Pos Malaysia Strategic Brand Marketing


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Pos Malaysia Berhad is a post services company in Malaysia. The organisation was restructured in 1992 from being a governmental owned Malaysian Postal Services Department or Jabatan Perkhidmatan Pos Malaysia into a business corporation.

Pos Malaysia provides postal and related services, transport logistics, printing and insertion, counter collection and payment agency services for a range of financial transactions, such as bill payments, remittance, insurance and unit trusts.

The company holds an exclusive concession to provide mail services through its network of over 850 branches and mini post offices in Malaysia.

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  • Services provided by Pos Malaysia Berhad (PMB):MAIL SERVICES General Mailing Solutions From simple letter to parcel delivery, PMB offer a complete range of competitive and customer-responsive mail and specialty services to assist all individual and business customers.EXPRESS SERVICESEMS Solutions Malaysia's national courier, locally known as Poslaju or Expedited Mail Service (EMS) internationally, offers the perfect solution to all domestic and international delivery needs which require speed and proof of delivery. Poslaju or EMS service caters to all segments of the business community and the general public. There are 37 Poslaju Centres nationwide offer all types of courier services. Besides Mail and Express services, Pos Malaysia Berhad also offer a wide range of other services like:COUNTER SERVICES LOGISTICS SERVICES Inbound Logistics Customs Clearance Import permit documentation Transportation Warehousing Distribution channel/break bulk Proof of delivery Track and trace Outbound Logistics Customs clearance Export documentation Transportations Warehousing Distribution channel/break bulk Proof of delivery Track and trace Customers may call Pos Malaysia Berhad's Customer Service line or POSLINE at 1-300-300-300 or visit PMB website at www.pos.com.myfor more information on Pos Malaysia and PosLaju's products and services. Customer Service Centre is reachable at: Level 1, Subang Jaya Post Office Lot 20913 JalanSubangUtamaSection 15 47500 Subang Jaya Operating Hours : 8.30 am to 9.30 pm, Monday to Saturday Fax : 03-5039 9001 E-mail : csc@pos.com.my 
  • The group has expressed its intentions to innovate andimprove POS’s business model via collaboration with otherDRB-HICOM companies, such as:1. Insurance services. POS is currently collaborating withUni-Asia to provide motor insurance. We expect POS tocontinue with the collaboration while targeting toincrease its customer base and widening its productrange apart from solely providing motor insurance.2. Shared motor vehicles. The group has guided that it willbe collaborating with DRB-HICOM to establish a vehiclerental system. This will enable POS to reduce its fixedcost from vehicle purchases.Meanwhile, POS has already established a shared service withBank Muamalat which is the Cheque Deposit Box Service.This service enables Bank Muamalat’s customers to securelyand conveniently deposit cheques to Bank Muamalat throughPOS’ offices. POS also has a shared banking servicecollaboration with Maybank to
  • 1Malaysia e-mail service(by TricubesBhd)
  • Pos Malaysia Strategic Brand Marketing

    1. 1. Strategic Thinkingin Brand Marketing
    2. 2. Content• Executive Summary• Introduction• Current Strategic Challenges• 3A Discipline Deficiency• Current Value Discipline• Critical Insights• Recommended Overall Direction• Future Value Discipline• Strategy Statement• Resource Excellence• Continual Improvement• Conclusion
    3. 3. Executive Summary• Today’s fast changing market is forcing POSMalaysia into a revolutionary transformation inthe following areas:– to build POS Malaysia brand value “Effeiciency”– to re-engineer– to innovate– to move into new area of opportunity in e-commerce• POS has plenty of room to reinvent and improveitself by offering new services while continuingto capitalise on its mass user base (28 million).Brand Value- EFFICIENCYRe-engineerOperationExcellenceInnovateWarehouse &Parcel ServiceNewOpportunitye-Commerce
    4. 4. Executive Summary• The transformation challenges include:– Customer driven– IT to focus– Funding the transformation– Labour force migration to new function– Talent management– Strategic collaboration with competitors– Strategic collaboration with alliance
    5. 5. Executive Summary• In order to achieve this enormously ambitious goals, POSMalaysia need to improve in three major aspects:– Right Structure – service oriented operationalexcellence– Right Culture of efficient, trust and integrity– Right Team of excellence• This presentation will show how to churn out strategies tochange a threatening situation into a winning formulausing Strategic Thinking process.
    6. 6. Introduction• Pos Malaysia Berhad is the exclusive provider of mailservices in Malaysia. The history of Pos MalaysiaBerhad can be traced back to the early 1800s.• POS Malaysia service is a vital part of the nation’slogistics system — providing a delivery platform that isreliable, secure and affordable.• Employ more than 16,000 people, over 1,000physical outlets nationwide comprising more than 700Post Offices and more than 300 Pos Mini. On top ofthat, we are represented by more than 100Independent Postal Agent all over Malaysia reachingmore than 6 million addresses nationwide.• Pos Malaysia also offers Drive-Thru CountersOur services include :– Sale of stamps– Encashment of Postal Orders and Money Orders– Payment of bill
    7. 7. Introduction• The blend of its solid market strength and marketfreedom enables Pos Malaysia Berhad to explore andadapt to new business opportunities beyond thetraditional postal services.• Pos Malaysia Berhad structured its entire operationinto three Strategic Business Units. Determine to bemore focused on its various customers andmarketplace, Pos Malaysia Berhad now consists of:– PosMelManaging an average of 4 million mail items every day, PosMelis focused in providing day-to-day mailing services both generalpublic and retail customers– PosLajuBeing the sole national courier provider, PosLaju aggressivelyaims to be the preferred courier service among its foreigncompetitors.– PosNiagaThis unit is responsible in heightening the accessibility of thenationals postal services via its extensive network of over 700outlets and Pos Malaysias transaction portal to reachMalaysians in every corner of the country.
    8. 8. IntroductionApart from its primary postal business, POS also owns variousbusinesses through its subsidiaries:i. PostMe – Online retail business centred on the concept ofunder-one-roof online shopping experience.ii. Digicert – Issues legally-certified digital certificates whichare primarily used in electronic commercial for securitypurposes.iii. AsiaXpress – Providing customised logistic and deliverysolutions. It includes services such as warehousing,international shipping and automated consignment.The group also owns various investment properties and landwhich provide rental income for the group and potentialdevelopment opportunities.
    9. 9. Share Holder• The group has expressed its intentions to innovate and improve POS’s business model viacollaboration with other DRB-HICOM companies, such as:– Insurance services. POS is currently collaborating with Uni-Asia to provide motorinsurance and more– Shared motor vehicles. The group has guided that it will be collaborating with DRB-HICOM to establish a vehicle rental system. This will enable POS to reduce its fixedcost from vehicle purchases.– shared service with Bank Muamalat which is the Cheque Deposit Box Service throughPOS’ offices. In June 2012, POS and Bank Muamalat had formed a joint venture (JV)company to execute the Ar-Rahnu services based on a 80:20 (POS:Bank Muamalat)proportion.• POS also has a shared banking service collaboration with Maybank to conduct selectedMaybank services at more than 400 POS outlets.Key companies withinthe DRB-HICOM groupare Bank Muamalat(70%), Uni-Asia (51%stake) And variousautomotivemanufacturing anddistributioncounterparts2011• DRB-Hicom Bhd snapped up a 32.2% majority stakein Pos Malaysia after Khazanah Nasional Berhaddivested its stake for RM622.79mil (RM3.60/share)
    10. 10. Five Year Transformation PlanBeginning 2011, POS had initiated a five-year strategic plan totransform, innovate and improve its business model androadmap. The plan is divided into three waves as follow:i. Wave 1 (2011-2012/2013): Focus on core business;aligning and fixing current fundamentals and operationsin current business before the next leapii. Wave 2 (2012/2013-2016/2017): New business quantumleap phase; expanding into digital platforms and variouschannels to provide innovative solutions and servicesbeyond postaliii. Wave 3 (beyond 2017): Build regional platforms;extending reach and presence on a regional scale viawider partnershipsBy the end of the five-year plan, POS intends to be the one-stop solutions provider with channels in both physical anddigital platforms.
    11. 11. Pos Malaysia Revenue Breakdown62%21%14%3%Revenue BreakdownMail Courier Retail OthersSource: Pos Malaysia, DBS Vickers• Pos Malaysia Bhd posted a higher pre-tax profitof RM50.09 million for its fourth quarter endedMarch 31, 2013, when compared to theRM44.341 million registered in the same quarterof last year.The postal and couriersector has a market size ofnearly RM3 billion in termsof revenue in 2009. Thesector continues to belabour intensive as volumecontinues to grow as aresult of economicexpansion, rising populationand online shopping trend.The sector in 2009employed more than34,000 people.> 20,000 postmen and couriers
    12. 12. Situation Analysis – Core DriverDespite expected lower y-o-y volume for the mailsegment due to its revised rates and increasing useof e-mail the segment is forecasted to recordRM678.0 and RM690.5m sales for FY13 and FY14respectively, due to continuous volume supportfrom parcels and business mail.
    13. 13. National Postal StrategyImprove ProductivityNATIONALCompetitivenessBalancedDevelopmentCONSUMERSServiceSatisfactionEMPLOYEESProfessionalismENVIRONMENTLess CarbonEmissionNPS(2010-2014)• POS Malaysia has transformed its posts officesin rural areas as community broadband centers
    14. 14. Current Strategic ChallengesAnnual Performance• RM547million lost in 2011• New Chairman & CEOappointed 2012• Rely too much on mail(62%)Brand Value• Efficiency vs Cost• Business Relevancy• Brand awareness• Brand equityDecline Postal Mail• Projected – 26.4% Y14• Digital usage• Business Customers’switchingCustomers’ Demand• Long wait• Better service• Products offer vsCustomers’ needsCoverage• 1000 outlets nationwide• International collaborationFront Liners Duty• >167 service @ counter• Salary 19% lower thanGovernment servant• Attitude
    15. 15. 3A Discipline DeficiencyAcumenResponsive tomarket forcesAdaptability toCustomersLosing battlewithcompetitorsTraditionalorientedAllocationStrategicAllianceAutomationCustomerIntimacyManaging forChangeActionCulture ofExcellenceOperationsChangeNew BusinessAreaBrandCommunication
    16. 16. Contextual RadarCompany MarketCompetitors CustomersWhatWhereWhoWhenUncertainPrice FixedInternetAlternativesDemandingFast PaceInternationalMulti ChannelOfferBetter,Faster,FriendlierServiceWhyHowNo FocusLack of InnovationCannibalismLow MoraleWorldwidedecline in mailWilling toChangeTraditionalOperations
    17. 17. PESTEL AnalysisPolitical, Economic, Social, Technological, Environmental & LegalPolitical• Government backed (NPS)• Greater investment in certificationand security solutionsEconomic• Worldwide economic uncertainty• Integrated global and productionnetworks and supply chain• Increasing cost• The postal, courier and logisticsectors are convergingSocial• Higher consumption of postal andcourier services as a result ofgrowing wealth• Brand LoyaltyTechnological• Automated Machine for fast speedyprocessing• ProductivityEnvironmental• Carbon Footprint• Social Responsibility ScoreLegal• Post Act• Restriction for pricing• Market liberalisation policy –Domestic, Asean & International
    19. 19. Business Driver MatrixHighLowHighLow DifferentiationRelevanceBusiness Mail PosLajuRetailCounterServiceLogisticsWarehouseNormal MailOutlet
    20. 20. SWOT AlignmentStrength• large user populations• dedicated workers• more contact points than mostbusinesses, and evengovernment protected services• Logistics know-how• Address managementWeakness• Stakeholder and client network• Marketing and customersupport• E-payment• Brand and reputationOpportunity• New market creation• Increasing demand in deliveryservice for e-commerce• Dominate with existing systemcoverage• Increase warehousing needs• Optimize & Reorganize mailcollection & delivery process• Improve PosLaju• Focus marketing B2B• Expand Direct MailThreats• Irrelevant counter service• Cannibalism (AsiaXpress)• International Competitors• Improve Counter Service• Decrease waiting time• Automation• Build on Warehouse &Logistics Service• Collaboration & StrategicPartnership• Focus on Multi ChannelService:Online>Warehouse>DeliveryInternalExternal
    21. 21. Courier Operators• More than 100 courier operators in Malaysia• Multi-national Players– DHL, FedEx, UPS and TNT• Key Domestic Players With Nationwide Network– PosLaju/Pos Malaysia (Public Listed)– Nationwide Express (Public Listed)– GD Express (Public Listed)– City-Link Express– ABX Express– Skynet Express
    22. 22. Courier Market Trend
    23. 23. Strategic Group MapHighLowHighLow ServiceTechnology1M e-mailMyEGPosMelPosNiaga PosLajuFedExDHL UPSTNTAvantiDPEXAirAsia Courier ABXOCSSure-ReachCity-LinkKangarooNationwideSkynetM’sia ExpressSOSGDexTA-Q-BINAirpakMail / Online Courier
    24. 24. Customer Survey47%7%6%6%14%9%3%3% 2% 3%Lowyat.NET Online Voters Poll %Poslaju SkynetGDex City-LinkDHL FedExNationwide Express ABXAir-pak Others
    25. 25. Critical InsightsServiceReliabilityThe costof theserviceLocation,StaffAttitudeandProcessTimeProtectionto theseller andbuyerMake it MoreEFFICIENTEnhanceCustomerEXPERIENCEMakemoreMONEY
    26. 26. Trade-Off MatrixEliminate• Long Counter Wait• Poor Counter ServiceIncrease• B2B Services• Automated ServiceDecrease• Physical Outlet• Alternate DeliveryCreate• Franchisee / Representatives• Part-Timers• Multi Channel Services• Online>Warehouse>Delivery
    27. 27. Recommended Overall Direction to build POS Malaysia brand value ―EFFICIENCY‖ as adistinctive competitive edge to re-engineer its core business towards operationalexcellence as value discipline; that is unmatched service forpostal mail and dampen revenue decline because of digitalformat substitution and competitors’ services to improve PosLaju services to innovate and increase capacity in warehousing & parcelservice and to move into new area of opportunity in e-commerce to build on multi channel serviceOnline>Warehouse>Delivery
    28. 28. Transformation Challenges• The transformation challenges include:– the need to become much more customer driven– IT to focus on supporting business transformation– funding the transformation– labour force migration to new function– talent management to provide right skills to buildnew, strong positions– strategic collaboration with competitors - to reducerunning costs. eg, DHL can outsource to Pos Malaysiafor deep rural areas. So Pos Malaysia can delivertogether. Like an airplane co-shared concept on someoverseas route destinations– strategic collaboration with alliance - to reduce runningcosts. eg with cargo ship, airlines, airport, ports forstorage/warehousing
    29. 29. What to Improve• POS Malaysia need to improve in three major aspects:– Right Structure – service oriented operational excellence– Right Culture of efficient, trust and integrity– Right Team of excellenceRightStructureservice orientedoperational excellenceRightCultureofefficient, trust andintegrityRightTeamof excellence
    30. 30. Strategy DesignPurpose Value Context Who What How AdvantagePostal Service Efficient 1.Pick-up2.Delivery3.Post OfficeB2BPosMel1.Mail2.Direct Mail3.Package1.Promoteusage2.Festiveseason3.JointPromo1.Focus @MajorBusinessDistrict2.OperationExpertise3.Int.Connection4.LocalCoverageLogistics +CourierExcellent 1.Friendly2.CollaborationB2B1.PosLaju2.PosLogistic1.Warehouse2.Logistics3.PemierCourier1.PriorityService2.CustomizeLogisticse-Commerce Efficient Collaboration B2CPosNiagaMultichannel1. Online2. Warehouse3. Delivery1.Choices2.Deliveryperdemand
    31. 31. Future Value Discipline• Prime business mover is―EFFICIENCY‖ with focus customersneeds and trusted to deliver on time• Key partners for e-Commerceplatform and for facilitatinginternational trade byoffering innovativemulti channel serviceEfficiencyCustomerFocusInnovativeProducts &Services
    32. 32. Strategy Statement• Strategy is about intelligent allocation of limited resourcesto achieve current (mission) and future (vision) purposes ofPOS Malaysia, based on future value discipline.• The mission of POS is to be efficient and remain relevantto the customers by frequently raising the service levelsusing advance technology (electronically such as email orinternet) or personal services (such as surfacemails, collection and delivery systems)• The vision is to become the leading and trusted deliveryservice provider of choice• Thus strategy formula focuses on the What, How, Whoand Impact on accomplishing the mission and vision ofPOS.
    33. 33. Strategy StatementThe Strategy Formula towards realizing the strategy statementcomprises of 4 components1. What: POS Malaysia will target customers who are happy to pay apremium for efficient, reliable and trusted delivery services thatcannot be substituted totally by electronic mail or the internet. Thecustomers whose requirements can be wholly met by usingelectronic mails are not the main target2. How: POS Malaysia will offer menu of standard services, bothlocally and abroad, that can be easily selected by the customerseither directly or by referring to POS sales force. A pre-selected listof clientele by industry and the general delivery services normallyneeded by them shall the selling and customer acquisition tool forthe company’s sales force. In terms of technology, POS willconstantly invest in new technologies and systems to enable it totrack and improve its service levels continuously.
    34. 34. Strategy StatementThe Strategy Formula comprises of 4 components3. Who: Both the sales force (customers facing) and backoffice (support staff) must understand purposes andimplement the actions to meet the objectives of thestrategy statement.4. Impact: The desired results are growing revenue fromboth new and repeat customers. POS customers mustcontinuously enjoy high service levels and trust POSMalaysia at all times in every aspects. The aim is also togrow revenue by attracting potential customers awayfrom the usual courier companies such as DHL or FeDex.
    35. 35. Resource ExcellenceThe three types of resources POS Malaysia posses are:1. Tangible: Physical assets (1000 branches and minipost offices), and financial resources (higherrecorded profits)2. Intangible: Culture, brand and reputation (inexistence for over 200 years)3. Human: Knowledge, competencies and skills(16,000 employees who can be re-trained to meetcurrent challenges and deliver future value)In order to have a competitive advantage, POS has tooffer superior value based on differences in capabilitiesand activities
    36. 36. Resource Excellence1. Upgrade facilities in 1,000 branches and mini post officesto make it more efficient and speedier than courierservice companies. It is difficult for courier companies toreplicate or increase their number of outlets to 1,0002. Re-train 16,000 employees with new skills to providesuperior services (value) to customers such as on-callcollection and delivery. No other company in this industryhas 16,000 employees that can be easily deployed toprovide a sustainable superior services.3. Introduce on the spot authentication services throughout1,000 branches and mini post offices using advancerecognition-verification technology. This is difficult to copyand cannot be readily substituted by normal courierservice provider which does not have the size in terms ofmanpower and branches POS has.
    37. 37. Continual Improvement1. Tangible: (a) Upgrade facilities and delivery systems, (b) allowcustomers direct but controlled access to systems to do businesson-line with POS for faster services (c) make it unnecessary forcustomers to be personally present (thus reducing long queue) atPOS branches except for a limited number of sensitivetransactions (d) introduce value added collection and deliveryservices, and (e) allocate sufficient financial resources to forimprovements2. Intangible: (a) Re-branding POS to change the public mindset thatit is no longer an old-fashion and limited postal service companyand (b) it is a proven reliable and trusted service provider3. Human: (a) conduct regular training for staff to improve theircustomer service delivery skills, (b) introduce KPIs and rewardsystems to encourage superior service, (c) ..
    38. 38. Conclusion• With correct strategy POS Malaysia would beable to reinvent and improve itself by:• Efficient mail services complemented by extensivedelivery network, strong international partnerships, door-to-door deliveries with complete reliability and efficiency• Integrated, customised logistics solutions thatcover a wide range of value-added servicesincluding warehousing, fulfilment, distribution andinventory management• Provides one-stop, round-the-clock convenience e-commerce for customers• while continuing to capitalise on its massuser base (28 million)