1. Nippon Express
- A Japanese way to look at Sales & Marketing
日本通運
November 2010

2. Contents
• General Profile
• Group Corporate Strategy 2012
• Does Size of your Sales Force
Matter?
• Never give up the Account
Relation!
• 3PL business case
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3. Nippon Express General: Profile
Shareholding company
16.8 billion USD revenues globally
(840 million in EMEA)
Asset-based
403 million. USD
>1,400 locations operating income
> 65,000 employees worldwide 2.7 milion sqm
warehouse space
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www.nipponexpress.com

4. Group Corporate Strategy 2012
A. Develop Business in Global Markets
B. Promote One Stop Sales
C. Strengthen Logistics Sales
D. Develop New Business Areas
E. Develop Small Lot Cargo Business
F. Strengthen Regional Sales and
Specialized Businesses
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5. Does Size of your Sales Force Matter?
• Compared to most European Forwarders and LSP
we have a very small Sales Force, but we have
been able to maintain our size as a 16 billion USD
company.
• In stead of creating a large Sales Force, we have
traditionally built on a Quality Image among
Japanese Customers, mainly focusing on
Operations, Customer Service and Account
Management.
• In the past 15 years, also non-Japanese Accounts
have found their way to Nippon Express, but this
can not be contributed to the size of our Sales
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Force!
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6. Never give up the Account Relation!
• In 3PL business nothing is for sure and nothing
can be taken for granted…….
• If your customer wants to change their Logistics
Set Up, it may happen that they terminate a 3PL
contract.
• Usually Account Managers focus on existing or
promising prospects, and forget the ones that just
said goodbye!
• From experience we learned never to turn your
back to an Ex-Customer.
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7. 3PL business case
• A large printer manufacturer terminated the
German 3PL contract with us in 2008, because they
wanted to relocate their central DC to the
Netherlands.
• Business is just like Sports: sometimes you win,
sometimes you loose.
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8. 3PL business case
• However, we kept contact with the customer on
both local and global level, so when they decided
they wanted to change their Set-Up again (one year
later), we were one of the first to hear about it!
• The first thing we had to do, was to make sure we
understood the Customer’s Key Requirements:
– Very Short Time Frame for implementation
– Location based on Center of Gravity Study showed Ruhr Area
– Availability of Container Terminal nearby
– Proven IT infrastructure, which could be set up in short time
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9. 3PL business case
• Business Scale:
– 40,000 – 50,000 m2
– 100 – 250 FTE
– Temporary Storage of up to 500 containers in nearby
Container Terminal
• Conditions:
– 3 year contract based on:
• 1st Year: Stabilization, Improvements
• 2nd Year: Benefit from the effects of the
Improvements
• 3rd Year: More improvements and benefit from
the Accumulated Effects
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– Level of Liability was made depending on our Quality Level
– Increase Efficiency and Handling Speed in the DC by 9
involvement in Forwarding Activities as well

10. 3PL business case
• An open approach in Tariff Setting:
– Show what our costs are and what kind of profit margin we
want to achieve
– Show that Efficiency Improvement actually lead to lower Total
Costs
– Reasonable Charges for Value Added Services (manpower
etc)
– Establish a minimum charge which covers most of our Fixed
Costs
– Open Attitude concerning start up costs
• A strong but practical Quality Approach
– Only 2 daily KPI reports:
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• Dock to Stock & Dispatch Accuracy
– Other KPI reports are monthly
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11. 3PL business case
• Create a detailed Master Plan which
covers:
– General time frame
– Analysis Order Data
– IT interface set up
– Warehouse Infrastructure set up
– Stock Transfer Method
• Create a Project Organization which
matches the Customer’s Organization
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12. 3PL business case
• Our Core Values which we
appealed to in the sales process:
– Customer Satisfaction
– Quality
– Trust
– Effectiveness
– Responsiveness
– Project Management
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13. Arigato Gozaimashita!
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