered
Package and Mail delivery Current Fact Sheet
| Headquarters | Worldwide web address | Executive Director Corporate Services | 2015 revenue | Employees
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PACKAGE OPERATIONS | 2015 delivery volume | Daily delivery volume | Daily U.S. air volume | Daily international volume | Service area | Customers | Operating facilities | Delivery fleet | Jet aircraft |
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