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  • Our product strategy aims to not only to encourage customers to buy more product but also to buy other products to satisfy their needs and better help grow their business In revising the product designs our aim is to: Remove products that make commercial or operational sense Re-price products to ensure they are competitive and profitable Launch products that customers actually want Kill products that customers don’t want or that we can’t deliver consistently. Simplify the product offer and reduce the number of product variants
  • The End State Vision is: Customer chooses the application they need, the service attributes required and where they want to be on the price line Customers have choice and the ability to select the service and price that is right for them
  • I had a look at our bulk mail offering via Mailsorttechnical.com – here’s what I think I found

Stephen Agar presentation Stephen Agar presentation Presentation Transcript

  • PUTTING THE CUSTOMER FIRST IN PRODUCT DEVELOPMENT Stephen Agar Director, Regulated Business 19 May 2011 The Strategic Mailing Partnership™ supported by Royal Mail
    • Customer overarching requirements are:
    • Products that mean something to the customer
    • Better visibility (tracking and reporting)
    • Do what they say on the tin, on time not lost damaged or delayed
    • Value for money
    What do customers want from our products? Overall our portfolio of products is not rated highly amongst business customers – only 1 in 10 say we are “excellent” in this area (it is not sufficient to be just ‘good’) Offering a range of products and services that are right for your organisation
  • For our products this means
    • Each must be designed and named to meet a customer need and not an operational perspective
    • Each must be easy to use
    • Each product must be consistently deliverable and contribution positive
    • Each has appropriate and commercial terms conditions and compensation consistent with all our other products
    • Each applies sensible and consistent discounts relevant to operational process savings and or market stimulation
    • Each will have a product chassis design that sets out clear choices of product attributes that customers actually want
  • Our products should face four markets Market Advertising Publishing Transactional Social Customer Facing Product Commercial Attributes Operational Attributes Advertising Mail Publishing Mail Business Mail Personal Mail Commercial Attributes Discounts Bundles Incentives Production Format Class Weight Volume Machinability Presentation Entry Level Sortation Container VRD Items per selection
    • We have recently introduced…
    • Operational Attributes
      • Mailsort 70
      • Reduced entry level for Cleanmail
    • Commercial Attributes
      • Advertising Mail
      • First Time User Discount
      • Royal Mail Sale (2)
      • Simplified Terms & Conditions
    • We are working on…
    • Operational Attributes
      • Which attributes are relevant in a walk sequencing environment?
      • Delivery Point Suffix on CBC Mail
      • Tray option for Mailsort 1400
      • Tolerances
    • Commercial Attributes
      • Advertising Mail Packet Variant
      • Catalogue Proposition
      • Subscriptions Pack
      • Attributes for Unsorted Mail e.g. Light
      • New Publications Proposition
    And although we have work in progress
    • The Mailsort User Guide runs to 29 documents to download.
    • It contains
      • 6 sortation variants x 3 containerisation variants x 4 formats x 3 mech specifications x 3 speeds x 5 weight steps
      • 3240 options
      • Then 6 entry levels x 14 VRD variables………….
    • We must make sure that we only insist on the things that really matter
    • We need to know where the pinch points are for Customers so we can see if we can do something about it
    • We will carry out a root and branch review of the User Guide
    • As part of this review we will consult with all stakeholders
    Is it finally time for a blank piece of paper?
  • Delivery Experience
    • Everyone’s view of Royal Mail is coloured by how we deliver their mail
    • In the packet/parcel area, some competitors can deliver more value
    • Concentrate on the delivery experience
      • Electronic proof of delivery across all products
      • Improve online options for redelivery
      • Offer more delivery options – lockerboxes etc
      • Scope nominated day packet delivery options
      • Use of text notifications
      • Alternative delivery points / Callers Offices
      • Early Delivery products for SMEs
    We must make sure Royal Mail delivers
  • Beyond 2011
    • We compete in an information-rich communications environment, whereas the traditional mail network is dumb
    • When did we get it? Where is it? When will it be delivered? When did we deliver it? Who did we deliver it to? What is it? When can we redeliver it? Where should we redeliver it to? Did we get paid for delivering it?
    • Information is key in driving operational efficiency, meeting market expectations in packet delivery, keeping mail relevant and being able to leverage our core competencies to build data products
    • We need a universal intelligent barcode strategy, supported across all parts of the network, upon which we can add value to our services
    • Our network needs to get smart
    We will invest in our technology
    • Rejuvenate, improve and simplify core product portfolio to meet customer demand and competitive propositions
    • Make sure all products do what they say they will – don’t disappoint the customer
    • Target discounts more effectively and pursue a pricing strategy that maximises profit while incentivising posting
    • Develop new ways to exploit unique national reach in delivery, giving customers more options and improving their online experience
    • Ensure Royal Mail invests in the technology needed to support the business in a communications-rich world. Keep mail relevant
    • Work with our customers, listen to them and hear what they are saying
    My Priorities