Transportation and Logistics

Rank Company Fortune 500 rank $ millions% change

from 2010 $ millions% change from

2010

1 C.H. Robinson Worldwide 259 10,336.3 11.5 431.6 11.5

2 Expeditors International of Washington 395 6,150.5 3.1 385.7 12.1

3 Con-way 459 5,290.0 6.8 88.4 2119.4

Issue date: May 21, 2012

C. H. Robinson Worldwide

Rank: 259 (Previous rank: 265)CEO: John P. Wiehoff

Our Mission

Our people, processes, and technology improve the world's transportation and supply chains, delivering exceptional value to our customers and suppliers.

Key financials $ millions% changefrom 2010

Revenues 10,336.3 11.5

Profits 431.6 11.5

Assets 2,138.0 —

Stockholders' equity 1,248.5 —

Market value (3/29/2012) 10,578.3 —

Profits as % of

Revenues 4.2

Assets 20.2

Stockholders' equity 34.6

Earnings per share

2011 $ 2.62

% change from 2010 12.4

2001-2011 annual growth rate % 18.3

Total return to investors %

2011 -11.6

2001-2011 annual rate 18.6

Expeditors International of Washington

Rank: 395 (Previous rank: 384)CEO: Peter J. Rose

Mission Statement

To set the standard for excellence in global logistics through total commitment to quality and customer service, with superior financial results.

Expeditors' promise, "You'd be surprised how far we'll go for you." is not mere hype; it is our commitment to go beyond the expectations of what companies need from a global logistics provider. Through organic growth, not acquisition, we give our clients and employees peace of mind knowing that their day to day business won't be disrupted by merger pains.

Our culture is about exceeding our customers' expectations and providing a place for our employees to make a career. It is noticeable that our people just care more. They move faster, work harder and are better rewarded than our competition. Our offices are neat, organized and set up in accordance with our quality standards. It's a simple philosophy that works - we will do all we can to protect our culture.

Customer service has always been our focus and we take great pride in ensuring that our customers receive the same level of consistent service everywhere in the world. We do this by staying true to our core assets: our people, our systems, our culture and our customers.

Key financials $ millions

% change

from 2010

Revenues 6,150.5 3.1

Profits 385.7 12.1

Assets 2,866.8 —

Stockholders' equity 2,003.6 —

Market value (3/29/2012) 9,817.1 —

Profits as % of  

Revenues 6.3

Assets 13.5

Stockholders' equity 19.2

Earnings per share  

2011 $ 1.79

% change from 2010 12.6

2001-2011 annual growth rate % 15.0

Total return to investors %

2011 -24.1

2001-2011 annual rate 11.9

Pest Analysis On C.H. Robinson Worldwide - December 3rd, 2010C.H. Robinson Worldwide, Inc. (NASDAQ: CHRW) is a Fortune 500 third-party logistics provider which provides domestic and international freight transportation and logistics service

Charles Robinson (born in New York City) incorporated C.H. Robinson Company in 1905 in the city of Grand Forks, North Dakota, as a produce and general merchandise brokerage firm. After several years, Robinson expanded their business to address the complex problem of how to transport and distribute perishable products by horse and buggy before they spoil.

In 1968, the company entered the regulated trucking business with a contract carrier known as Meat Packers Express, and later created ROBCO Transportation as an irregular route carrier. Robinson became wholly owned by its employees in 1976. In 1978, The Fresh1 brand was introduced for Robinson’s produce brokerage business. Robinson bought its first IBM mainframe in 1979, which began an era of centrally supported technology, electronics communications and information sharing.

The passage of the Motor Carrier Act of 1980 deregulated transportation, allowing C.H. Robinson to act as a freight brokerage for any type of product. In 1986, ROBCO was divested and Robinson became a completely non-asset based logistics provider. The company went public on October 16, 1997, as C.H. Robinson Worldwide

Robinson Worldwide Marketing in a nutshell, is defined as the art of selling products. However, marketing does not only aim to sell products. It involves a deep understanding of the customer and identification of products or services that will satisfy their needs and wants. Marketing according to Bradley (2003) is a philosophy that leads to the process by which organizations, groups, and individuals obtain what they need and want by identifying value, providing it, communicating it and delivering it to others. Marketing is strategically concerned with the direction and scope of the long-term activities performed by the organization to obtain a competitive advantage. Marketing according to Proctor (2000) is about satisfying wants and needs and in the course of doing so facilitating the achievement of an organization’s objectives. By paying attention to customer wants and needs, organizations are more likely to achieve their objectives in the marketplace.

This paper generally, looks at how marketing is employed in Avon and how Avon creates its marketing strategies. Avon presents am excellent case in marketing because of its innovative business philosophy. In the succeeding sections, the author intends to tackle the different marketing techniques of Avon.

In this section, the author will discuss how Avon segments its markets and what bases for segmentation the company uses.

Market segmentation, according to Applbaum (2004), is the act of dividing distinct groups of buyers who might require separate products and/or marketing mixes (p. 32). According to Mochis (1994), market segmentation refers to subdividing the market into several groupings, with each group being recognized for its preferences regarding products/services and methods of delivery (p.41). Market Segmentation is a marketing management technique which can help firms find ways of establishing competitive advantage. A market segment is a section of a market which possesses one or more unique features that both give it an identity and set it apart form

other segments. Market segmentation amounts to partitioning a market into a number of distinct sections, using criteria, which reflect different and distinctive purchasing motives and behaviour of customers. Segmentation makes it easier for firms to produce goods or services that fit closely with what people want (Proctor, 2000). Segmentation enables marketers to divide prospective customer groups into segments that consist of people with similar demographic, psychographic or usage patterns (Locke, 2001).