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Carrier owned delivery routes webinar final version



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Carrier owned delivery routes webinar final version

  1. 1. Carrier Owned Delivery Routes Derek Osborn Whatnext4u 17.10.13
  2. 2. Facilitator: Derek Osborn Director Whatnext4u International postal business coach Previously - 22 years in management roles in RM
  3. 3. Derek Osborn Last 12 years I have worked with the  Vision and strategy postal industry around the world as a International Postal Business Coach Whatnext4u  The future of post business coach – often to:  Fostering innovation Research postal topics and to lead,  Thinking differently design and facilitate workshops, and deliver management training, seminars,  Customer centricity forums and master classes on:  Engaging customers  Delivery operations  Operational improvement  Human resource development  Leading change, modernisation and transformation  Reinventing the post
  4. 4. Reinventing the Post published and launched 2 weeks ago at Post Expo Section 2 is entitled Reinventing Delivery and the Last Mile
  5. 5. Webinar Programme • Background and context • Advantages and disadvantages of carrierowned routes • Operational, quality and customer issues – and opportunities • Is ‘final mile consolidation’ a sensible way forward in a liberalised market? • Final thoughts
  6. 6. So what is the context and what are the challenges in postal delivery?
  7. 7. Some GENERAL trends From • ‘Information poor’ • Different suppliers of products and services from different places • You get what they decide to give you and when • Fixed channels - shops, telephone and catalogues • Then you had to work hard to get what you want To • ‘Information rich’ • Everything (products and services) available in one place - integrated • You choose – eg options and ‘comparison’ sites • Streamed on-line via broadband internet • Now you control and decide what you want and when and how
  8. 8. MORE TRENDS From • • • • • • • • Fixed Hard-wired Land-lined Physical Hardware dependent Inflexible At given times Customer has to use different channels To • Location independent • Hand-held • Cordless • Virtual • Cloud-based • Very flexible • 24/7 on demand • Integrated to customer via one channel
  9. 9. Major postal trends From • • • • • • • • Volume 2 D (letters) Sender Push Physical End to end quality Monopoly providers Single, separate businesses • Product/service focus To • Value • 3 D (packets and parcels) • Receiver (and sender) • Pull • Integrated physical/digital • Precision delivery quality • Open competitive market • Different business configurations • Customer needs focus
  10. 10. Postal industry balance sheet Glass ‘half-empty’ • • • • • • Declining volumes Electronic substitution Environmental concerns Greater competition Greater regulation More demanding customers Glass ‘half-full’ • Trust and Brand • Ubiquity – everywhere • Universal service • Delivery capability • Address knowledge • Value of mail • Integrating physical and digital solutions • Global connectivity • Agency for Governments • Committed employees
  11. 11. Postal industry leveraging assets Glass ‘half-full’ Accentuating the Positive • • • • • • • • Recognisable and secure access Wide/easy access to services • Biggest customer database • Everything ‘to the door’ • Granular knowledge of locations • The personal ‘Mail Moment’ • Uniquely connecting physical and electronic – hybrid options • Global connections if needed • E-government applications • Experience, ideas and resources Trust and Brand Ubiquity – everywhere Universal service Delivery capability Address knowledge Value of mail Integrating physical and digital solutions • Global connectivity • Agency for Governments • Committed employees
  12. 12. Leveraging your assets
  13. 13. Which brings us to delivery…. Senders Receivers • Posts used to focus on senders but now there is as much, if not more, focus on recipients • Delivery customers are becoming critical in determining the carriers and the service • For postal operators, delivery remains, perhaps more than ever, their “core business” • It is where you can differentiate yourself from the competitors • BUT it is also costly, with fluctuating workload and the out door element is hard to supervise or manage
  14. 14. Advantages • • • • • • • • • • Ownership Level of effort Commitment to customers Customer engagement and customer service Efficiency Fixed costs Quality Leave cover Less overheads Contracts
  15. 15. Disadvantages • • • • • • • • • • Ownership Level of effort Commitment to customers Customer engagement and customer service Efficiency Fixed costs Quality Leave cover Less overheads Contracts
  16. 16. Operational issues and opportunities • • • • • • • • Optimising - discretion over route Flexibility with volumes, exceptional situations Weather conditions - adaptable timing Self-regulated - less need for supervision Standards and efficiency – can be exceeded Local knowledge and consistency Investment and equipment – can leapfrog Work-rate and effort – self-motivation
  17. 17. Quality issues • Not in total control – but can go extra mile • Can blame others – but totally accountable • Knows what customers want – meets their individual needs • Maybe unable to satisfy all customers – but can work out the best compromise • Will ‘feel’ poor quality of service directly incentive to improve and deliver quality
  18. 18. Customer issues • Can fall out with individual customers – but knows customers and can build good relationships • Maybe split loyalty and does more ‘own’ business – but works interactively with customers to deliver what they need • Feels remote from company but can drive personal service and attention
  19. 19. Final Mile Consolidation? Reasons why it could make sense • ATM’s • Mobile network wireless masts • Environmental – emissions • All the above – better efficiency, quality, customer service and relationships • Liberalised market to avoid confusion and duplication of effort, cost etc Challenges to overcome • Trust • Compatibility of systems – eg track and trace • Contract management • Pricing • Quality assurance • Ownership of customers • Brand loyalty
  20. 20. • Advantages and disadvantages • Not been extensively tried • Could be explored a bit more
  21. 21. Questions? I’m happy to discuss further with anyone
  22. 22. Thank you for your participation 23
  23. 23. Reinventing the Post continues 18–20th Nov 2013 Bangkok 25–27th Feb 2014 Durban 20–21st May 2014 3–5th June 2014 10-12th June 2014 9th Sept 2014 Hong Kong Post Expo Asia-Pacific 2014 Oslo – E-BISS International Delivery Benchmarking Workshop Gibraltar – Small Posts and Islands Postal Forum Canada – America-Pacific Benchmarking Workshop
  24. 24. Whatnext4u in the postal industry: workshops, facilitation, research and training Postal industry and strategy Understanding the global postal industry Good practice, benchmarking ideas and knowledge sharing Research into innovation and ideas for promoting the value of mail Innovative strategy thinking - developing an effective business vision, mission and strategy. Strategy and business plans – make it happen People, innovation and change Developing a motivated workforce Managing change effectively Fostering innovation - turn problems into opportunities. Embedding innovation and implementing good ideas Engaging employees/ improving internal communications Customers, quality and markets Growing mail volumes by understanding your markets and engaging your customers Developing account management for key customers, building customer relationships Creating a customer-focused culture in the organisation Building a quality organisation on business excellence and improving service quality Postal operations Improving operational efficiency and deploying best practice in postal delivery Recipient based delivery solutions Embracing new technologies Reviewing your operation through facilitated self-assessment Internal benchmarking for performance improvement