Dirk Palder: The Status of Postal Servcies 3.0 - New product/services in the global industry -Key Findings of the second global postal innovation study

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Presented at the TIP 2012 Conference on Postal Innovations from EPFL Lausanne und IPC International Corporation …

Presented at the TIP 2012 Conference on Postal Innovations from EPFL Lausanne und IPC International Corporation

In the last two years, Capgemini conducted in-depth research into innovation management and new product/ service introductions at postal operators. The results are two studies: “Innovation Management in the Postal Industry – the Key for Business Transformation” (2010/2011) and “The Status of Postal Service 3.0 – New products/ Services in the Global Postal Industry ? a study using information and data also available to customers searching for products/ services” (2011/2012).

In the session “Innovation” at the TIP Conference, Dirk Palder, Vice President and Member of the Global Postal Leadership Team at Capgemini, will present the findings from the second edition exclusively to TIP participants.
Session: Trends and challenges of the postal innovation

http://tip-conference.epfl.ch/page-80150-en.html

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  • Finnland hatte vor 2008 schon Diversifikation erfolgslos probiert (Timing flasch?/ Vermarktung falsch?/ Core Business (Cost Cutting) verpaßt?)
  • For each “Why”, “What” and “How” every product/ service is covered in each of the three, i.e. the 133 products are assigned to the “Why”, also to the “What” and to the “How”.
  • For each “Why”, “What” and “How” every product/ service is covered in each of the three, i.e. the 133 products are assigned to the “Why”, also to the “What” and to the “How”.
  • For each “Why”, “What” and “How” every product/ service is covered in each of the three, i.e. the 133 products are assigned to the “Why”, also to the “What” and to the “How”.“How”: Was wurde geändert?
  • Already more than 40% of new product/ service introductions are digital
  • Case: SingPost: Airport Shopping mit QR-Code
  • Case: SingPost: Airport Shopping mit QR-Code
  • Case: SingPost: Airport Shopping mit QR-Code
  • We have 5 market segments And I will build them from the core to a future vision MAIL: your are in distrib NOT COM. last mile to print/envelop further up the value chain channel management to database/ adress management even media management and customer segmentation and BI. We callit Com Fulfillment Market PARCEL: express,.. Logitics of goods low margin Post Office with payment to … Fin Services Postman: Interface to public up to security solution and complete Outsourcing operational government PUBLIC SERVICE Platform the user friendly citizen service Classic post office lot of tries to convience stores, some already up to emalls and etailing but not yet the service platform for transactions and private services, I call it Service Broker like Friday.com or Pear to Pear platforms are offering POST stack in the middle, where are you famous forService Broker: Car Sharing (similar to Mobility Service Provider), mobile communications – Two options:Only platformOperator itself

Transcript

  • 1. The Status of Postal Services 3.0:Second Postal Innovation StudyTaking a fresh look at new products/ servicesin the global postal industry by puttingourselves in the customer’s shoesKey study findings / Capgemini ConsultingTIP Lausanne, 13 September 2012 Transform to the power of digital
  • 2. Capgemini – the ONLY Global European Services Group in Consulting & IT40 countries and 100 languages (As of December 31, 2011)North America UK & Ireland France Benelux Nordic Countries Central & Eastern 9,505 8,977 21,307 10,391 4,538 Europe 8,962 Canada United States All over Europe United People’s Republic Morocco Arab Emirates of China Mexico Taiwan India Vietnam Guatemala Philippines Malaysia Group workforce Singapore Brazil 119,707 Working offshore Chile 44,467 Australia ArgentinaLatin America Morocco Italy Iberia India Asia Pacific 9,176 431 2,381 4,942 35,727 3,370 Group Headquarters Paris, France Copyright © 2012 Capgemini Consulting. All rights reserved.
  • 3. Capgemini – a strong partner (2011 full year) Cap Gemini S.A.” is a member of the CAC40, Revenue 2011: €9,693 million listed in Paris ISIN code: FR0000125338  Operating margin : €713 million  Operating profit : €595 million Note: Our brand name is “Capgemini” but the name  Net cash and cash equivalent : €454 million of our share on the stock exchange is “Cap Gemini S.A.” Revenue by business Revenue by industry Distribution & Energy, Utilities & Consulting Services Local Professional Transportation, Customer Chemicals Services products, retail 5.3% 15.7% 12.7% 10.8% Manufacturing 17.7% 20.8% Financial Services 41.5% Technology 37.5% 9.3% 4.4% Services Outsourcing Telecom, Media Other & Entertainment 24.3% Services Public Sector Copyright © 2012 Capgemini Consulting. All rights reserved.
  • 4. Contents Background Key Findings Examples Strategic Learnings Copyright © 2012 Capgemini Consulting. All rights 4
  • 5. Study Background
  • 6. “The Status of Postal Services 3.0” is Capgemini’s second global postal innovation study General conditions of Capgemini’s 2nd study Aim: Gathering in-depth know-how regarding the power of innovation in the postal industry (continuation of a long-term study serie1) Reference book on new products/ services introduced between 2008 and 2010 in the postal industry to postal customers, marketing agencies, postal suppliers, experts from postal operators; period conscious chosen based on the learnings from the first study Gathering data from publicly available sources only (particularly Internet research) as would be available to customers searching for products/ services Additionally postal operators were asked to review captured data (response rate: >40%)1 Predecessor study is the 2010 Capgemini study “Innovation Management in the Postal Industry – the Key for Business Transformation“ Copyright © 2012 Capgemini Consulting. All rights reserved. 6
  • 7. Which areas did you cover from these postal operators? Areas covered Initial target areas: Identified areas: Mail Mail Parcel (including courier and express) Parcel Logistics Additionally: (partially covered if new product/  Special products for Logistics service introductions) private customers  Absolutely new Mail business fields Financial products and services1 Finance New business fields Insurance products and services1 Insurance Diversifying areas (not representing traditional Others postal products, e.g. car sharing)1 Traditonal business for many postal operators Copyright © 2012 Capgemini Consulting. All rights reserved. 7
  • 8. Which postal operators are covered in your study? Study coverage – Four continents Operators covered:1 Australia Austria Belgium Canada Denmark/ Sweden Finland France Germany India Italy Japan Jersey The Netherlands Norway Singapore Spain Switzerland United Kingdom USA1 In alphabetical order Copyright © 2012 Capgemini Consulting. All rights reserved. 8
  • 9. Key Findings
  • 10. Which postal operators were the most innovative companies in the period covered? 1 Number of new product/ service introductions by country (postal incumbent) from 2008-20102 22 Total number of new product/ service introductions at the 19 postal operators: 133 14 12 11 11 10 10 9 6 6 4 4 3 3 3 2 1 1 1 2 2 2 The top innovating operators are European. With 22 new product/ service introductions from 2008 to 2010 Swiss Post is the leader in number of new product/ service introductions, followed by Italy (14) and Spain (12).1 In terms of number of new product/ service launches2 Operators that are early trendsetters (similar new product/ service launches before the year 2008) may be in a more worse position; these are for example Australia, Denmark/ Sweden and Finland Copyright © 2012 Capgemini Consulting. All rights reserved. 10
  • 11. Have you identified profound differences among the postal operators studied according to their new product/ service strategy? Classification from the perspective of moving ahead into Postal Services 3.0 New Product/ Service Introductions1 High ? Leaders Activist Low Laggards Enhancing New Low High Business2 Thereby, while some small operators were very active in introducing new products/ services for enhancing new business (Leaders), others postal operators were not (Laggards).1 Counted by number of new products/ services introduced from 2008 to 20102 Counted by number of new products/ services introduced in this category Copyright © 2012 Capgemini Consulting. All rights reserved. 11
  • 12. How did you capture and evaluate the degree of new product/ serviceintroductions? Framework – New Product Radar - WHAT 1 Digitalization 8 Information & 2 Making Interaction Access Easier 7 Business 3 Modernizing Legend: Concentration on new Model Existing product/ service introduction: Products/ High Services Medium Low Non-Digital 4 Enhancing/ Digital New 6 Process Business Basic population each with: 5 Business  “WHAT” Partners/  “WHY” Alliances  “HOW Copyright © 2012 Capgemini Consulting. All rights reserved. 12
  • 13. How did you capture and evaluate the degree of new product/ serviceintroductions? Framework – New Product Radar - WHY 1 Digitalization 8 Information & 2 Making Interaction Access Easier 7 Business 3 Modernizing Legend: Concentration on new Model Existing product/ service introduction: Products/ High Services Medium Low Non-Digital 4 Enhancing/ Digital New 6 Process Business Basic population each with: 5 Business  “WHAT” Partners/  “WHY” Alliances  “HOW Copyright © 2012 Capgemini Consulting. All rights reserved. 13
  • 14. How did you capture and evaluate the degree of new product/ serviceintroductions? Framework – New Product Radar - HOW 1 Digitalization 8 Information & 2 Making Interaction Access Easier 7 Business 3 Modernizing Legend: Concentration on new Model Existing product/ service introduction: Products/ High Services Medium Low Non-Digital 4 Enhancing/ Digital New 6 Process Business Basic population each with: 5 Business  “WHAT” Partners/  “WHY” Alliances  “HOW Copyright © 2012 Capgemini Consulting. All rights reserved. 14
  • 15. WHAT is the role of digitalization on postal operators’ business model transformation? Overall evaluation – WHAT WHAT Lessons Learned Degree of digitalization of Core Products/ Services Non-digital The world goes digital – the pace is postal services is strongly increasing 46.5 53.5Digital Similar digital efforts both for core business and diversificationDegree of digitalization of Diversification Lack of sustainability in digital business models; Non-digital 41.2 critical: total efforts for pushing digitalization 58.8Digital Copyright © 2012 Capgemini Consulting. All rights reserved. 15
  • 16. WHY do postal operators introduce new products/ services? Overall evaluation – WHY WHY Lessons Learned Reason for new product/ service introductions Leaving or changing the envelopeModernizing Enhancing/Existing Products/ New BusinessServices 10.5 30.8 58.6 Access improvement (e.g. by multi-channel solutions)MakingAccessEasier Convergence & Solutioning still weak and non consistent over different channels Copyright © 2012 Capgemini Consulting. All rights reserved. 16
  • 17. HOW do postal operators implement new product/ service introductions? Overall evaluation – HOW HOW Lessons Learned Method for new product/ service introductions Declining focus on operational (process) improvements Business Partners/ AlliancesBusiness 9.8 ProcessModel 25.6 37.5 Increasing role of communication solutions and 27.1 business strategy (Big Data) Information & Interaction Rather MAKE than COLLABORATE and NETWORKING Copyright © 2012 Capgemini Consulting. All rights reserved. 17
  • 18. How many introductions target the postal value chain and where? Assignment of new products/ services to the stages in the postal value chain Transport Collect Sort Stage Number of Percentage Package new of new 1.5% products/ products/ Address 4.4% 0.0% services services 4.4% Print 5 7.4% 7.4% Package 3 4.4% Address 5 7.4% Print 7.4% 44.1% Deliver Frank & Pay 13 19.1% Collect 3 4.4% Sort 0 0.0% 11.8% Transport 1 1.5%CRM & After Sales Deliver 30 44.1% CRM – After- 8 11.8% Sales 19.1% Sum 68 100.0% Frank & Pay  Confirmation of trend identified in 2011: decreasing activities in the core area  Delivery still prevailing and dominant  Starting to focus on the front-end (e.g. address) – though slowly Copyright © 2012 Capgemini Consulting. All rights reserved. 18
  • 19. What are your learnings from Leaders? Overall evaluation – LEADERS Leaders Lessons Learned Leaders hunt for new business Leaders approach the communication solutions area Leaders go ahead for digitalization11% of the postal operators introduced 27% of new products/ services Leaders explicitly communicate innovation power Copyright © 2012 Capgemini Consulting. All rights reserved. 19
  • 20. Examples
  • 21. What are the most interesting products and services from your perspective? Product Highlights (1/4) – Individual (outstanding) introductions • Application allows users to keep track of their Social Facebook data via a customized book Memories compiling social network data and visualizing these with photos and info graphics; the book 20111 transforms users social network information into a lasting memory1 Though introduced in 2011 (outside the period studied which is between 2008 and 2010), such outstanding other new products/ services are covered if of special interest to the global postal industry Copyright © 2012 Capgemini Consulting. All rights reserved. 21
  • 22. What are the most interesting products and services from your perspective? Product Highlights (2/4) – Individual (outstanding) introductions • Online luxury store for clothes, jewelry, cosmetics, etc. (designer brands) Clout • Some brands are exclusively offered by Clout Shoppe Shoppe as usually not being available in 2009 Singapore • Multi device access Copyright © 2012 Capgemini Consulting. All rights reserved. 22
  • 23. What are the most interesting products and services from your perspective? Product Highlights (3/4) – Individual (outstanding) introductions • Car-sharing scheme using purely electric cars eShare • Customers are billed for the number of kilometers travelled and the time-period of use 2010 • Registration can be completed by calling a hotline or online1 Though introduced in 2011 (outside the period studied which is between 2008 and 2010), such outstanding other new products/ services are covered if of special interest to the global postal industry Copyright © 2012 Capgemini Consulting. All rights reserved. 23
  • 24. What are the most interesting products and services from your perspective? Product Highlights (4/4) – Introduction at several operators – one example per category • Self-service parcel delivery and collection terminalsSmartPOST • Flexible delivery option, especially for 2010 requirements of e-commerce Itella • SMS with a locker code is sent when the parcel is ready for pick up • Sending mail online, which Japan Post deliversWeb YubinHybrid Mail as a hard copy Solution • Delivery at a desired time of the day (morning Japan Post 2008 or afternoon), tracking service allows to check the delivery status of items • The user sends a picture via MMS withPostcard via personal greetings by entering the phone Mobile number of the recipient Norway Post 2009 • Norway Post finds the corresponding address for the postcard and delivers it as a hardcopy nugg.ad Adcloud • Move into upstream digital added value stages DP DHL intelliAd Copyright © 2012 Capgemini Consulting. All rights reserved. 24
  • 25. Strategic Learnings
  • 26. “The Status of Postal Services 3.0” based on Capgemini’s second innovation study: Postal Service is transforming, but so far in a probing & learning phase Key learnings from our studies Going Digital including mobile “everywhere in the postal world”, Intensity and focus (reason WHY is different ) still quiet different More happening than customer/sales knows & understand The MAKE culture still dominates instead of Ecosystems/Platforms Missing link between initiatives internal and external some Fashonitas, no Digiraties The strategic vision and positioning of the transformation is weak1 Predecessor study is the 2010 Capgemini study “Innovation Management in the Postal Industry – the Key for Business Transformation“ Copyright © 2012 Capgemini Consulting. All rights reserved. 26
  • 27. Key question to design the Postal Services 3.0: What are you famous for, how to ensure profitability & who is your competitor?Postal Market Spider Net: Which of the five strategic directions will profile your business transformation? Core Postal Mail Distribution Creation Make Selection Customer Targeting Communication Fulfillment Copyright © 2012 Capgemini Consulting. All rights reserved. 27
  • 28. Establish your desired perceptionbased on the fundaments of your core
  • 29. Have you missed our Digital Transformation Study with MIT?Have a look at the findings!
  • 30. Thank youInnovation – Transformation – Postal Services 3.0 Dirk Palder Vice President Member Global Postal-& Distribution Leadership-Team Capgemini Rheinpalais Konrad-Adenauer-Ufer 7 D- 50668 Cologne Germany Tel. +49 221 912644-100 Mobile: +49 151 4025 2222 dirk.palder@capgemini.com Twitter:@DirkPalder LinkedIn: Dirk Palder www.capgemini-postalservices.com