Capgemini Postal Solution Business 2011

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Capgemini Postal Solution Business 2011

  1. 1. Solution Business As a Growth Area for Post Operators? Result of a global Focus Interviews Study - Dirk Palder, Capgemini 4th PIEF in Athens, Oct 24, 2011
  2. 2. §  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 Contents Copyright © 2011 Capgemini Consulting. All rights reserved. 22011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  3. 3. Introduction Before going into the results of the focus interviews, we should outline Capgemini’s definition of “solution business” Copyright © 2011 Capgemini Consulting. All rights reserved. 32011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX What do we mean by solution business?
  4. 4. In our understanding of “solution”, we assume that the objective is to establish a value-adding partnership Copyright © 2011 Capgemini Consulting. All rights reserved. 42011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX Capgemini’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 added Portfolio Isolated Coordinated Collaborative “Customize” “Industrialize” “Offer” Product Services Solutions Value based Relative price Cost plus
  5. 5. Critical success factors and focus areas outline the path to transferring the existing capabilities towards solutions orientation Copyright © 2011 Capgemini Consulting. All rights reserved. 52011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX Critical 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 enablers Strategy and market planning Understand the business model of target industries/ customers §  Monitor the market trends and dynamics §  Map the solution capabilities and business opportunities Portfolio management §  Consolidate/ develop solution offerings §  Review USP, customer value propositions §  Assign an Innovation Manager to the own portfolio (incl. MoB) Marketing communications §  Align marketing messages across the divisions §  Ensure ongoing penetration/ positioning within the target customer segments Sales management §  Tailor lead generation and sales processes §  Monitor/ safeguard the customer experience §  Establish partner management capabilities Focus areas Source: ITSMA/ Capgemini
  6. 6. §  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 Contents Copyright © 2011 Capgemini Consulting. All rights reserved. 62011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 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 Copyright © 2011 Capgemini Consulting. All rights reserved. 72011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX Strategic Reasons for Solution Decision of a Client Value- Partner Solutionstability New Mission criticalNon Critical Importance for the core process Out- Tasking OS Lift & Shift Slice & Dice Commodity Services Proven PO = Postal Operators
  8. 8. §  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 Contents Copyright © 2011 Capgemini Consulting. All rights reserved. 82011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  9. 9. Example positioning: CRM/ marketing communication solutions CRM solutions in automotive require a more centralized support and governance of the customer dialogue – efficient, effective, holistic “Expand competencies“ “Increase organization flexibility“ “Reduce costs“ Fulfillment and shipping Response management and customer activation Data and address services Target group selection Governance of customer dialogue §  Customer and dealer data management §  Database management §  Address - validation - enhancement - cleansing §  Multi-channel campaign planning §  Customer dialogue program design §  Integrating NSC, distribution channels §  Lettershop services §  Ordering, storage §  Print and shipment §  On- und offline §  National/ international §  CO2 neutral §  Lead und response handling §  Customer retention and reactivation §  Contact centre §  Archiving §  Reporting POS marketing management POS customer dialogue Central steering of the customer dialogue, advisory and project handling 9 EXAMPLE §  Customer approach advisory §  Profiling and scoring (on-/ offline) §  Retail and commercial clients §  National/ international 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
  10. 10. The solution provider is able to configure a customized solution framework from an existing set of services and finalize the solution Copyright © 2011 Capgemini Consulting. All rights reserved. 102011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX End-to-end solution example for a CRM Solution Factory Set of services In the first step the customer can chose between services from a set of available services (CRM solution factory). Then the selected services are bundled in a solution framework and will be slightly adapted to the customer’s specific business environment and requirements. Configuration of the solution framework Finalizing the solution 1 2 3 Customer dialog Social media marketing Lead management POS marketing mgmt. POS customer dialog mgmt. POS print solutions Dispatch optimization Consulting dialog marketing Optimization customer dialog Customer contact center mgmt. Complaint mgmt. Mobile customer service Address solutions & analytics Predictive targeting Customer/ vehicle/ retail data mgmt. Customer dialog Social media marketing Lead management Dispatch optimization Consulting dialog marketing Optimization customer dialog Customer contact center mgmt. Complaint mgmt. Mobile customer service Customer dialog Social media marketing Lead management Dispatch optimization Consulting dialog marketing Optimization customer dialog Customer contact center mgmt. Complaint mgmt. Mobile customer service
  11. 11. Example positioning: mobility solutions Emerging or changing business models usually trigger a demand for solution capabilities and innovation 11 Registration (identification and office branch) Application processing Reservation Routing/ geo- location Booking Pickup/ delivery Invoice handling Receivables management Archiving Customer history Customer service/ support Damage regulation Customer management/ operative handling Customer retention/ reactivation Login Booking & back- office Logis- tics Acco- unting Repor- ting/ ana- lytics Retail and commercial customers National/ international Customer approach advisory Communication (online/ offline) Customer acquisition Target group selection Target group appr- oach AnschriftAnschrift Central customer steering Customer relationship management Communication/ (re-)activation Customer card/ chip mgmt. Battery & fleet management EXAMPLE 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
  12. 12. §  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 Contents Copyright © 2011 Capgemini Consulting. All rights reserved. 122011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  13. 13. Trends & topics (examples)BPO market, global 2009/101 (in billion $)Market 13 CRM and document management make up around 50% of the market volume Overall CAAGR CRM/Docu. Telco 27 +7% 22,9 §  Increase in customer acquisition costs §  Increase in marketing costs at lower response rates §  Improvement of service quality §  Retention management Banking 111 +6% 10,6 §  Retention management §  Improvement of cross-selling §  Improvement of service quality §  Identification of suitable service partners for global expansion Energy 3 +7% 1,4 §  Smart meter/ new business areas §  Maintenance/ improvement of the service quality §  Cost reductions (service/ product provision, serving new markets) Retail 12 +7% 4,4 §  Cross-/ up-selling to the installed base §  Increase in the use of new channels §  Optimization of retail space §  Customer retention Insurance 22 +8% 5,7 §  Flexibilization of the business model/ simplification of products §  Simplification/ automation of business processes §  Generation of a higher service level at lower costs §  Improvement of the customer experience/ satisfaction through high quality Health- care/ Pharma 13 +8% 2,6 §  Cost reduction and control, especially in administration §  Quality improvement of services and administrative tasks §  Lowering of service costs §  Improvement of marketing effectiveness Total 199 54 1 2010: Insurances and banks; 2009: all other industries Utilities 11 +9% 6,0 §  Improvement of the customer experience §  Enhancement of e-billing §  Quality, efficiency, productivity §  Management of volume fluctuations
  14. 14. Modular setup of PCS Solution Factory 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 14 “CRM Solution Factory“ „Solution Factories“ Postal close offerings Extended CRM portfolio Automotive Insurance Banks Telecommu- nications Energy Retail Focuscustomersandindustries Phase I ~ € 45m ~ € 25m Phase II ~ € 25m ~ € 10m Extended solution portfolio Support with §  Validation of market potential §  Definition of relevant domains §  Definition of depth of value added and partner strategies §  Setup of singular “solution factories“ §  Implementation of organizational struct- ure and processes §  Internationalization Revenue potential Public Sector Document handling factory Mobility factory Smart-X factory … > € 700-900m~ € 150-200m ~ € 100-150m … … … Starting point Extended customer and industry portfolio … 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
  15. 15. High-level approach to defining a solution portfolio Still no common sense: every solution portfolios needs to start with a sound understanding of the customer and industry requirements 15 Marketing Vertriebswege Service § ZentralisierungderCRM und Marketingfunktionen (international) § AusbauderDirekt-, Online und Social Media Kompetenz § Professionalisierung Kundensegmentierung+ Ansprache § Professionalisierung der Leadbearbeitung § AufbauMobile /Online Sales § Orchestrierungder Vertriebswege(NSC,POS) § Optimierte Unterstützung (Shared Services) § Reaktivierung Kunde (Neukauf,Service) § AufbaumobilerService § Industrialisierung Kundendialog § Professionalisierung CustomerContactCenter Integration derKunden-,Händler-und Fahrzeugdaten Bedarf Kauf Besitz Wieder_ kauf Interesse Analyzing the customer and industry requirements Combining to potential service bundles “solution factories“ Deriving relevant solution elements Matching with current solution portfolio and third-party providers Definition of start and target portfolio Reflecting: §  Customer and industry requirements §  Portfolio driven approach §  Base/ advanced solutions §  Cost/ complexity realization §  Time-to-market CRM Solution Factory Marketing und Kundendialoglösungen z.B. Kundenkontakt und Customer Care Lösungen z.B. Datenbank und Daten Management Lösungen z.B. „Poinf-of-Sales“ Lösungen z.B. Marketing und Kundendialogberatung Kunden- / Fahrzeug- / Händler Datenmanagement Adresslösungen & Analytics Integration, Betrieb & Hosting Zentrale Kundendialogsteuerung Social Media Marketing Kundenkontakt Center (Betrieb) Professionalisierung Kundenkontakt & Beschwerde Mgmt. Leadbearbeitung und Kundenaktivierung POS Marketing Mgmt. POS Kundendialog Mgmt. POS Antrags- und Drucklösungen Beratung Kundendialog (Segmentierung / Ansprache) Optimierung Versand (z.B. Mail Merge) Optimierung Marketing Spend Anforderungen Kunde und Branche Branchenlösung Automobil Mobiler Kundenservice 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
  16. 16. §  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 Contents Copyright © 2011 Capgemini Consulting. All rights reserved. 162011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  17. 17. The objective is to value the benefits of the solution business for the post sector through the help of focus interviews Copyright © 2011 Capgemini Consulting. All rights reserved. 172011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX Approach & objectives General approach §  Organization of interviews §  Focus on two target groups: § Experts, postal suppliers and post companies § Clients of various industries (e.g. automotive, assurance, banking) §  Preparation of two focus interview questionnaires §  Analysis of key learnings and definition of the market potential for the solution business in the postal sector Objectives of the survey 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. §  Finding an answer to the lead question: § Is the solution business a new must-have that postal companies should implement in their portfolio? § If so, what is the actual market potential? §  Reveal the future challenges that postal companies will have to face
  18. 18. §  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 Contents Copyright © 2011 Capgemini Consulting. All rights reserved. 182011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  19. 19. Postal companies, postal suppliers, solution experts Interviews with a mix of postal operators have been done in order to receive knowledge and verification on the identified key topics Copyright © 2011 Capgemini Consulting. All rights reserved. 192011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX Company logo Name of company bpost Canada Post Liban Post Poste Italiane Swiss Post Interview content/ topics §  Understanding of the solution business/ strategic goals §  Organization & processes in the solution business §  Marketing/ communication as solution provider §  Sales approach/ segmentation §  Development of new solutions §  Key success factors for the solution business Austrian Post Swedish/ Danish Post HongKong Post Deutsche Post Company Logo Name of company arvato Neopost Pitney Bowes Capgemini Deutschland ITSMA Solutions Insights Not postal companies
  20. 20. §  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 Contents Copyright © 2011 Capgemini Consulting. All rights reserved. 202011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  21. 21. Key statements Starting with a surprise in terms of the market potential of the solution business in the postal sector, a bright understanding has been developed Copyright © 2011 Capgemini Consulting. All rights reserved. 212011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX “The postal business is based on mail delivery” Go-to-market: “It is necessary to have joint customer teams and the support of external providers“ “Digitalization supports the trend towards the solution business“ “The solution business is essential for establishing long-term customer loyalty“ “Individual services are mandatory, industrial delivery is the challenge“ “One face to the customer”
  22. 22. Key results for postal operators The challenge for postal operators is to stay independent within the growing complexity of structures Copyright © 2011 Capgemini Consulting. All rights reserved. 222011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX   Governance Organization Customer contact Go-to-market §  Organizational focus on long-term revenues §  Securing postal business is partly relevant §  Customer orientation §  Integration of product knowledge §  Separated divisions §  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 §  Diversification of communication channels (multi-channel approach) §  Change from push to pull §  “One face to the customer“: KAM , sales manager §  Customer segmentation §  Separate experts (solution architects) §  Development of “lighthouse deals“ Solution delivery §  Multi-customer platforms §  Quality management along the entire process
  23. 23. Postal operators: segmentation of key success factors The segmentation of key success factors reveals the importance of quality, pricing and multi-customer platforms in the solution business Copyright © 2011 Capgemini Consulting. All rights reserved. 232011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX Interviewed Operators: BPO Capgemini, BPO Expert ITSMA, Swiss Post International, Post italiane, Neopost, Solutions Insight , LibanPost A B Very important C Important Less important The quality of the solution delivery and multi-customer platforms appear to play a more significant role compared to skills and capabilities of employees. A BC Key success indicators §  Brand competence §  Quality of solution delivery §  Multi-customer platforms/ product portfolio §  Industrialization §  Scope of monitoring processes for the solution business §  Skills and capabilities of employees* §  Trust* §  Pricing* §  Internal service delivery/ internal process standards §  Flexibility §  Cost leadership §  IT capabilities/ IT security * Is regarded as a matter of course
  24. 24. The organizational focus is based on securing long-term revenues as part of the core business strategy Copyright © 2011 Capgemini Consulting. All rights reserved. 242011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX Strategic intent Securing long-term revenues New customer relationships Securing postal business Strategic Aim Interviewed companies: BPO Capgemini, BPO Expert ITSMA, Swiss Post International, Post italiane, Abstentions Neopost, Solutions Insight, LibanPost §  Long-term revenues are the most important point considered in the companies‘ strategy §  Securing the postal business is relevant only for some postal operators §  Not all operators define establishing new customer relationships as their priority Postal operators: segmentation of key success factors Key learnings
  25. 25. Only 2 providers decided for a cross regional/ global solution strategy, while 50% of the interviewed companies are product/ service focused Copyright © 2011 Capgemini Consulting. All rights reserved. 252011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX Positioning of Solution providers Organizationform Integrated national SolutionsProduct Portfolio Integrated international Independent national Independent international Value-added services PO = Postal Operators CL1 CL3 CL2 CL4
  26. 26. §  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 Contents Copyright © 2011 Capgemini Consulting. All rights reserved. 262011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  27. 27. The clients reveal a strong mix between small, medium-sized and big companies of different industries in an international and national scope Copyright © 2011 Capgemini Consulting. All rights reserved. 272011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX Various industries Interview content/ topics §  Readiness to outsource products and/or services/ experiences made with outsourcing §  Outsourcing readiness of significant business fields §  Criteria selection in terms of their relevance for selecting a solution provider §  Selection of communication channels for gaining visibility along the decision process §  Experiences through collaboration with solution providers §  Development of new business solutions Interviewed clients of different industries Automotive Insurance Banking
  28. 28. §  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 Contents Copyright © 2011 Capgemini Consulting. All rights reserved. 282011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  29. 29. Key statements of customers Starting with a surprise in terms of the market potential of the solution business in the postal sector, a bright understanding has been developed Copyright © 2011 Capgemini Consulting. All rights reserved. 292011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX “The postal business is based on mail delivery, not on the delivery of solutions” “We prefer a one-to-one executive communication and to talk to executives who are in the same situation as we are” “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“ “Solutions should be developed together with the solution provider”
  30. 30. Key results clients The way the customer is addressed by the solution provider determines the solution provider’s success level Copyright © 2011 Capgemini Consulting. All rights reserved. 302011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX Readiness/ experiences Success factors Marketing Collaboration §  Higher “full“ outsourcing readiness by medium-sized companies §  Outsourcing of general services high (e.g. document management, print services, etc.) §  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 §  Rather customized and not individualized solutions are promoted to the clients §  A clear 1-to-1 communication is required §  Mostly informed about solutions through cases, advertisement in search engines, online publicity (e.g. website) and top executive events §  Clients look especially on the pricing, the quality of the solution delivery but as well on skills of the employees, trust, industry know-how and IT security §  Customer orientation, time to react, flexibility and references play a subordinate role §  The market position of the provider seems to play no relevant role (à but could become K.O. criterion concerning long list) §  Direct contact between solution provider and customer is highly required by the customer §  Personal and communication of reference projects §  KAM or joint customer team lead §  In part development of common pilot projects
  31. 31. A greater readiness for outsourcing is noticeable in the less sensible business fields Copyright © 2011 Capgemini Consulting. All rights reserved. 312011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX Yes No Abstention Print/ fulfillment services Customer data management Call center processing PoS communication/ optimization of processes at the PoS Media planning/ media selection/ direct marketing A B A B A B A B A BA BA BA B A B Outsourcing readiness in general Outsourcing readiness to postal companies Customers: outsourcing readiness in general vs. to postal companies HR/ payroll solutions Sales planning and steering Document management
  32. 32. §  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 Contents Copyright © 2011 Capgemini Consulting. All rights reserved. 322011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX
  33. 33. Talking about the solution business, relevant key learnings have to be kept in mind highlighting the opportunities and the market potential Copyright © 2011 Capgemini Consulting. All rights reserved. 332011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX Summary & perspectives Postal operators §  Most operators are looking ahead to developing solution business/ digitalization and tailor-made solutions §  Their strategic intent is focused mostly on securing long-term revenues §  One face to the customer: nearly similar organization in the go-to-market process through responsible parties as the KAM, R&D and the marketing department §  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 Perspectives §  There is a clear trend towards a tailored solution business although there might still be huge differences in the level of implementation §  Clients are generally willing to outsource even when the decision is also affected by the industry and size of the client Clients §  2nd tier companies seems to be more open for full outsourcing than big companies §  Clients would outsource general services but sensible fields would not necessarily be outsourced to postal companies §  Customers require close contact to the solution provider §  Perception of the solution provider, especially online ü
  34. 34. Thanks! Copyright © 2011 Capgemini Consulting. All rights reserved. 342011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL OPERATORS V1 0 DIRK PALDER_EDIT.PPTX 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 Contact
  35. 35. Back-Up
  36. 36. Another adequate definition of “solution business” is provided by ITSMA 36 “Solution” is one of those slippery words that can mean anything and everything. Working with some of the world's 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." It's a bit dense, and doesn't 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 ITSMA definition

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