Transform to the power of digital
	
  
	
  	
  	
  
The	
  Postal	
  Spider	
  Net	
  –	
  	
  
Defining	
  the	
  Postal	
...
Copyright © 2013 Capgemini Consulting. All rights reserved.
AGENDA	
  
! Revolution of Digitalization
! Power of Digitaliz...
Revolu:on	
  of	
  Digitaliza:on	
  
Copyright © 2013 Capgemini Consulting. All rights reserved.
Digital	
  Transforma:on	
  facts	
  
As	
  opposed	
  to	
  p...
Copyright © 2013 Capgemini Consulting. All rights reserved.
Impact	
  of	
  digitaliza:on	
  on	
  the	
  postal	
  indust...
Business	
  Transforma:on:	
  
Op:on	
  for	
  Postal	
  Service	
  3.0	
  
	
  
The	
  Weapon	
  of	
  Innova:on	
  to	
 ...
Copyright © 2013 Capgemini Consulting. All rights reserved.
But:	
  what	
  are	
  you	
  famous	
  for	
  and	
  who	
  i...
Copyright © 2013 Capgemini Consulting. All rights reserved.
Postal	
  Innova:ons:	
  CRM	
  &	
  Loyalty	
  Programs	
  
H...
Copyright © 2013 Capgemini Consulting. All rights reserved.
Strategies	
  have	
  to	
  be	
  defined	
  according	
  to	
 ...
Copyright © 2013 Capgemini Consulting. All rights reserved.
Key	
  findings	
  Postal	
  New	
  Product	
  Study	
  
In	
  ...
Copyright © 2013 Capgemini Consulting. All rights reserved.
Group	
  Discussion:	
  Learning	
  from	
  successful	
  glob...
Copyright © 2013 Capgemini Consulting. All rights reserved.
Poten:al	
  Postal	
  Service	
  3.0	
  –	
  Scenarios:	
  Defi...
Copyright © 2013 Capgemini Consulting. All rights reserved.
Discussion	
  of	
  the	
  individual	
  situa:ons	
  of	
  th...
Copyright © 2013 Capgemini Consulting. All rights reserved.
From	
  good	
  to	
  great	
  –	
  tradi:onal	
  transforma:o...
Copyright © 2013 Capgemini Consulting. All rights reserved.
Round	
  table	
  
Let	
  us	
  discuss	
  YOUR	
  vision	
  t...
Dirk	
  Palder	
  
Vice	
  President	
  Head	
  Postal	
  Services	
  &	
  
Member	
  Global	
  Distribu:on	
  Leadershipt...
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2013 09-30 defining the postal market of the future - the postal market spider net

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The future of posts: Postal Services 3.0

It is time to summarise the high level results of our second global postal innovation study (for more refer to www.capgemini-postalservices.com/insights-resources/studies/. So let us draw some conclusions on the future of posts after Facebook, Google+ or Twitter – Postal Services 3.0. Let us redefine the future of postal services by combining the past, the brand value and the future digital capabilities of the postal service providers, or even better, the 5-E transformation model to design the digitally enabled postal service platform. The vision of the future can be defined by understanding the present day operators in the postal markets. To arrive at this vision, we have to demystify the elusive image that a postal brand has today where its customers give varied answers when asked as to where does the business of the postal service seems to be at present. We, at Capgemini Consulting, have developed our “Postal Market Spider Net”, which presents five key market segments defining the postal industry. These are the key elements for creating a future vision because the actual brand recognition is quite close in several countries. Another reason being that if we asked the consumers and customers and gave them an example of postal services existing in the market, the consumers and the customers would easily agree upon, respect and accept the logic behind postal operators’ efforts on the expansion of their value chain.

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2013 09-30 defining the postal market of the future - the postal market spider net

  1. 1. Transform to the power of digital         The  Postal  Spider  Net  –     Defining  the  Postal  Market  of  the  Future       ”Reinven>ng  the  Post”  Seminar  –  Post  Expo  2013     Dirk  Palder,  VP   Head  Postal  Services   Capgemini  Consul:ng   Vienna,  30th  September  2013  
  2. 2. Copyright © 2013 Capgemini Consulting. All rights reserved. AGENDA   ! Revolution of Digitalization ! Power of Digitalization ! Business Transformation: Option for Postal Service 3.0 – ! Define the Transformation 2  
  3. 3. Revolu:on  of  Digitaliza:on  
  4. 4. Copyright © 2013 Capgemini Consulting. All rights reserved. Digital  Transforma:on  facts   As  opposed  to  previous  industrial  revolu:ons  Digital  Transforma:on  is  mainly  driven  by   consumer  behaviour  and  demands   4   Business   perspec>ve   Tipping  points   Digital  usage   $1.3  trillion   expected  global  e-­‐ commerce  revenues  in   2013   5.1  billion   searches  each  day  on   Google   6  billion  hours  of   videos  watched  each   month  on  YouTube   Amazon-­‐CEO   Jeff  Bezos  buys  the   world’s  most  renowned   newspaper,  the   ”Washington   Post”   Apple  announced  in  May   2013  that  its  App  Store   has  reached   50  billion  app   downloads   751  million  of  these   users  access  the  service   with  their  mobile  devices   Mobile  data  traffic  will   grow  26-­‐fold   between  2010  and  2015   More  than  50%  of  all   workloads  will  be   processed  in  the  cloud  by   2014   6  billion  mobile   users  in  2012,  China  and   India  account  for  30%  of   that  growth   80%     of  American   consumers  rely  on  their   social  networks  when   searching  for  products  to   buy   With  1.11  billion  members   the  user  base  of   Facebook  exceeds   the  popula:on  of   Europe    Source:  Press  releases  (2013);  company  websites;  Cisco  Visual  Networking  Index;  JP  Morgan;  Interna:onal  Telecommunica:ons  Union   Copyright © 2013 Capgemini Consulting. All
  5. 5. Copyright © 2013 Capgemini Consulting. All rights reserved. Impact  of  digitaliza:on  on  the  postal  industry  -­‐  Distribu:on  curve  of  a  new  technology     Usually,  a  domina:ng  new  technology  quickly  subs:tutes  the  legacy  one  a`er  a  slow  start   –  however,  in  terms  of  leber  and  E-­‐mail  things  look  different:  RELEVANCY   5   Source:  Capgemini Audio tape CD-Rom E-Mail Letter 1998 t Volume
  6. 6. Business  Transforma:on:   Op:on  for  Postal  Service  3.0     The  Weapon  of  Innova:on  to  Define  the  Transforma:on  
  7. 7. Copyright © 2013 Capgemini Consulting. All rights reserved. But:  what  are  you  famous  for  and  who  is  your  compe:tor?   7   Postal  Market  Spider  Net   Core Postal Mail Communication Fulfillment Distribution Creation Make Selection Customer Targeting
  8. 8. Copyright © 2013 Capgemini Consulting. All rights reserved. Postal  Innova:ons:  CRM  &  Loyalty  Programs   How  does  launching  new  products  and  services  help  postal  operators   to  successfully  manage  the  digital  revolu:on?   8   Sources:    Capgemini Consulting; Postal Lab Analysis; Internet, www.swisspost.ch. SUCCESS CASE Solution Consulting Customer Dialogue Bonus & Rewards Store Credit Cards & Couponing Clubs & Communities Strategic Program Management Customer & Business Intelligence IT-Platform & Operations Data Management Dialogue Management Customer Care Online App/ Credit Check Fulfillment Promotions & Campaigns Reward Management Partner Management ID-Media Store Credit Cards Risk Mgmt/ Collection Clearing Gift Cards Couponing Agency Services Billing & Debit Mgmt Loyalty Card Customer  Dialogue:   §  Leverages  tools  for   bonus  promo:ons,   online  surveys,   campaigns   §  Facilitates  response   monitoring,   registra:on  and   analysis   Bonus  &  Rewards:   §  Facilitates  crea:ng   bonus   §  Distributes  bonuses  as   rewards,  gi`  cards  and   credit   Store  Credit  Cards  &   Couponing:   §  Offers  a  range  of   different  op:ons  for   every  aspect  of  billing   and  payment   §  Offers  personalized   and  non-­‐personalized   coupon  solu:ons  via   mul:ple  channels   Clubs  &  Communi>es:   §  Enhances  the  impact   of  customer  loyalty   measures   §  Place  for  customers   with  a  sense  of   belonging  and  posi:ve   brand  experiences   §  Offers  modern   interac:on   instruments  
  9. 9. Copyright © 2013 Capgemini Consulting. All rights reserved. Strategies  have  to  be  defined  according  to  individual  situa:ons   How  Capgemini  helps  operators  in  the  postal  industry  to  manage  digital  transforma:on   9   In  line  with  a  postal  operator’s  current  capabili:es,  our  approaches  and  solu:ons  are  individualized   according  to  special  needs.   Sources:    Internet,  hbp://www.postme.com.my/,  3  May  2012;  Internet,  hbp://www.meinpaket.de/de/home.html,  3  May  2012.   POS  Malaysia                         Successful  with  high  market  recogni>on  –   E-­‐commerce  as  new  business  in  the   country  (no  other  E-­‐commerce  providers)   Deutsche  Post  DHL                         Difficul>es  –     Many  E-­‐commerce  provider  in  the   country  
  10. 10. Copyright © 2013 Capgemini Consulting. All rights reserved. Key  findings  Postal  New  Product  Study   In  our  new  study  we  iden:fied  that  the  postal  industry  is  moving  towards  a  Postal  Service   3.0  sneaking  and  inconspicuous   10   Source:    Capgemini  Consul:ng,  The  Status  of  Postal  Service  3.0,  Cologne,  2011   New  product/  service   introduc:ons  are   nontransparent  and   inconsistent  for  the   market   The  nontransparent  product  strategy   fosters  the  thesis  that  the  postal   industry  is  moving  ahead  into  a  Postal   Service  3.0   29%  of  new  products/  services  were  for   “Enhancing/  New  Business”  and  17%  were  in   the  Business  Model  dimension   In  par:cular,  small  European  “hidden”   postal  operators  are  leaders  in  introducing   and  marke:ng  new  products/  services   Swiss,  Austria  and  Belgium  were  iden:fied  as   outstanding  innovators  
  11. 11. Copyright © 2013 Capgemini Consulting. All rights reserved. Group  Discussion:  Learning  from  successful  global  companies   Who  are  the  successful  global  companies?  A  clear  value  proposi:on  (USP)   11   Sources:    Capgemini Consulting; Postal Lab Analysis; Internet, www.swisspost.ch. Our mission is to organize the world’s information and make it universally accessible and useful. Offering a wide range of well-designed, functional home furnishing products at prices so low that as many people as possible will be able to afford them. Offering new fashion concepts and good quality at exceptional prices. Realize the value of diversity through reflecting it in our supply base.
  12. 12. Copyright © 2013 Capgemini Consulting. All rights reserved. Poten:al  Postal  Service  3.0  –  Scenarios:  Defining  the  WHAT   You  have  the  choice  –  but  you  should  define  systema:cally  your  market  and  brand,  be   relevant  build  value:  e.g.  BMFO  method  –  Building  Market  Focused  Organiza:ons   12   THE integrated e-fulfillment provider of the country (e.g. InPost/ Singapore, Australia, Malaysia Post) THE communication hub/ CRM factory for... THE service broker for SMEs/consumers (butler) THE privacy and data hub for… 1   2   3   4   THE logistics provider for… 5  
  13. 13. Copyright © 2013 Capgemini Consulting. All rights reserved. Discussion  of  the  individual  situa:ons  of  the  impact  of  digitaliza:on   SWOT  Analysis:  The  impact  of  digitaliza:on  on  your  business   13   Strengths   Weaknesses   Opportuni>es   Threats   In  your  opinion:   What  are  your  company‘s   strengths?   In  your  opinion:   What  are  your  company‘s   weaknesses?    In  your  opinion:   What  are  the  chances   of  digitaliza:on?   In  your  opinion:   What  are  the  dangers   of  digitaliza:on?  
  14. 14. Copyright © 2013 Capgemini Consulting. All rights reserved. From  good  to  great  –  tradi:onal  transforma:on  programs  vs.  Digital  Transforma:on   The  biggest  challenge:  Digital  Transforma:on  dissolves  the  tradi:onal  view  on  classic   business/  IT  transforma:on  programs.  Capability  to  manage  partners   14   Sources:    xxx   Conception Design Realization Implementation B U S I N E S S I T Traditional Transformation Programs Business strategy refinement driven by IT architecture Business strategy- driven release plan Heavy handholding post go-live reviews Digital Transformations
  15. 15. Copyright © 2013 Capgemini Consulting. All rights reserved. Round  table   Let  us  discuss  YOUR  vision  to  Reinvent  the  Post:  Postal  Service  3.0?   15   Thinkstock,  Ar:kelnummer  83253172   Strength   Vision   Key  Hurdle  
  16. 16. Dirk  Palder   Vice  President  Head  Postal  Services  &   Member  Global  Distribu:on  Leadershipteam     Phone:  +49  151  4025  2222   E-­‐Mail:  dirk.palder@capgemini.com   Twiber:            @DirkPalder   LinkedIn:    Dirk  Palder  

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