Postal Operators Solution Business Growth

Solution Business As a Growth Area for Post Operators?
Result of a global Focus Interviews Study - Dirk Palder, Capgemini

4th PIEF in Athens, Oct 24, 2011

Contents
§  Definition of the solution business
§  Strategic options
§  Examples of solutions
§  Market size and potential approach
§  Study - approach & strategic objectives
§  Study - overview of interviewed postal operators
§  Study - Postal insights & key learnings
§  Study - Overview of interviewed clients
§  Study - Client insights & key learnings
§  Summary & perspectives

Copyright © 2011 Capgemini Consulting. All rights reserved.
2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL 2
OPERATORS V1 0 DIRK PALDER_EDIT.PPTX

Before going into the results of the focus interviews, we should outline
Capgemini’s definition of “solution business”
Introduction

What do we
mean by solution
business?


In our understanding of “solution”, we assume that the objective is to
establish a value-adding partnership
Capgemini’s definition of solution business

For us, the solution integrates products and services and, based on the knowledge of the future market
development, addresses market and client specific challenges. Using the solution thereby delivers a
measureable value-add to the customer.
The key success factors are integrating the solution into the customer’s value chain and pro-actively
adapting it to new market and customer requirements, following an industrialized approach to sales and
service delivery as well as being able to take over selected business processes of the client.

Value
“Industrialize”
added
“Customize”
Collaborative
“Offer”
Coordinated
Value based
Isolated

Relative price

Cost plus

Product Services Solutions Portfolio


Critical success factors and focus areas outline the path to transferring
the existing capabilities towards solutions orientation

Critical success factors
§  Formulated strategy with senior management support/ directive
§  Capabilities to respond/ manage a dynamic environment
§  Process management and compliance
§  Merged vertical (industry) and horizontal (functional/ product) expertise
§  Tailored sales incentives
§  End-to-end solutions management capabilities and process/ systems enablers

Focus areas

Strategy and market Portfolio management Marketing Sales management
planning §  Consolidate/ develop communications §  Tailor lead generation
Understand the business solution offerings §  Align marketing and sales processes
model of target §  Review USP, messages across the §  Monitor/ safeguard
industries/ customers customer value divisions the customer
§  Monitor the market propositions §  Ensure ongoing experience
trends and dynamics §  Assign an Innovation penetration/ §  Establish partner
§  Map the solution Manager to the own positioning within the management
capabilities and portfolio (incl. MoB) target customer capabilities
business opportunities segments
Source: ITSMA/ Capgemini

Contents


To get into a Value Partner the outsourced end-to-end process has to be
critical and the solution has to be proven
Strategic Reasons for Solution Decision of a Client

Proven

Out- Value-
Tasking Partner
Solution stability

Slice & OS
Dice Lift & Shift
Commodity Services

New

Non Critical Mission critical

PO = Postal Operators Importance for the core process


Contents


CRM solutions in automotive require a more centralized support and
governance of the customer dialogue – efficient, effective, holistic
Example positioning: CRM/ marketing communication solutions EXAMPLE

“Expand competencies“ “Increase organization “Reduce costs“
flexibility“

Response
Target group Data and address Governance of Fulfillment and
management and
selection services customer dialogue shipping
customer activation

§  Customer approach §  Customer and dealer §  Multi-channel §  Lettershop services §  Lead und response
advisory data management campaign planning §  Ordering, storage handling
§  Profiling and scoring §  Database §  Customer dialogue §  Print and shipment §  Customer retention
(on-/ offline) management program design and reactivation
§  On- und offline
§  Retail and §  Address §  Integrating NSC, §  Contact centre
commercial clients - validation distribution channels §  National/
international §  Archiving
§  National/ - enhancement
- cleansing §  CO2 neutral §  Reporting
international

POS marketing management POS customer dialogue

Central steering of the customer dialogue, advisory and project handling

2011-10 PIEF ATHENS - SOLUTION BUSINESS AS GROWTH AREA FOR POSTAL
OPERATORS V1 0 DIRK PALDER_EDIT.PPTX 9

The solution provider is able to configure a customized solution
framework from an existing set of services and finalize the solution
End-to-end solution example for a CRM Solution Factory
1 2 3
Configuration of the
Set of services solution framework Finalizing the solution

Customer Social media Lead
dialog marketing management

Customer Social media Lead
Customer Social media Lead management
dialog marketing management dialog marketing
POS marketing POS customer POS
mgmt. dialog print solutions
mgmt.
Consulting Optimization Consulting Optimization
Dispatch dialog Dispatch
customer optimization dialog customer
Consulting optimization marketing
Dispatch Optimization dialog marketing dialog
dialog
optimization marketing customer
dialog

Customer Customer Complaint Mobile Customer Mobile
Complaint customer Complaint
contact center Mobile contact center mgmt. contact center mgmt. customer
mgmt. customer service service
mgmt. mgmt. mgmt.
service

Address Predictive
solutions & targeting Customer/
vehicle/ retail
analytics
data mgmt.

In the first step the customer can chose between services from a set of available services (CRM solution
factory). Then the selected services are bundled in a solution framework and will be slightly adapted to the
customer’s specific business environment and requirements.


Emerging or changing business models usually trigger a demand for
solution capabilities and innovation
Example positioning: mobility solutions EXAMPLE

Customer management/ Customer retention/
Customer acquisition
operative handling reactivation

Target Target Booking Repor-
Central
Acco- ting/
Anschrift

group group Login & back- Logis- customer
selection appr- office unting ana-
tics steering
oach lytics

Registration Customer
Pickup/ Invoice
Retail and commercial customers (identification and Reservation Archiving relationship
office branch) delivery handling
management
Application Routing/ geo- Battery & fleet Receivables Customer Communication/
National/ international management
processing location management history (re-)activation

Customer card/ Damage
Communication (online/ offline) Booking
chip mgmt. regulation

Customer approach advisory Customer service/ support


Contents


CRM and document management make up around 50% of the market
volume
Market BPO market, global 2009/101 (in billion $) Trends & topics (examples)
Overall CAAGR CRM/Docu.

§  Retention management
§  Improvement of cross-selling
Banking 111 +6% 10,6 §  Improvement of service quality
§  Identification of suitable service partners for global expansion

§  Increase in customer acquisition costs
§  Increase in marketing costs at lower response rates
Telco 27 +7% 22,9 §  Improvement of service quality
§  Retention management
§  Flexibilization of the business model/ simplification of products
§  Simplification/ automation of business processes
Insurance 22 +8% 5,7 §  Generation of a higher service level at lower costs
§  Improvement of the customer experience/ satisfaction through high quality

Health- §  Cost reduction and control, especially in administration
§  Quality improvement of services and administrative tasks
care/ 13 +8% 2,6 §  Lowering of service costs
Pharma §  Improvement of marketing effectiveness

§  Cross-/ up-selling to the installed base
§  Increase in the use of new channels
Retail 12 +7% 4,4 §  Optimization of retail space
§  Customer retention

§  Improvement of the customer experience
§  Enhancement of e-billing
Utilities 11 +9% 6,0 §  Quality, efficiency, productivity
§  Management of volume fluctuations

§  Smart meter/ new business areas
Energy 3 +7% 1,4 §  Maintenance/ improvement of the service quality
§  Cost reductions (service/ product provision, serving new markets)

Total 199 54 1 2010: Insurances and banks; 2009: all other industries 13

Starting with a “kernel” the business opportunity for a postal operator
should be close to €1B in Europe over a period of 3 to 5 years
Modular setup of PCS Solution Factory
„Solution Factories“
“CRM Solution Factory“ Document Mobility Smart-X
Starting handling factory factory
Postal close Extended
point factory … …
offerings CRM portfolio

Automotive Phase I Phase II Support with
Focus customers and industries

~ € 45m ~ € 25m §  Validation of market
Extended
Insurance potential
~ € 25m ~ € 10m solution portfolio
§  Definition of relevant
Banks domains
§  Definition of depth of
Telecommu- value added and
nications
partner strategies
Extended customer and
Energy industry portfolio §  Setup of singular
“solution factories“
Retail §  Implementation of
organizational struct-
ure and processes
Public Sector
§  Internationalization

Revenue …
~ € 150-200m ~ € 100-150m … … > € 700-900m
potential


Still no common sense: every solution portfolios needs to start with a
sound understanding of the customer and industry requirements
High-level approach to defining a solution portfolio

Analyzing the customer and industry Combining to potential service Definition of start and
requirements bundles “solution factories“ target portfolio

Wieder_
Bedarf Interesse Kauf Besitz
kauf Branchenlösung
Automobil Anforderungen
Kunde und Branche
Marketing Vertriebswege Service
CRM Solution
Factory
Marketing und Kundendialoglösungen z.B.
Leadbearbeitung und
Zentrale Kundendialogsteuerung Social Media Marketing
Kundenaktivierung

„Poinf-of-Sales“ Lösungen z.B.
POS Marketing Mgmt. POS Kundendialog Mgmt. POS Antrags- und Drucklösungen
§ Zentralisierung der CRM und § Professionalisierung der § Reaktivierung Kunde
Marketingfunktionen Leadbearbeitung (Neukauf, Service) Marketing und Kundendialogberatung
(international) Beratung Kundendialog Optimierung Versand Optimierung
§ Aufbau Mobile / Online Sales § Aufbau mobiler Service (Segmentierung / Ansprache) (z.B. Mail Merge) Marketing Spend
§ Ausbau der Direkt-, Online
§ Orchestrierung der § Industrialisierung Kundenkontakt und Customer Care Lösungen z.B.
und Social Media Kompetenz
Vertriebswege (NSC, POS) Kundendialog Kundenkontakt Center Prof essionalisierung Kundenkontakt
Mobiler Kundenservice
§ Professionalisierung (Betrieb) & Beschwerde Mgmt.
§ Optimierte Unterstützung § Professionalisierung
Kundensegmentierung +
(Shared Services) Customer Contact Center Datenbank und Daten Management Lösungen z.B.
Ansprache Kunden- / Fahrzeug- / Händler
Adresslösungen & Analytics Integration, Betrieb & Hosting
Datenmanagement
Integration der Kunden-, Händler- und Fahrzeugdaten

Deriving relevant solution elements Matching with current solution
portfolio and third-party providers
Reflecting:
§  Customer and industry requirements
§  Portfolio driven approach
§  Base/ advanced solutions
§  Cost/ complexity realization
§  Time-to-market


Contents


The objective is to value the benefits of the solution business for the
post sector through the help of focus interviews
Approach & objectives

General approach Objectives of the survey

§  Organization of interviews §  Finding an answer to the lead question:
§  Focus on two target groups: §  Is the solution business a new
§  Experts, postal suppliers and post must-have that postal companies
companies should implement in their portfolio?
§  Clients of various industries (e.g. §  If so, what is the actual market
potential?
automotive, assurance, banking)
§  Reveal the future challenges that
postal companies will have to face
§  Preparation of two focus interview
questionnaires

§  Analysis of key learnings and definition
of the market potential for the solution
business in the postal sector

Having selected the key interviewees, we conducted the focus interviews allowing us to use the
learnings in an analysis that is to further support achieving the objectives.


Contents
§  Study - overview of interviewed postal
operators

Interviews with a mix of postal operators have been done in order to
receive knowledge and verification on the identified key topics
Postal companies, postal suppliers, solution experts
Company Name of
logo company
bpost

Canada Post

Deutsche Post Company Name of Interview content/ topics
Logo company
HongKong Post
Capgemini §  Understanding of the solution
Liban Post
Deutschland business/ strategic goals
§  Organization & processes in the
Austrian Post ITSMA solution business
Solutions §  Marketing/ communication as
Poste Italiane Insights solution provider
Swedish/ §  Sales approach/ segmentation
Danish Post §  Development of new solutions
Swiss Post §  Key success factors for the
solution business

arvato

Neopost

Pitney Bowes Not postal companies

Contents


Starting with a surprise in terms of the market potential of the solution business
in the postal sector, a bright understanding has been developed
Key statements

“Digitalization supports the trend towards
the solution business“
“The postal business is based on mail
delivery”

“The solution business is essential for
establishing long-term customer loyalty“

“One face to the customer”

“Individual services are mandatory,
industrial delivery is the challenge“
Go-to-market: “It is necessary to
have joint customer teams and the
support of external providers“


The challenge for postal operators is to stay independent within the
growing complexity of structures
Key results for postal operators
 
§  Organizational focus on long-term revenues
Governance §  Securing postal business is partly relevant
§  Customer orientation
§  Integration of product knowledge

§  Separated divisions
Organization §  Innovation department in charge of demand creation
§  Mostly organized in joint customer teams

§  Website und internet advertisement for customers
§  Personal customer contact at special executive events
Customer contact
§  Diversification of communication channels (multi-channel approach)
§  Change from push to pull

§  “One face to the customer“: KAM , sales manager
Go-to-market §  Customer segmentation
§  Separate experts (solution architects)
§  Development of “lighthouse deals“
§  Multi-customer platforms
Solution delivery
§  Quality management along the entire process


The segmentation of key success factors reveals the importance of
quality, pricing and multi-customer platforms in the solution business
Postal operators: segmentation of key success factors

A Very important
A
B Important
C Less important
§  Brand competence
§  Quality of solution delivery
§  Multi-customer platforms/ product portfolio
§  Industrialization

§  Scope of monitoring
Key success §  Internal service delivery/
processes for the
indicators internal process standards
solution business
§  Skills and capabilities of §  Flexibility
employees* §  Cost leadership
§  Trust* §  IT capabilities/
§  Pricing* IT security

C B

* Is regarded as a matter of course

The quality of the solution delivery and multi-customer platforms appear to play a more significant
role compared to skills and capabilities of employees.
Interviewed Operators: BPO Capgemini, BPO Expert ITSMA, Swiss Post International, Post italiane, Neopost, Solutions Insight , LibanPost

The organizational focus is based on securing long-term revenues as
part of the core business strategy
Postal operators: segmentation of key success factors

Strategic intent Key learnings

§  Long-term revenues are the most
Securing long-term revenues important point considered in the
companies‘ strategy

§  Securing the postal business is relevant
only for some postal operators
Securing postal business
§  Not all operators define establishing new
customer relationships as their priority
New customer relationships
Strategic Aim

Interviewed companies: BPO Capgemini, BPO Expert ITSMA, Swiss Post International, Post italiane, Abstentions Neopost, Solutions Insight, LibanPost

Only 2 providers decided for a cross regional/ global solution strategy,
while 50% of the interviewed companies are product/ service focused
Positioning of Solution providers

CL2 CL4
Independent
international
Organization form

Independent
national

Integrated
international

Integrated
national
CL1 CL3

Product Value-added services Solutions

PO = Postal Operators Portfolio


Contents


The clients reveal a strong mix between small, medium-sized and big
companies of different industries in an international and national scope
Interviewed clients of different industries

Automotive

Interview content/ topics

§  Readiness to outsource products
Insurance and/or services/ experiences made
with outsourcing
§  Outsourcing readiness of significant
business fields
Various industries
§  Criteria selection in terms of their
relevance for selecting a solution
provider
§  Selection of communication
Banking channels for gaining visibility along
the decision process
§  Experiences through collaboration
with solution providers
§  Development of new business
solutions


Contents


Starting with a surprise in terms of the market potential of the solution business
in the postal sector, a bright understanding has been developed
Key statements of customers

“For me arvato is the leader in the area of
solution business in Europe, good to know
that posts are planning to enter this market
as well“
“The postal business is based on mail
delivery, not on the delivery of
solutions”

“Solutions should be developed
together with the solution provider”

“We prefer a one-to-one executive
communication and to talk to
executives who are in the same
situation as we are”


The way the customer is addressed by the solution provider determines
the solution provider’s success level
Key results clients
§  Higher “full“ outsourcing readiness by medium-sized companies
§  Outsourcing of general services high (e.g. document management, print services, etc.)
Readiness/
experiences §  Outsourcing of several services required but not necessarily to postal operators (e.g. HR/
payroll solutions)
§  Outsourcing of sensible services (sales planning) not required by clients

§  Clients look especially on the pricing, the quality of the solution delivery but as well on
Success skills of the employees, trust, industry know-how and IT security
§  Customer orientation, time to react, flexibility and references play a subordinate role
factors §  The market position of the provider seems to play no relevant role (à but could become
K.O. criterion concerning long list)

§  Rather customized and not individualized solutions are promoted to the clients
§  A clear 1-to-1 communication is required
Marketing
§  Mostly informed about solutions through cases, advertisement in search engines,
online publicity (e.g. website) and top executive events

§  Direct contact between solution provider and customer is highly required by the customer
§  Personal and communication of reference projects
Collaboration §  KAM or joint customer team lead
§  In part development of common pilot projects


A greater readiness for outsourcing is noticeable in the less sensible
business fields
Customers: outsourcing readiness in general vs. to postal companies Yes

No
Abstention

A Outsourcing
readiness in
general

B Outsourcing
readiness to
A B A B A B A B postal
Print/ fulfillment Customer data Call center companies
HR/ payroll
services management processing solutions

A B A B A B A B

Sales planning and PoS communication/ Media planning/ media
Document
steering optimization of selection/ direct
management
processes at the PoS marketing


Contents


Talking about the solution business, relevant key learnings have to be
kept in mind highlighting the opportunities and the market potential
Summary & perspectives

Postal operators Clients

§  Most operators are looking ahead to §  2nd tier companies seems to be more open
developing solution business/ digitalization for full outsourcing than big companies
and tailor-made solutions §  Clients would outsource general services but
§  Their strategic intent is focused mostly on sensible fields would not necessarily be
securing long-term revenues outsourced to postal companies
§  One face to the customer: nearly similar §  Customers require close contact to the
organization in the go-to-market process solution provider
through responsible parties as the KAM, §  Perception of the solution provider, especially
R&D and the marketing department online
§  Media selection depends on target clients
(c.f. government and industry clients)
§  A top-down approach is needed for a global
understanding of the solution business

§  There is a clear trend towards a tailored solution business although
there might still be huge differences in the level of implementation
Perspectives §  Clients are generally willing to outsource even when the decision is ü
also affected by the industry and size of the client

Thanks!
Contact

Dirk Palder
Capgemini Deutschland GmbH
Germany

Phone: +49 221 912644100
+49 151 4025 2222

E-mail: dirk.palder@capgemini.com
Twitter: www.twitter.com/#!/dirkpalder
Website: www.capgemini-postalservices.com

Address: Konrad-Adenauer Ufer 7
50668 Cologne


Another adequate definition of “solution business” is provided by
ITSMA
ITSMA definition

“Solution” is one of those slippery words that can mean anything and everything.
Working with some of the world's top technology companies, ITSMA has developed a
useful definition:

"A solution is a combination of products and/ or services with intellectual
capital, focused on a particular customer problem
and driving measurable business value."

It's a bit dense, and doesn't exactly roll off the tongue. Nevertheless, ITSMA has found
that it clicks with both buyers and sellers, given its emphasis on solving specific
business problems with measurable business value. Understood as such, the "S" word
transcends the hype and provides important direction to business strategy and
operations.

Source: ITSMA

36

Postal Operators Solution Business Growth

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