Solution Business As a Growth Area for Post Operators?

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Solution Business As a Growth Area for Post Operators?

  1. 1. Solution Business As a Growth Area for Post Operators?Result of a global Focus Interviews Study - Dirk Palder, Capgemini4th PIEF in Athens, Oct 24, 2011
  2. 2. Contents§  Definition of the solution business§  Strategic options§  Examples of solutions§  Market size and potential approach§  Study - approach & strategic objectives§  Study - overview of interviewed postal operators§  Study - Postal insights & key learnings§  Study - Overview of interviewed clients§  Study - Client insights & key learnings§  Summary & perspectives Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 2 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  3. 3. Before going into the results of the focus interviews, we should outlineCapgemini’s definition of “solution business”Introduction What do we mean by solution business? Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 3 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  4. 4. In our understanding of “solution”, we assume that the objective is toestablish a value-adding partnershipCapgemini’s definition of solution business For us, the solution integrates products and services and, based on the knowledge of the future market development, addresses market and client specific challenges. Using the solution thereby delivers a measureable value-add to the customer. The key success factors are integrating the solution into the customer’s value chain and pro-actively adapting it to new market and customer requirements, following an industrialized approach to sales and service delivery as well as being able to take over selected business processes of the client.Value “Industrialize”added “Customize” Collaborative “Offer” Coordinated Value based Isolated Relative price Cost plus Product Services Solutions Portfolio Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 4 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  5. 5. Critical success factors and focus areas outline the path to transferringthe existing capabilities towards solutions orientationCritical success factors §  Formulated strategy with senior management support/ directive §  Capabilities to respond/ manage a dynamic environment §  Process management and compliance §  Merged vertical (industry) and horizontal (functional/ product) expertise §  Tailored sales incentives §  End-to-end solutions management capabilities and process/ systems enablersFocus areasStrategy and market Portfolio management Marketing Sales managementplanning §  Consolidate/ develop communications §  Tailor lead generationUnderstand the business solution offerings §  Align marketing and sales processesmodel of target §  Review USP, messages across the §  Monitor/ safeguardindustries/ customers customer value divisions the customer§  Monitor the market propositions §  Ensure ongoing experience trends and dynamics §  Assign an Innovation penetration/ §  Establish partner§  Map the solution Manager to the own positioning within the management capabilities and portfolio (incl. MoB) target customer capabilities business opportunities segmentsSource: ITSMA/ Capgemini Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 5 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  6. 6. Contents§  Definition of the solution business§  Strategic options§  Examples of solutions§  Market size and potential approach§  Study - approach & strategic objectives§  Study - overview of interviewed postal operators§  Study - Postal insights & key learnings§  Study - Overview of interviewed clients§  Study - Client insights & key learnings§  Summary & perspectives Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 6 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  7. 7. To get into a Value Partner the outsourced end-to-end process has to be critical and the solution has to be proven Strategic Reasons for Solution Decision of a Client Proven Out- Value- Tasking Partner Solution stability Slice & OS Dice Lift & Shift Commodity Services New Non Critical Mission criticalPO = Postal Operators Importance for the core process Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 7 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  8. 8. Contents§  Definition of the solution business§  Strategic options§  Examples of solutions§  Market size and potential approach§  Study - approach & strategic objectives§  Study - overview of interviewed postal operators§  Study - Postal insights & key learnings§  Study - Overview of interviewed clients§  Study - Client insights & key learnings§  Summary & perspectives Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 8 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  9. 9. CRM solutions in automotive require a more centralized support andgovernance of the customer dialogue – efficient, effective, holisticExample positioning: CRM/ marketing communication solutions EXAMPLE “Expand competencies“ “Increase organization “Reduce costs“ flexibility“ Response Target group Data and address Governance of Fulfillment and management and selection services customer dialogue shipping customer activation§  Customer approach §  Customer and dealer §  Multi-channel §  Lettershop services §  Lead und response advisory data management campaign planning §  Ordering, storage handling§  Profiling and scoring §  Database §  Customer dialogue §  Print and shipment §  Customer retention (on-/ offline) management program design and reactivation §  On- und offline§  Retail and §  Address §  Integrating NSC, §  Contact centre commercial clients - validation distribution channels §  National/ international §  Archiving§  National/ - enhancement - cleansing §  CO2 neutral §  Reporting international POS marketing management POS customer dialogue Central steering of the customer dialogue, advisory and project handling Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX 9
  10. 10. The solution provider is able to configure a customized solutionframework from an existing set of services and finalize the solutionEnd-to-end solution example for a CRM Solution Factory1 2 3 Configuration of the Set of services solution framework Finalizing the solution Customer Social media Lead dialog marketing management Customer Social media Lead Customer Social media Lead management dialog marketing management dialog marketing POS marketing POS customer POS mgmt. dialog print solutions mgmt. Consulting Optimization Consulting Optimization Dispatch dialog Dispatch customer optimization dialog customer Consulting optimization marketing Dispatch Optimization dialog marketing dialog dialog optimization marketing customer dialog Customer Customer Complaint Mobile Customer Mobile Complaint customer Complaint contact center Mobile contact center mgmt. contact center mgmt. customer mgmt. customer service service mgmt. mgmt. mgmt. service Address Predictive solutions & targeting Customer/ vehicle/ retail analytics data mgmt.In the first step the customer can chose between services from a set of available services (CRM solutionfactory). Then the selected services are bundled in a solution framework and will be slightly adapted to thecustomer’s specific business environment and requirements. Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 10 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  11. 11. Emerging or changing business models usually trigger a demand forsolution capabilities and innovationExample positioning: mobility solutions EXAMPLE Customer management/ Customer retention/Customer acquisition operative handling reactivation Target Target Booking Repor- Central Acco- ting/ Anschrift group group Login & back- Logis- customer selection appr- office unting ana- tics steering oach lytics Registration Customer Pickup/ InvoiceRetail and commercial customers (identification and Reservation Archiving relationship office branch) delivery handling management Application Routing/ geo- Battery & fleet Receivables Customer Communication/National/ international management processing location management history (re-)activation Customer card/ DamageCommunication (online/ offline) Booking chip mgmt. regulationCustomer approach advisory Customer service/ support Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 11 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  12. 12. Contents§  Definition of the solution business§  Strategic options§  Examples of solutions§  Market size and potential approach§  Study - approach & strategic objectives§  Study - overview of interviewed postal operators§  Study - Postal insights & key learnings§  Study - Overview of interviewed clients§  Study - Client insights & key learnings§  Summary & perspectives Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 12 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  13. 13. CRM and document management make up around 50% of the marketvolume Market BPO market, global 2009/101 (in billion $) Trends & topics (examples) Overall CAAGR CRM/Docu. §  Retention management §  Improvement of cross-selling Banking 111 +6% 10,6 §  Improvement of service quality §  Identification of suitable service partners for global expansion §  Increase in customer acquisition costs §  Increase in marketing costs at lower response rates Telco 27 +7% 22,9 §  Improvement of service quality §  Retention management §  Flexibilization of the business model/ simplification of products §  Simplification/ automation of business processes Insurance 22 +8% 5,7 §  Generation of a higher service level at lower costs §  Improvement of the customer experience/ satisfaction through high quality Health- §  Cost reduction and control, especially in administration §  Quality improvement of services and administrative tasks care/ 13 +8% 2,6 §  Lowering of service costs Pharma §  Improvement of marketing effectiveness §  Cross-/ up-selling to the installed base §  Increase in the use of new channels Retail 12 +7% 4,4 §  Optimization of retail space §  Customer retention §  Improvement of the customer experience §  Enhancement of e-billing Utilities 11 +9% 6,0 §  Quality, efficiency, productivity §  Management of volume fluctuations §  Smart meter/ new business areas Energy 3 +7% 1,4 §  Maintenance/ improvement of the service quality §  Cost reductions (service/ product provision, serving new markets) Total 199 54 1 2010: Insurances and banks; 2009: all other industries 13
  14. 14. Starting with a “kernel” the business opportunity for a postal operator should be close to €1B in Europe over a period of 3 to 5 years Modular setup of PCS Solution Factory „Solution Factories“ “CRM Solution Factory“ Document Mobility Smart-X Starting handling factory factory Postal close Extended point factory … … offerings CRM portfolio Automotive Phase I Phase II Support withFocus customers and industries ~ € 45m ~ € 25m §  Validation of market Extended Insurance potential ~ € 25m ~ € 10m solution portfolio §  Definition of relevant Banks domains §  Definition of depth of Telecommu- value added and nications partner strategies Extended customer and Energy industry portfolio §  Setup of singular “solution factories“ Retail §  Implementation of organizational struct- ure and processes Public Sector §  Internationalization Revenue … ~ € 150-200m ~ € 100-150m … … > € 700-900m potential Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 14 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  15. 15. Still no common sense: every solution portfolios needs to start with asound understanding of the customer and industry requirementsHigh-level approach to defining a solution portfolio Analyzing the customer and industry Combining to potential service Definition of start and requirements bundles “solution factories“ target portfolio Wieder_ Bedarf Interesse Kauf Besitz kauf Branchenlösung Automobil Anforderungen Kunde und Branche Marketing Vertriebswege Service CRM Solution Factory Marketing und Kundendialoglösungen z.B. Leadbearbeitung und Zentrale Kundendialogsteuerung Social Media Marketing Kundenaktivierung „Poinf-of-Sales“ Lösungen z.B. POS Marketing Mgmt. POS Kundendialog Mgmt. POS Antrags- und Drucklösungen§ Zentralisierung der CRM und § Professionalisierung der § Reaktivierung Kunde Marketingfunktionen Leadbearbeitung (Neukauf, Service) Marketing und Kundendialogberatung (international) Beratung Kundendialog Optimierung Versand Optimierung § Aufbau Mobile / Online Sales § Aufbau mobiler Service (Segmentierung / Ansprache) (z.B. Mail Merge) Marketing Spend§ Ausbau der Direkt-, Online § Orchestrierung der § Industrialisierung Kundenkontakt und Customer Care Lösungen z.B. und Social Media Kompetenz Vertriebswege (NSC, POS) Kundendialog Kundenkontakt Center Prof essionalisierung Kundenkontakt Mobiler Kundenservice§ Professionalisierung (Betrieb) & Beschwerde Mgmt. § Optimierte Unterstützung § Professionalisierung Kundensegmentierung + (Shared Services) Customer Contact Center Datenbank und Daten Management Lösungen z.B. Ansprache Kunden- / Fahrzeug- / Händler Adresslösungen & Analytics Integration, Betrieb & Hosting Datenmanagement Integration der Kunden-, Händler- und Fahrzeugdaten Deriving relevant solution elements Matching with current solution portfolio and third-party providers Reflecting: §  Customer and industry requirements §  Portfolio driven approach §  Base/ advanced solutions §  Cost/ complexity realization §  Time-to-market Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 15 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  16. 16. Contents§  Definition of the solution business§  Strategic options§  Examples of solutions§  Market size and potential approach§  Study - approach & strategic objectives§  Study - overview of interviewed postal operators§  Study - Postal insights & key learnings§  Study - Overview of interviewed clients§  Study - Client insights & key learnings§  Summary & perspectives Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 16 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  17. 17. The objective is to value the benefits of the solution business for thepost sector through the help of focus interviewsApproach & objectives General approach Objectives of the survey §  Organization of interviews §  Finding an answer to the lead question: §  Focus on two target groups: §  Is the solution business a new §  Experts, postal suppliers and post must-have that postal companies companies should implement in their portfolio? §  Clients of various industries (e.g. §  If so, what is the actual market potential? automotive, assurance, banking) §  Reveal the future challenges that postal companies will have to face §  Preparation of two focus interview questionnaires §  Analysis of key learnings and definition of the market potential for the solution business in the postal sector Having selected the key interviewees, we conducted the focus interviews allowing us to use the learnings in an analysis that is to further support achieving the objectives. Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 17 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  18. 18. Contents§  Definition of the solution business§  Strategic options§  Examples of solutions§  Market size and potential approach§  Study - approach & strategic objectives§  Study - overview of interviewed postal operators§  Study - Postal insights & key learnings§  Study - Overview of interviewed clients§  Study - Client insights & key learnings§  Summary & perspectives Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 18 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  19. 19. Interviews with a mix of postal operators have been done in order toreceive knowledge and verification on the identified key topicsPostal companies, postal suppliers, solution expertsCompany Name of logo company bpost Canada Post Deutsche Post Company Name of Interview content/ topics Logo company HongKong Post Capgemini §  Understanding of the solution Liban Post Deutschland business/ strategic goals §  Organization & processes in the Austrian Post ITSMA solution business Solutions §  Marketing/ communication as Poste Italiane Insights solution provider Swedish/ §  Sales approach/ segmentation Danish Post §  Development of new solutions Swiss Post §  Key success factors for the solution business arvato Neopost Pitney Bowes Not postal companies Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 19 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  20. 20. Contents§  Definition of the solution business§  Strategic options§  Examples of solutions§  Market size and potential approach§  Study - approach & strategic objectives§  Study - overview of interviewed postal operators§  Study - Postal insights & key learnings§  Study - Overview of interviewed clients§  Study - Client insights & key learnings§  Summary & perspectives Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 20 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  21. 21. Starting with a surprise in terms of the market potential of the solution businessin the postal sector, a bright understanding has been developedKey statements “Digitalization supports the trend towards the solution business““The postal business is based on mail delivery” “The solution business is essential for establishing long-term customer loyalty“ “One face to the customer” “Individual services are mandatory, industrial delivery is the challenge“ Go-to-market: “It is necessary to have joint customer teams and the support of external providers“ Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 21 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  22. 22. The challenge for postal operators is to stay independent within thegrowing complexity of structuresKey results for postal operators  §  Organizational focus on long-term revenues Governance §  Securing postal business is partly relevant §  Customer orientation §  Integration of product knowledge §  Separated divisions Organization §  Innovation department in charge of demand creation §  Mostly organized in joint customer teams §  Website und internet advertisement for customers §  Personal customer contact at special executive events Customer contact §  Diversification of communication channels (multi-channel approach) §  Change from push to pull §  “One face to the customer“: KAM , sales manager Go-to-market §  Customer segmentation §  Separate experts (solution architects) §  Development of “lighthouse deals“ §  Multi-customer platforms Solution delivery §  Quality management along the entire process Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 22 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  23. 23. The segmentation of key success factors reveals the importance ofquality, pricing and multi-customer platforms in the solution businessPostal operators: segmentation of key success factors A Very important A B Important C Less important §  Brand competence §  Quality of solution delivery §  Multi-customer platforms/ product portfolio §  Industrialization §  Scope of monitoring Key success §  Internal service delivery/ processes for the indicators internal process standards solution business §  Skills and capabilities of §  Flexibility employees* §  Cost leadership §  Trust* §  IT capabilities/ §  Pricing* IT security C B * Is regarded as a matter of course The quality of the solution delivery and multi-customer platforms appear to play a more significant role compared to skills and capabilities of employees. Interviewed Operators: BPO Capgemini, BPO Expert ITSMA, Swiss Post International, Post italiane, Neopost, Solutions Insight , LibanPost Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 23 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  24. 24. The organizational focus is based on securing long-term revenues as part of the core business strategy Postal operators: segmentation of key success factors Strategic intent Key learnings §  Long-term revenues are the most Securing long-term revenues important point considered in the companies‘ strategy §  Securing the postal business is relevant only for some postal operators Securing postal business §  Not all operators define establishing new customer relationships as their priority New customer relationships Strategic AimInterviewed companies: BPO Capgemini, BPO Expert ITSMA, Swiss Post International, Post italiane, Abstentions Neopost, Solutions Insight, LibanPost Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 24 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  25. 25. Only 2 providers decided for a cross regional/ global solution strategy, while 50% of the interviewed companies are product/ service focused Positioning of Solution providers CL2 CL4 Independent international Organization form Independent national Integrated international Integrated national CL1 CL3 Product Value-added services SolutionsPO = Postal Operators Portfolio Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 25 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  26. 26. Contents§  Definition of the solution business§  Strategic options§  Examples of solutions§  Market size and potential approach§  Study - approach & strategic objectives§  Study - overview of interviewed postal operators§  Study - Postal insights & key learnings§  Study - Overview of interviewed clients§  Study - Client insights & key learnings§  Summary & perspectives Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 26 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  27. 27. The clients reveal a strong mix between small, medium-sized and bigcompanies of different industries in an international and national scopeInterviewed clients of different industries Automotive Interview content/ topics §  Readiness to outsource products Insurance and/or services/ experiences made with outsourcing §  Outsourcing readiness of significant business fieldsVarious industries §  Criteria selection in terms of their relevance for selecting a solution provider §  Selection of communication Banking channels for gaining visibility along the decision process §  Experiences through collaboration with solution providers §  Development of new business solutions Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 27 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  28. 28. Contents§  Definition of the solution business§  Strategic options§  Examples of solutions§  Market size and potential approach§  Study - approach & strategic objectives§  Study - overview of interviewed postal operators§  Study - Postal insights & key learnings§  Study - Overview of interviewed clients§  Study - Client insights & key learnings§  Summary & perspectives Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 28 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  29. 29. Starting with a surprise in terms of the market potential of the solution businessin the postal sector, a bright understanding has been developedKey statements of customers “For me arvato is the leader in the area of solution business in Europe, good to know that posts are planning to enter this market as well“ “The postal business is based on mail delivery, not on the delivery of solutions” “Solutions should be developed together with the solution provider” “We prefer a one-to-one executive communication and to talk to executives who are in the same situation as we are” Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 29 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  30. 30. The way the customer is addressed by the solution provider determinesthe solution provider’s success levelKey results clients §  Higher “full“ outsourcing readiness by medium-sized companies §  Outsourcing of general services high (e.g. document management, print services, etc.) Readiness/ experiences §  Outsourcing of several services required but not necessarily to postal operators (e.g. HR/ payroll solutions) §  Outsourcing of sensible services (sales planning) not required by clients §  Clients look especially on the pricing, the quality of the solution delivery but as well on Success skills of the employees, trust, industry know-how and IT security §  Customer orientation, time to react, flexibility and references play a subordinate role factors §  The market position of the provider seems to play no relevant role (à but could become K.O. criterion concerning long list) §  Rather customized and not individualized solutions are promoted to the clients §  A clear 1-to-1 communication is required Marketing §  Mostly informed about solutions through cases, advertisement in search engines, online publicity (e.g. website) and top executive events §  Direct contact between solution provider and customer is highly required by the customer §  Personal and communication of reference projects Collaboration §  KAM or joint customer team lead §  In part development of common pilot projects Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 30 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  31. 31. A greater readiness for outsourcing is noticeable in the less sensiblebusiness fieldsCustomers: outsourcing readiness in general vs. to postal companies Yes No Abstention A Outsourcing readiness in general B Outsourcing readiness to A B A B A B A B postal Print/ fulfillment Customer data Call center companies HR/ payroll services management processing solutions A B A B A B A B Sales planning and PoS communication/ Media planning/ media Document steering optimization of selection/ direct management processes at the PoS marketing Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 31 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  32. 32. Contents§  Definition of the solution business§  Strategic options§  Examples of solutions§  Market size and potential approach§  Study - approach & strategic objectives§  Study - overview of interviewed postal operators§  Study - Postal insights & key learnings§  Study - Overview of interviewed clients§  Study - Client insights & key learnings§  Summary & perspectives Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 32 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  33. 33. Talking about the solution business, relevant key learnings have to bekept in mind highlighting the opportunities and the market potentialSummary & perspectives Postal operators Clients §  Most operators are looking ahead to §  2nd tier companies seems to be more open developing solution business/ digitalization for full outsourcing than big companies and tailor-made solutions §  Clients would outsource general services but §  Their strategic intent is focused mostly on sensible fields would not necessarily be securing long-term revenues outsourced to postal companies §  One face to the customer: nearly similar §  Customers require close contact to the organization in the go-to-market process solution provider through responsible parties as the KAM, §  Perception of the solution provider, especially R&D and the marketing department online §  Media selection depends on target clients (c.f. government and industry clients) §  A top-down approach is needed for a global understanding of the solution business §  There is a clear trend towards a tailored solution business although there might still be huge differences in the level of implementation Perspectives §  Clients are generally willing to outsource even when the decision is ü also affected by the industry and size of the client Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 33 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  34. 34. Thanks!Contact Dirk Palder Capgemini Deutschland GmbH Germany Phone: +49 221 912644100 +49 151 4025 2222 E-mail: dirk.palder@capgemini.com Twitter: www.twitter.com/#!/dirkpalder Website: www.capgemini-postalservices.com Address: Konrad-Adenauer Ufer 7 50668 Cologne Copyright © 2011 Capgemini Consulting. All rights reserved. 2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 34 OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  35. 35. Back-Up
  36. 36. Another adequate definition of “solution business” is provided byITSMAITSMA definition “Solution” is one of those slippery words that can mean anything and everything. Working with some of the worlds top technology companies, ITSMA has developed a useful definition: "A solution is a combination of products and/ or services with intellectual capital, focused on a particular customer problem and driving measurable business value." Its a bit dense, and doesnt exactly roll off the tongue. Nevertheless, ITSMA has found that it clicks with both buyers and sellers, given its emphasis on solving specific business problems with measurable business value. Understood as such, the "S" word transcends the hype and provides important direction to business strategy and operations. Source: ITSMA 36

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