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Target s new delivery strategy shows FedEx and UPS are being disrupted by the gig economy.
Top analysts see gig startups taking volume from UPS and FedEx.
Startups are raising millions to build gig-backed delivery networks.
Target is making a tweak to its e-commerce logistics strategy and good results could be bad news for UPS and FedEx.
The retail giant will use Shipt drivers to pick up e-commerce packages at its new sortation center in Minneapolis for delivery directly to customers, COO John Mulligan announced earlier this month.
Axlehire
Last-mile-delivery startup AxleHire specializes in perishables like meal kits and luxury pet food.
It raised $20 million in a Series B round, bringing its total funding to $37 million.
AxleHire benefited tremendously when UPS and FedEx turned away packages last year, its CEO said.
As companies like UPS and FedEx dealt with the pandemic-induced boom in e-commerce, delivery delays became the norm and a disaster for time-sensitive food shipments.
Any company that could help navigate the myriad supply-chain disruptions stood to win big and the San Francisco delivery startup AxleHire was one of the winners. FedEx and UPS were declining volumes, AxleHire CEO Adam Bryant told Insider. We were the beneficiary.
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“We start then, with the Muses, who delight / With song the mighty mind of father Zeus / Within Olympus, telling of things that are, / That will be, and that were, with voices joined / In harmony.” Hesiod, c. 700 BC
When you’re stuck for an idea, where do you go?
If you’ve ever watched Mad Men, you saw Don Draper, the consummate creative director, try to hammer out his ideas by taking a nap, or leaving his office to head to a matinee at a nearby theater.
Can you master the inner game of leadership?
Conflicting demands and challenges must be managed. Here’s how.
Illustration by Malte Mueller
Niki Leondakis, a veteran hotel-industry CEO, started managing people in college when she was promoted from waiter to shift supervisor at a restaurant called the Hungry U near the University of Massachusetts. She took the job seriously, but in that role, as well as in her first management job out of college, she made a mistake common to many young leaders: She was too friendly with the people she was managing and had to learn the appropriate boundaries and necessary distance that managers have to keep from their teams. “I think people fall into one of two camps,” she said. “Very few people become a supervisor or a boss for the first time and know exactly where the right balance is. Both with myself and all the young managers I see, people seem to swing to one end of the pendulum or the other overzealous with power or, ‘I’m every
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