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Abstract

By the end of 2004, DHL (Dalsey Hillblom Lynn) had a 40% market share in both Europe and Asia and only 7% in the US, its single largest market for express distribution. It invested $1.2 billion in the US to set up new sort centres and drop boxes and take on its rivals FedEx (Federal Express Corporation) and UPS (United Parcel Service), which together held 78% of the US parcel market. The case, while highlighting DHL''s expansion plans in USA, offers the scope to discuss its competitive strategies to fend off its rivals. A structured assignment ''305-184-4'' is available to accompany this case.
Location:
Other setting(s):
2004

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Abstract

By the end of 2004, DHL (Dalsey Hillblom Lynn) had a 40% market share in both Europe and Asia and only 7% in the US, its single largest market for express distribution. It invested $1.2 billion in the US to set up new sort centres and drop boxes and take on its rivals FedEx (Federal Express Corporation) and UPS (United Parcel Service), which together held 78% of the US parcel market. The case, while highlighting DHL''s expansion plans in USA, offers the scope to discuss its competitive strategies to fend off its rivals. A structured assignment ''305-184-4'' is available to accompany this case.

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Location:
Other setting(s):
2004

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