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Carrier
Owned
Delivery
Routes
Derek Osborn
Whatnext4u
17.10.13
Facilitator: Derek Osborn
Director Whatnext4u
International postal business coach

Previously - 22 years in management roles in RM
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
Reinventing the Post published and
launched 2 weeks ago at Post Expo

Section 2 is entitled Reinventing Delivery and
the Last Mile
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
So what is the context and what are
the challenges in postal delivery?
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
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
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
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
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
Leveraging your assets
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
Advantages
•
•
•
•
•
•
•
•
•
•

Ownership
Level of effort
Commitment to customers
Customer engagement and
customer service
Efficiency
Fixed costs
Quality
Leave cover
Less overheads
Contracts
Disadvantages
•
•
•
•
•
•
•
•
•
•

Ownership
Level of effort
Commitment to customers
Customer engagement and
customer service
Efficiency
Fixed costs
Quality
Leave cover
Less overheads
Contracts
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
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
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
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
• Advantages and disadvantages
• Not been extensively tried
• Could be explored a bit more
Questions?

I’m happy to discuss
further with anyone
Thank you for your participation
derekosborn@whatnext4u.com

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
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

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Carrier owned delivery routes webinar final version

  • 2. Facilitator: Derek Osborn Director Whatnext4u International postal business coach Previously - 22 years in management roles in RM
  • 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.
  • 5. Reinventing the Post published and launched 2 weeks ago at Post Expo Section 2 is entitled Reinventing Delivery and the Last Mile
  • 6. 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
  • 7. So what is the context and what are the challenges in postal delivery?
  • 8. 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
  • 9. 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
  • 10. 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
  • 11. 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
  • 12. 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
  • 14. 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
  • 15. Advantages • • • • • • • • • • Ownership Level of effort Commitment to customers Customer engagement and customer service Efficiency Fixed costs Quality Leave cover Less overheads Contracts
  • 16. Disadvantages • • • • • • • • • • Ownership Level of effort Commitment to customers Customer engagement and customer service Efficiency Fixed costs Quality Leave cover Less overheads Contracts
  • 17. 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
  • 18. 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
  • 19. 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
  • 20. 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
  • 21. • Advantages and disadvantages • Not been extensively tried • Could be explored a bit more
  • 22. Questions? I’m happy to discuss further with anyone
  • 23. Thank you for your participation derekosborn@whatnext4u.com 23
  • 24. 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
  • 25. 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