The current discourse aims to present a description and evaluation of an organization’s business strategy. As such, to comply with this objective, the business strategy of DHL for 2015 was explicitly noted as involving “three core objectives: we want to be the provider of choice for customers, an attractive investment for shareholders and the employer of choice for our staff. These goals are all closely related: satisfied employees lead to satisfied customers, on whose loyalty the economic success of the company rests” (DHL, 2015, p. 1). This business strategy was reportedly formulated in 2009. As such, the strategy would be described in greater depth and would be evaluated in terms of the ability of the organization to achieve the identified goals.
According to Lipsett (2003), “the strategic management process consists of three stages: strategy formulation, strategy implementation, and strategy evaluation” (p. 15). Under strategy formulation, the definition of the mission and vision statement of the organization is explicitly communicated. DHL’s mission and vision statements are as follows:
As such, one of the effective indicators of the organization’s effectiveness in achieving its explicitly defined goals is through evaluation of its financial results, market share, and share price information. The following financial summary highlights the significant changes that DHL has achieved from 2009 to 2015 in €M:
In retrospect, using selected financial indicators, it is evident that DHL has significantly exhibited robust professional growth from 2009, when the business strategy has been formulated. Through effective implementation of effectively designed organizational strategies, the identified goals are deemed to be successfully achieved.