The future of posts: Postal Services 3.0 It is time to summarise the high level results of our second global postal innovation study (for more refer to www.capgemini-postalservices.com/insights-resources/studies/. So let us draw some conclusions on the future of posts after Facebook, Google+ or Twitter – Postal Services 3.0. Let us redefine the future of postal services by combining the past, the brand value and the future digital capabilities of the postal service providers, or even better, the 5-E transformation model to design the digitally enabled postal service platform. The vision of the future can be defined by understanding the present day operators in the postal markets. To arrive at this vision, we have to demystify the elusive image that a postal brand has today where its customers give varied answers when asked as to where does the business of the postal service seems to be at present. We, at Capgemini Consulting, have developed our “Postal Market Spider Net”, which presents five key market segments defining the postal industry. These are the key elements for creating a future vision because the actual brand recognition is quite close in several countries. Another reason being that if we asked the consumers and customers and gave them an example of postal services existing in the market, the consumers and the customers would easily agree upon, respect and accept the logic behind postal operators’ efforts on the expansion of their value chain.

1. Transform to the power of digital
The
Postal
Spider
Net
–
Defining
the
Postal
Market
of
the
Future
”Reinven>ng
the
Post”
Seminar
–
Post
Expo
2013
Dirk
Palder,
VP
Head
Postal
Services
Capgemini
Consul:ng
Vienna,
30th
September
2013

2. Copyright © 2013 Capgemini Consulting. All rights reserved.
AGENDA
! Revolution of Digitalization
! Power of Digitalization
! Business Transformation:
Option for Postal Service 3.0 –
! Define the Transformation
2

3. Revolu:on
of
Digitaliza:on

4. Copyright © 2013 Capgemini Consulting. All rights reserved.
Digital
Transforma:on
facts
As
opposed
to
previous
industrial
revolu:ons
Digital
Transforma:on
is
mainly
driven
by
consumer
behaviour
and
demands
4
Business
perspec>ve
Tipping
points
Digital
usage
$1.3
trillion
expected
global
e-­‐
commerce
revenues
in
2013
5.1
billion
searches
each
day
on
Google
6
billion
hours
of
videos
watched
each
month
on
YouTube
Amazon-­‐CEO
Jeff
Bezos
buys
the
world’s
most
renowned
newspaper,
the
”Washington
Post”
Apple
announced
in
May
2013
that
its
App
Store
has
reached
50
billion
app
downloads
751
million
of
these
users
access
the
service
with
their
mobile
devices
Mobile
data
traffic
will
grow
26-­‐fold
between
2010
and
2015
More
than
50%
of
all
workloads
will
be
processed
in
the
cloud
by
2014
6
billion
mobile
users
in
2012,
China
and
India
account
for
30%
of
that
growth
80%
of
American
consumers
rely
on
their
social
networks
when
searching
for
products
to
buy
With
1.11
billion
members
the
user
base
of
Facebook
exceeds
the
popula:on
of
Europe
Source:
Press
releases
(2013);
company
websites;
Cisco
Visual
Networking
Index;
JP
Morgan;
Interna:onal
Telecommunica:ons
Union
Copyright © 2013
Capgemini Consulting. All

5. Copyright © 2013 Capgemini Consulting. All rights reserved.
Impact
of
digitaliza:on
on
the
postal
industry
-­‐
Distribu:on
curve
of
a
new
technology
Usually,
a
domina:ng
new
technology
quickly
subs:tutes
the
legacy
one
a`er
a
slow
start
–
however,
in
terms
of
leber
and
E-­‐mail
things
look
different:
RELEVANCY
5
Source:
Capgemini
Audio tape
CD-Rom
E-Mail
Letter
1998
t
Volume

6. Business
Transforma:on:
Op:on
for
Postal
Service
3.0
The
Weapon
of
Innova:on
to
Define
the
Transforma:on

7. Copyright © 2013 Capgemini Consulting. All rights reserved.
But:
what
are
you
famous
for
and
who
is
your
compe:tor?
7
Postal
Market
Spider
Net
Core
Postal
Mail
Communication Fulfillment
Distribution
Creation
Make Selection
Customer Targeting

8. Copyright © 2013 Capgemini Consulting. All rights reserved.
Postal
Innova:ons:
CRM
&
Loyalty
Programs
How
does
launching
new
products
and
services
help
postal
operators
to
successfully
manage
the
digital
revolu:on?
8
Sources:
Capgemini Consulting; Postal Lab Analysis; Internet, www.swisspost.ch.
SUCCESS CASE
Solution Consulting
Customer
Dialogue
Bonus & Rewards
Store Credit Cards &
Couponing
Clubs &
Communities
Strategic Program Management
Customer & Business Intelligence
IT-Platform & Operations
Data
Management
Dialogue
Management
Customer
Care
Online App/
Credit Check
Fulfillment
Promotions &
Campaigns
Reward
Management
Partner
Management
ID-Media
Store Credit
Cards
Risk Mgmt/
Collection
Clearing
Gift Cards
Couponing
Agency
Services
Billing & Debit
Mgmt
Loyalty Card
Customer
Dialogue:
§ Leverages
tools
for
bonus
promo:ons,
online
surveys,
campaigns
§ Facilitates
response
monitoring,
registra:on
and
analysis
Bonus
&
Rewards:
§ Facilitates
crea:ng
bonus
§ Distributes
bonuses
as
rewards,
gi`
cards
and
credit
Store
Credit
Cards
&
Couponing:
§ Offers
a
range
of
different
op:ons
for
every
aspect
of
billing
and
payment
§ Offers
personalized
and
non-­‐personalized
coupon
solu:ons
via
mul:ple
channels
Clubs
&
Communi>es:
§ Enhances
the
impact
of
customer
loyalty
measures
§ Place
for
customers
with
a
sense
of
belonging
and
posi:ve
brand
experiences
§ Offers
modern
interac:on
instruments

9. Copyright © 2013 Capgemini Consulting. All rights reserved.
Strategies
have
to
be
defined
according
to
individual
situa:ons
How
Capgemini
helps
operators
in
the
postal
industry
to
manage
digital
transforma:on
9
In
line
with
a
postal
operator’s
current
capabili:es,
our
approaches
and
solu:ons
are
individualized
according
to
special
needs.
Sources:
Internet,
hbp://www.postme.com.my/,
3
May
2012;
Internet,
hbp://www.meinpaket.de/de/home.html,
3
May
2012.
POS
Malaysia
Successful
with
high
market
recogni>on
–
E-­‐commerce
as
new
business
in
the
country
(no
other
E-­‐commerce
providers)
Deutsche
Post
DHL
Difficul>es
–
Many
E-­‐commerce
provider
in
the
country

10. Copyright © 2013 Capgemini Consulting. All rights reserved.
Key
findings
Postal
New
Product
Study
In
our
new
study
we
iden:fied
that
the
postal
industry
is
moving
towards
a
Postal
Service
3.0
sneaking
and
inconspicuous
10
Source:
Capgemini
Consul:ng,
The
Status
of
Postal
Service
3.0,
Cologne,
2011
New
product/
service
introduc:ons
are
nontransparent
and
inconsistent
for
the
market
The
nontransparent
product
strategy
fosters
the
thesis
that
the
postal
industry
is
moving
ahead
into
a
Postal
Service
3.0
29%
of
new
products/
services
were
for
“Enhancing/
New
Business”
and
17%
were
in
the
Business
Model
dimension
In
par:cular,
small
European
“hidden”
postal
operators
are
leaders
in
introducing
and
marke:ng
new
products/
services
Swiss,
Austria
and
Belgium
were
iden:fied
as
outstanding
innovators

11. Copyright © 2013 Capgemini Consulting. All rights reserved.
Group
Discussion:
Learning
from
successful
global
companies
Who
are
the
successful
global
companies?
A
clear
value
proposi:on
(USP)
11
Sources:
Capgemini Consulting; Postal Lab Analysis; Internet, www.swisspost.ch.
Our mission is to organize the world’s information and make it
universally accessible and useful.
Offering a wide range of well-designed, functional home
furnishing products at prices so low that as many people as
possible will be able to afford them.
Offering new fashion concepts and good quality at exceptional
prices.
Realize the value of diversity through reflecting it in our supply
base.

12. Copyright © 2013 Capgemini Consulting. All rights reserved.
Poten:al
Postal
Service
3.0
–
Scenarios:
Defining
the
WHAT
You
have
the
choice
–
but
you
should
define
systema:cally
your
market
and
brand,
be
relevant
build
value:
e.g.
BMFO
method
–
Building
Market
Focused
Organiza:ons
12
THE integrated e-fulfillment provider of the country
(e.g. InPost/ Singapore, Australia, Malaysia Post)
THE communication hub/ CRM factory for...
THE service broker for SMEs/consumers (butler)
THE privacy and data hub for…
1
2
3
4
THE logistics provider for…
5

13. Copyright © 2013 Capgemini Consulting. All rights reserved.
Discussion
of
the
individual
situa:ons
of
the
impact
of
digitaliza:on
SWOT
Analysis:
The
impact
of
digitaliza:on
on
your
business
13
Strengths
Weaknesses
Opportuni>es
Threats
In
your
opinion:
What
are
your
company‘s
strengths?
In
your
opinion:
What
are
your
company‘s
weaknesses?
In
your
opinion:
What
are
the
chances
of
digitaliza:on?
In
your
opinion:
What
are
the
dangers
of
digitaliza:on?

14. Copyright © 2013 Capgemini Consulting. All rights reserved.
From
good
to
great
–
tradi:onal
transforma:on
programs
vs.
Digital
Transforma:on
The
biggest
challenge:
Digital
Transforma:on
dissolves
the
tradi:onal
view
on
classic
business/
IT
transforma:on
programs.
Capability
to
manage
partners
14
Sources:
xxx
Conception Design Realization Implementation
B U S I N E S S
I T
Traditional Transformation Programs
Business strategy
refinement
driven by IT architecture
Business
strategy-
driven
release
plan
Heavy
handholding
post go-live
reviews
Digital Transformations

15. Copyright © 2013 Capgemini Consulting. All rights reserved.
Round
table
Let
us
discuss
YOUR
vision
to
Reinvent
the
Post:
Postal
Service
3.0?
15
Thinkstock,
Ar:kelnummer
83253172
Strength
Vision
Key
Hurdle

16. Dirk
Palder
Vice
President
Head
Postal
Services
&
Member
Global
Distribu:on
Leadershipteam
Phone:
+49
151
4025
2222
E-­‐Mail:
dirk.palder@capgemini.com
Twiber:
@DirkPalder
LinkedIn:
Dirk
Palder