Strategic Growth Plan

Strategic Growth PlanExecutive TeaMAIRBORNE EXPRESS

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Yes, victory is sweet,

but it doesnt necessarily

make life any easier

the next season or

even the next day. - Phil Jackson

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Agenda Q3 Retrospection Strategy Improvising on current operations New Business Initiatives

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Successful QuarterIncrease in profits and revenues All time high and expected to grow higher Increase in dividends and bonuses

Sustaining the growth rate and success Key concerns Strategic roadmap

Success FactorsMarket Leader Tailor made solutions to businesses

Exceeded Expectations Operating margin X 2 = 8% Cost per unit = 11$

Above Industry Average Utilization rate ~ 80%

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Analyzing our competition

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Key concerns

Short termLong term risksB2B markets can be volatile. No B2C.Limited market presence & brandingBridging the 3% GAPB2B customers are not diverseMinimal AutomationNegative trendsLacking in IT capabilities

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Strategic RoadmapShort termBridging the 3% GAPMinimal AutomationLacking in IT capabilities

Process Improvement & Update Software / TechnologyNegative Trends&Long Term RisksArunSriyaHimanshu*PrashantJacobCEOSVP New BizCOO CFOCTO

* Former COO at FedEx Rethink our Pricing Strategy? Venture into new Business Opportunities - B2B/B2CExplore Strategic Partnerships

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Improvising on current operations

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A futuristic pricing strategy is the call of our business.

Distance zone based pricing strategy.

Pay per use facilityTremendous savings for short distance shipping.Supports warehouses distribution across different places.

Competitive advantageOur prices would still be 15-20% lower than competitors.Our low revenue per shipment allows for this escalation.SAVE PER MILE

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Bridging the 3% gap (Part 1)AutomationMore reliance on automation rather than manual work.Aligns with software upgradation strategy.

TrainingFull-fledged training of employees including part time.Team building exercises fostering team spirit.

Software upgradationAdditional functionality to schedule pickups, print paperwork and filing claims.Aimed to enrich customer experience.

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Bridging the 3% gap (Part 2)

Incorporate Six-Sigma across all our processes to eliminate defects.Install Lean Transportation Management into our system

GE was super successful with Six Sigma11

New Business Initiatives

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360 degree solutionVision Provide a 360 degree solution to all business partnersMissionStrategic partnership with RPSIncrease B2C presence International ventures

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Strategic partnership with RPS Why RPS? Superior IT infrastructure and tracking capabilities Have proven to successfully infiltrate UPSs customer base

Why Airborne Express? Offers one-stop shopping Integrated pickup and delivery system

Cost Savings & Firm foothold in the ground transportation area30% of Airbornes parcels have not seen the inside of an airplaneOperating cost of truck = 1/3 x Operating cost of aircraft(~capacity)

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Diversify customer base Why? Risk of increase in Bargaining power of buyers To diversify the customer base Aligns with the mission of providing a 360 degree solution Possible e-commerce venture; Reduced risk

Concierge services to employees of our business partners

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International ventures Why? Aligns with the mission of providing a 360 degree solution Be the #1 vendor for our partners globally too. How? Enter a strategic partnership with DHLDHLs successful track record in international marketAvoids the risk of massive capital investment Will not be a competitor

Global expansion and coverage with reduced risk

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