Philatelic Best Practices

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The Swift Postal Philatelic bureau best practices

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  • Plugging into different marketsKnowing your customer base and applying the right strategy to tackle them
  • Increase customer spend.Track, monitor and improve.
  • Once your sales come in, will they be efficiently processed? Is your sales function aware of your stock? How easy is it to get rid of old stock?
  • Double entry of dataBest practices and streamlining of internal and outsourced processesIntegration points and workflows
  • Generation of ideas for new materialAdding the item to your system Propagating information into your stock, web and other channels
  • Explain your background. Where you are coming from. Small island. Doing more with less. Challenges we face of having limited resource – financial and humanCompeting with the larger organisations head on
  • Philately business comes with its own challenges – most are brought about by the nature of the collector’s themselves. Sometimes you may never get it right with a philatelist. Swift Philately is based on the requirements gathered from various philatelic bureaus around the world. Barbados Post, British Virgin Islands, MaltaPost, Curacao Post, etc…
  • Information at your finger tips – gives sales people instant information to promote the products
  • Increasing sales, especially through online channel necessitates the need for better control and process smoothnessThe complexity of business processes are determined by 3 factors:No. of employeesNumber of customersNumber of years of operationIncrease one of these factors and you need to come up with new processes. Bringing new staff or replacing staff requires training.Sit back and rethink the process. You need to keep overheads down so you need to simplify and smoothen the process.It’s an axiom that the number of policies that define business processes is exponentially related to three factors: the number of employees, the number of customers, and the number of years of operation. Increase any of these, and more rules must be determined, written down, and too-often ignored.While simple rules for handling normal transactions can be memorized by employees and managers, exceptional cases, and those that encompass multiple departments, are harder to enforce. Worse, companies may end up adhering to policies that no longer apply, or may be unable to make important newpolicies due to the complexities of automating the procedures—an important issue when self-service systems are being constructed.Integration allows existing systems to be added into a business process control system or workflow engine. Integrated systems have access to a broader array of data, programmatic business logic, and user interfaces than existing stand-alone silos, so the scope of workflow using that integration can be broad. Furthermore, integration solutions exist in the white space between applications and, therefore, are the ideal location for tying applications into workflow systems, without the expense and risk of modifying legacy applications to incorporate workflowor business-process functions
  • Walk-ins – typically fill forms manually – recall client / create in real-time and create a standing order / place an order. Quicker turn-around time.Caribbean island that will be having a kiosk at the cruise terminal, place the orders and while you’re visiting the island the goods will be delivered for pick-up prior to leaving the islandMail OrdersStanding Order / Adhoc orders Annual fee / Membership based (Kid’s club)Agents - Cash Sale / On-ConsignmentComplimentary AccountsWeb customers
  • Upon creating the raw materials we are capturing all the relevant information that will form part of the stamp catologue.
  • Upon creating the raw materials we are capturing all the relevant information that will form part of the stamp catologue.
  • Swift is aware of all these new productDuring the run customers low on credit will be flagged and sent an email or a letter via standard mail. You can choose to ignore the warning on your loyal customers and go ahead with the order anywayIf not enough stock is available
  • Orders are assigned to different members of staff.The progress of the fulfillment process can be monitored
  • Stocks are deducted from the assigned stock locations. Any ROL reporting triggered.Credit /debit card payments are processed in real-time and if no funds are available it won’t be posted.Website is automatically updated with the status so that the customer knows exactly what status the order is in.
  • Stocks are deducted from the assigned stock locations. Any ROL reporting triggered.If not enough stock is available in the user’s location the user may requisition stock electronically from the chief stamp seller, the manager or another colleagueCredit /debit card payments are processed in real-time and if no funds are available it won’t be posted.Website is automatically updated with the status so that the customer knows exactly what status the order is in.
  • Philatelic Best Practices

    1. 1. MAKING ECOMMERCE EASY & ACCESSIBLE Breaking down the challenges of eCommerceSimon AzzopardiSales and Marketing Manager
    2. 2. First the good news Your Assets
    3. 3. EVERY ONLINE RETAILERS DREAMA TRUSTED BRAND
    4. 4. EVERY ONLINE RETAILERS DREAMA FAN BASE
    5. 5. EVERY ONLINE RETAILERS DREAMA REPEATABLE REVENUE STREAM
    6. 6. Now the not so good news Your Challenges
    7. 7. • An international client base that is difficult to access• A unique business model• Ever increasing overheads
    8. 8. THE ECOMMERCE EFFECT SHOW ME THE STATS
    9. 9. 40%OF ONLINE SALES ARE UNRELATED TO COUNTER SALES BEST BUY
    10. 10. 1/3PURCHASE ANADDITIONAL, UNRELATEDPRODUCT WHENSHOPPING ONLINE LOWE’S
    11. 11. A LEVEL PLAYING FIELD
    12. 12. EASY?
    13. 13. EVERYTHING ISEASY IF DONERIGHT
    14. 14. 5 KEYAREAS FORSUCCESS
    15. 15. Increasing your market coverage
    16. 16. Knowing your customer base
    17. 17. Efficient Management of Inventory
    18. 18. Efficient Management of Resource
    19. 19. Speed in adding new products
    20. 20. an effective philately portal must be driven by a philatelic back-end
    21. 21. Welcome to SWIFT POSTAL
    22. 22. Unify your channelsOptimise your operations
    23. 23. Fact no. 1 Retail stock control systems cover few of the requirements of a philatelic bureau Why ? • The philately business is no retail business • Very demanding and customer oriented • Concepts like ‘Stamp Issues’, ‘Thematics’ and ‘Standing Orders’ do not come out-of-the-box
    24. 24. Fact no. 2 Having all your sales channels together into one integrated and efficient system is cost effective Why ? • Different customer interactions but one, unified response • Boost customer retention by turning the customer experience into self-service • Sell more through suggestive sales techniques • Increase revenues by empowering your sales people • Reduce the cost of manual data re-entry and report generation
    25. 25. Fact no. 3 Adopting best practises improves turn-around time and quality Why ? • Reduction in the number of steps in business processes • Control business processes • Shorten the time taken to process orders • Reduce complaints from the philatelists • Bureau staff gain a more complete view of the entire operation and their role in it • Streamlined operations require less supervision allowing managers to spend more of their time in more productive activities.
    26. 26. WebRetail Kiosk Philately Module
    27. 27. Typical Process Flow Mail, Walk-ins over Fax & the counter / Email Internet Phone kiosk Orders Subscribe & create a Standing Order OR Place Adhoc order Top-Up Customer Cash Account Database Payment
    28. 28. Building your products … • Type of issue • Currency • Designer Blank • Stamp Number • Stamp Perforation • Quantity Printed Cover • Printing • GumPhilatelic Issue • Denominations • Process + 1000 + 1000 • & more… • & more …. • Add labour costs • Assign task to staff Assemble • Capture start / end job • Monitor WIP + 1000 • Auto calculation of price First • Withdrawal Date Day • Description Cover • Upload images • & more… Final Product Item is marked as a FDC
    29. 29. … pushing them out to the world! eCommerce Retail Counter Kiosk
    30. 30. Adding multiple products First Prese- Souv- Mint Year Mint Day ntation enir Set Pack Stamp Cover PackFolder Philatelic Issue
    31. 31. Creating your orders … First First First Day Day First Standing Day Day Cover Standing Philatelic Cover Cover Order Run Orders Cover Issues ? Orders
    32. 32. … and empowering your staff All orders coming through all channels OAS00001 OAS00002
    33. 33. Capture funds, manage stock & monitor progress Payment Gateway Process Payments On-account Pick-list Invoices
    34. 34. Order fulfillment and despatch ! Invoices
    35. 35. Thank you Enjoy your lunch! Simon Azzopardi – simon@swiftpostal.com Andrew Calleja – andrew@swiftpostal.com

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