In a very competitive and constantly changing business world, firms must develop innovative methods to accomplish their goals by listening to customers and then delivering quality products and services clients want at a price they will pay. Depending on the firm's strategy, rapid technology developments and globalization can be key in this need to innovate to become and remain competitive. Successful companies thus are customer-centric and use technology to compete globally and accomplish their ends. By being successful competitors, they serve employees, customers and shareholders.

This paper assesses the realities and policies behind UPS's stated e-Commerce initiative. People involved in both B2C and B2B e-commerce know that UPS plays a very active and critical role in facilitating the actual translation of a virtual purchase into the delivery of a real product as well as in tracking those deliveries and facilitating returns. Yet, how many are aware of UPS's actual ecommerce strategy, how this is implemented in terms of their commitment of resources to this effort, and how this may affect the evolution of e-commerce both in the US and globally? NJIT’s School of Management has been developing a series of on-line cases on UPS with their active cooperation and participation. The cases directly consider these and related questions. They include consideration of UPS's evolving system requirements, their stated and implicit ecommerce strategies and their connected partnerships such as the one with 7-Eleven in Japan and other parts of Asia. This paper in particular addresses “What Brown Does For E-Commerce” in terms of the way it actually supports e-Commerce through its IT and physical infrastructures, it connections and interactions with e-commerce customers (B2B or B2C) and its constant cost reductions through user economics and economies of scale.