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Main Industry Manufacturing and Industry Reinventing the Posts: A Strategic and Tactical Blueprint for Transforming Postal Authorities into Competitive Information Carriers and Processors
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Reinventing the Posts: A Strategic and Tactical Blueprint for Transforming Postal Authorities into Competitive Information Carriers and Processors

DateDec, 2005
Pages0
Price / format€2247 / Hard Copy
€2140 / Electronic

€2 140 

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Abstract:
 The Ebpp/ESP market presents both opportunities and threats to the postal authorities.

It delivers a substantial opportunity for IT and payment service companies who are looking for a direct route to the postal market.

This study presents the market opportunity for postal authorities to deliver electronic bills and statements and shows Ebpp/ESP providers how to assist postal authorities in reaching their objectives.

For decades, Postal Authorities (Posts) worldwide have delivered the mail through rain, hail, sleet, or snow. Now they face a far more potent threat than natural elements: competition from powerful, aggressive private-sector companies that have significant resources and far fewer regulatory shackles. In fact, if Posts cannot learn to compete effectively, they will find themselves in the worst of all worlds, saddled with high costs and the smallest, low-growth/low-revenue markets. They will also find themselves on a downward spiral. As financial performance declines, they will not be able to justify the capital investments necessary for technology upgrades and partnerships that will enable them to grow annually at the 10%-12% level they need to be successful.

The good news is that Posts have a five-year window to execute a variety of strategies that will enable them to become players in the trillion-dollar marketplace for the conveyance and related processing of print and electronic information. To seize the opportunities on the road ahead, Posts need to reinvent themselves strategically and tactically. That, in turn, requires a fundamental redefinition of Postal Authorities. Posts must think of themselves as information carriers and processors, not simply as mail movers. They must consider themselves enterprises that are capable of gaining competitive advantages by leveraging their existing technology, expertise, and infrastructure.

This study provides a blueprint for tomorrow’s successful Posts. It highlights traditional mail as well as Non-Mail services (e.g., eDocument Delivery, eCommerce, and eMessaging services) that represent significant growth opportunities. It also offers recommendations for partnerships that can leverage Posts’ intellectual properties, capital and organizational assets, and ubiquitous presence in global marketplaces.

For this study, we use the United States postal market and Usps (United States Postal Service) as reference points. We chose the US market as a base because Usps, unlike most other Posts, has made its long-term plans available to the public. Moreover, its five-year strategic plan defines Mail Markets and information services that are generally the same across geographical and political boundaries.

Today’s Posts can become tomorrow’s competitive leaders by strengthening their competitive positions in Mail markets and expanding into rapidly growing Non-Mail markets.

All Mail markets will grow at only 7% per year, while the robust Non-Mail markets will grow 19% per year, as shown in the Exhibit below.

Posts need to aggressively enter these Non-Mail markets to secure their growth potential.








Table of contents:

1. Introduction
o Overview
o Methodology and Assumptions



2. Executive Summary
o From Mindset to Action Steps
o Payoffs from Non-Mail Services
o Seizing Non-Mail Opportunities
o The Global Race is On: Ranking the Post’s Strategies
o Summary Recommendations



3. Mail Market Opportunities
o First Class Mail
o Advertising Mail
o Package Mail
o Other Services



4. Primary Non-Mail Market Opportunities
o eDocument Delivery Market
o eCommerce Transactions and Payments Processing
o eMessaging and Connectivity



5. Secondary Non-Mail Market Opportunities
o Banking Services
o Global Network Information Services (GNIS) Market
o Inter-Postal Services
o Growth in Other Related Markets



6. USPS Forecast: 1999-2005
o USPS Revenue by Market Segment
o Comparing the Killen Report with the USPS Strategic Plans



7. Analysis of Postal Authorities
o An Post of Ireland
o Australia Post
o Canada Post
o Deutsche Post
o France La Poste
o New Zealand Post
o PostDanmark
o Royal PTT Post (Netherlands)
o The British Post Office
o Other Postal Authorities



8. Ranking of Growth Market Strategies for Posts
o Mail Market Attitudes Remarkably Similar
o Postal Leaders in Plans and Actions
o USPS Gains Ground, but Still Behind
9. Recommendations
o General
o Strategic
o Tactical
o Recommendations to IT and Postal Equipment Suppliers



List of Exhiibiits
·  Growth Rate of Mail and Non-Mail Markets
·  Mail Markets – Estimated Size of Total Revenue Growth to 2005 for All Competitors
·  Non-Mail Markets – Estimated Size and Total Revenue Growth to 2005 for All Competitors
·  Killen’s USPS Forecast 2005
·  Strategic Positioning for Non-Mail Market Opportunities
·  Ranking of Global Posts’ Strategies
·  Mail Markets – Estimated Size of Total Revenue Growth to 2005 for All Competitors
·  1999 USPS Revenues
·  Non-Mail Markets – Estimated Size and Total Revenue Growth to 2005 for All Competitors
·  Summary Global EBPP & ESP Markets: 1998-2005
·  eDocument Delivery Trends: 1998-2005
·  Web-based vs. eMail-based Delivery Methods: 1998, 2005
·  Non-Mail Markets – Estimated Size and Total Revenue Growth to 2005 for All Competitors
·  Estimated Increase in Global Customer Care/Service Expenditures due to EBPP: 1998-2005
·  Estimated Increase in Global Advertising Revenues Due to Online eDocument Delivery: 1998-2005
·  1999 USPS Revenue Breakdown
·  1999 USPS Mail Volume
·  USPS Market Potential: Estimated Size & Total Revenue Growth for All Competitors to 2005
·  Analysis of All USPS Postal Markets Based on Revenue, All Competitors – 2005
·  Strategic Drivers for Non-Mail Markets
·  Summarized Strategies for USPS Entry into Non-Mail Markets
·  USPS Best Strategies for Non-Mail Market Entry, Growth, and Timing
·  Strategic Plan Comparison Templates
·  Strategic Plan Comparisons of Posts




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