Airborne’s philosophy, “we can’t be all things to all people”, allowed it to profitably target the business customers that regularly shipped a large volume of urgent items. It provided courier services to businesses rather than pursuing the residential and infrequent shippers. This strategy allowed Airborne to utilize its strengths in serving a specific market segment and avoid large scale investment to develop a gamut of processes in order to satisfy all type of customers. This customer focus strategy allowed Airborne to avoid costs related to mass media advertisement. Instead, the company formed a sales force of 500 people who courted the logistics managers of major shippers. Exhibit 1 shows that the total cost of sales and marketing was just $0.18 per that Airborne had to cover by itself. On the other hand, Airborne was able to purchase used aircraft at cheap prices, as well as refurbish them for cargo transportation. It used special patented cargo containers that fit through passenger door, allowing them to save on refurbishing costs. A utilization rate of 80%, higher than that of competitors, also reduced the average carrying cost per unit.Technology: Airborne invested selectively in technology. They normally observed their competitors and only introduced a new technology when it had already been proven, and thus, guaranteed to benefit their customers. This helped Airborne save money on R&D ege volume of urgent items. It provided courier services to businesses rather than pursuing the residential and infrequent shippers. This strategy allowed Airborne to utilize its strengths in serving a specific market segment and avoid large scale investment to develop a gamut of processes in order to satisfy all type of customers. This customer focus strategy allowed Airborne t ...