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Strategic Perspectives on the Postal Market 2011 the natural partner for the postal industry
Table of contents
1. Executive summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 4. Direct marketing and the postal sector . . . . . . . . . . 41
E-commerce and the postal sector Global overview of the advertising market
Digital business: opportunities to create value IPC direct marketing intelligence – qualitative research
Direct marketing and the postal sector The agency perspective: a digital communications agency adding
Environmental sustainability in the postal sector direct mail into the mix
Bring Dialog: a breakthrough strategy for postal operators?
2. E-commerce and the postal sector. . . . . . . . . . . . . . . . 7 Nivea: pushing the boundaries of direct mail
Outlook for the global e-commerce market Direct mail in the Asia Pacific region
Implications for the postal industry Case study – The post in Singapore
Understanding the needs of e-retailers and consumers Connecting to the customer: TNT Mail China
Shop@Home Conclusion
Customer case study: eBay
Customer case study: Nespresso 5. Environmental sustainability in the postal sector. . . . . . 55
Delivery company case study: Yamato IPC’s sustainability programme
Technology case study: Google Range and average carbon management proficiency scores
Postal operators responding to the challenge by section
Conclusion Global postal industry cuts over half a million tonnes of CO2 in
one year
3. Digital business: opportunities to create value . . . . 23 iEMMS
Introduction Green marketing in the postal sector
Implications for the postal industry Sustainable direct mail at Royal Mail Group
Multiple identities TNT’s sustainable mail project
Market opportunities Sharing best practice: 100% carbon neutrality from Itella
E-box Focusing on a challenging target at Norway Post
Zumbox Greening existing products at Le Groupe La Poste
SwissSign’s secure business processes A structured approach to sustainability: Go Green from Deutsche
Deutsche Post: transforming into an information logistics Post DHL
provider Conclusion
eBoks: Post Danmark’s full-service concept
Poste Italiane’s innovation in digital services
Digiposte from Le Groupe La Poste
Norway Post’s Digipost
Mappan, Iceland’s e-box system
Case study – Itella’s integrated approach that is helping drive
the Finnish information society
UPU initiative in e-services
Role of postal operators in emerging value networks
Conclusion
2 Strategic Perspectives on the Postal Market 2011
1
Executive summary
IPC’s Strategic Perspectives on the Postal Market provides way to inform strategic choices. We have drawn on the
a distillation of the cooperative work carried out between outcomes and findings of IPC’s Senior Executive Fora (SEFs),
member postal operators and IPC over the past 12 months Best Practice Seminars (BPS) and the IPC Postal Sector
to the year ending 31 March 2011. Sustainability Report. IPC SEFs in Europe and Asia
in the reference period combine input from more than 100
The year’s edition of Strategic Perspectives focuses on senior postal executives with leadership roles in their areas
technology and how this is driving change through of responsibility. Our Best Practice Seminars benchmark
digitisation, mobile devices, geolocation services and the operational management processes of members and
social engagement. leading firms both within and outside the postal industry.
We have drawn out the key trends, challenges and In addition, in 2011 IPC entered into research partnerships
solutions as identified through our intelligence gathering, with two leading global academic institutions: the Stanford
research and best-practice-sharing platforms, to give an Graduate School of Business and the Massachusetts
overview of strategic thinking in the postal industry in five Institute of Technology Center for Digital Business. These
key areas: e-commerce; digital postal services; direct mail in partnerships provide a critical external and academic
a multimedia world, and environmental sustainability. assessment of postal innovation against global best
practices, both in supply chain management and in focusing
In a rapidly changing market, a cooperative platform to on how digital technologies can deliver measurable
share best practices, provide short and long-term industry business value.
forecasts and monitor industry trends is an efficient
Strategic Perspectives on the Postal Market 2011 3
1 Executive Summary
E-commerce and the postal sector Digital business: opportunities
to create value
E-commerce is one of the fastest growing retail channels in
Asia, Europe and North America. Despite headline grabbing Letter mail volumes are in decline, making new operating
results, e-commerce is still in its infancy, with many players models necessary for both physical and digital services.
struggling to develop viable business models which
successfully lever the global trading opportunity offered Posts must develop in the digital space areas of activity that
by the internet. will limit the shrinkage of their business. The golden rule
for innovation is to recognise the pressing need to prioritise
While differentiating their e-commerce platforms in as it is impossible to develop in all digital areas at once.
an increasingly crowded marketplace, e-retailers and
e-merchants must also invest in infrastructure. Their logistics Newly-launched digital services will grow slowly at first,
partners need to support the seamless location, transfer and posts must accept realistic prospects for investment
and integration of business information and goods in a and returns based on practical assessments of the time
secure and reliable manner. needed to achieve market penetration and adoption. Posts’
owners will need to focus on long-term value creation and
New customer technology is fuelling growth. Mobile operational sustainability over short-term gain.
technology is making it easier for customers to shop
anytime, anywhere, and needs and expectations are Nordic posts in general have kept faith with digital services,
changing fast. eBay CTO Mark Carges predicted at IPC’s entering the market ten years ago and staying the course
recent Innovations in E-commerce Roundtable at Stanford to achieve gradual growth. Other posts left quickly when
University that the technology innovations of the past two their digital services failed to make a fast return.
years would do more to radically change e-commerce than
anything we witnessed over the preceding fifteen years. An important fact to accept is that the development
of digital services will not now accelerate declines in letter
As e-commerce rapidly develops within domestic markets mail volumes—substitution has or will happen anyway, and
worldwide cross-border shipping services need to keep other service providers will meet customer needs if posts fail
pace with the evolving demands of customers who want to do so.
to access global markets through the borderless internet.
Cross-border e-commerce adds a new dimension to the While digital businesses are not expected to replace highly
online shopping experience by allowing consumers to profitable priority letters, they can be relatively high margin
access a wider range of products, a larger spectrum of price substitutes as they are not labour intensive.
options and even the advantage of macro-economic factors
such as exchange rate fluctuations. Posts face seven major challenges in their drive to innovate
in the digital area:
Postal operators recognise the need to actively engage
in the e-commerce sector and are very well positioned • learning to operate and monetise services successfully
to facilitate the growth of online trade due to ubiquitous in an unstructured market
first mile access and last mile delivery to every citizen and • securing the business-to-consumer channel
business of the world. IPC in collaboration with postal • adding value to receiver pull, including digital pull
operators has identified e-retailer primary requirements as: • linking physical and digital services to become a multi-
channel operator
• provision of fully-transparent, low shipping costs • developing customer relationship management
(including customs duties, taxes and administrative opportunities within customer billing operations through
charges) at the time of purchase multi-function, physical and digital messages
• full integration of tracking information through their • enriching physical logistics with digital messaging adapted
own web portals to the new business environment
• proactive notification of delivery to the consumer • attracting the talent needed to manage these businesses
at the time of purchase and throughout the supply
chain as the order is fulfilled A key challenge is to assess the extent to which consumers
• simple, clear and speedy returns processes require security and proof of identity in a world where
The postal sector is focused on growth opportunities in the
parcel market as a result of anywhere, anytime, anything
internet shopping. The posts are very well positioned to
facilitate the growth of online trade due to ubiquitous
first mile access and last mile delivery to every citizen
and business of the world.
4 Strategic Perspectives on the Postal Market 2011
products with low security are being used successfully. be measured more accurately than online campaigns.
Value propositions for postal products will only be Intelligent marketers realise that no one medium alone is
successful if they provide the type and level of convenience effective, and direct marketing is being rehabilitated and
consumers want. reintegrated into smart multi-channel communications
marketing programmes.
A further challenge is creating the network effects that will
allow posts to gain a critical mass of users that make their The Nivea brand uses direct mail very effectively in
digital platforms successful. Several instructive examples Belgium to target its highest value customers as part of
of platform innovation and network effects exists from regular customer loyalty mailings. The payback on these
which posts can learn – the classic being Apple, which has campaigns can easily be tracked and measured through the
created a network effect of mass usage through opening redemption of coupons within the mailing. Nivea is highly
up its systems to developers. Will posts be able to develop focused on building on web-centric customer databases.
open electronic postal services to create such a profitable This CRM approach will be increasingly important to Nivea
network effect? as it considers shifting consumer sales from retail to online
in the future – a trend that is already well established
in Japan.
Direct marketing and the postal
sector The management of customer-centric databases is an area
that posts are moving into, as evidenced by both Norway
There is strong evidence to suggest that direct mail can, Post through their subsidiary Bring Dialogue, and in Asia
and will continue to play a key role in the marketing mix, where TNT Mail China is investing to build up its own
notwithstanding increasing digital substitution. customer databases as part of its longer term business
strategy. Lastly, in the Asia-Pacific region where there is
IPC research in 2010 showed that in countries that had the highest growth in internet advertising, SingPost has
adopted online marketing prior to the economic crisis, seen growth in direct mail due to its extensive customer
the volume of direct mail has remained fairly stable. engagement programme.
The economic downturn precipitated a much stronger Providing posts can continue to promote the benefits of
transfer in advertising revenue from direct mail to online direct mail in terms of personalisation, relevance, quality
media in southern European countries such as Italy and and ROI in reaching high-value customers, evidence shows
Spain. A lot of this is experimental advertising and in many that mail volume decline can be stemmed. However
cases, proving the ROI from online marketing campaigns is this requires considerable focus by posts in ensuring the
a challenge. There is a generational change in attitude in relevance of this medium in today’s climate of increasing
regard to physical mail: those over the age of 35 regard it digital business.
as positive and those under 35 imbue it with less inherent
value, which will present a challenge to the posts in
the future. Environmental sustainability
in the postal sector
Evidence is emerging that increased digitisation is leading
to a move towards sophisticated multi-channel marketing IPC’s Environmental Measurement and Monitoring System
in order to cut through the online clutter, of which direct (EMMS) is playing an important role in helping drive
marketing is a core element. For example, a leading sustainable business practices across the postal industry
European digital communications agency whom IPC by promoting a cross-sectoral approach - the first of its
has worked with has stated that direct mail is the most kind for a services industry - to emissions monitoring
effective way to reach its highest value prospects and VIP and reduction. The 22 participating posts in the EMMS
customers - even though the agency in case had set out programme represent some 80% of global mail volumes,
to be a digital communications pure player. Physical media, which underscores the reach and impact of the IPC EMMS
executed to a high creative standard, personalised and programme. Moreover, as both the full EMMS and the
consumer-relevant, speaks directly to the target customer, introductory i-EMMS programme are open to non-IPC
and has brought the online phenomenon of narrowcasting members, IPC is enabling posts of all sizes and geographies
full circle back into the offline world. Moreover marketers to contribute in whatever way to reducing the postal
suggest that the ROI of direct marketing campaigns can sector’s carbon footprint.
Strategic Perspectives on the Postal Market 2011 5
1 Executive Summary
While great progress has been made by participating posts
in the first year of comparative reporting, by slashing
over a third of the total target of CO2 emissions, much
remains to be done. In some respect the early years of
emissions reduction are the easiest, and represent the
low-hanging fruit of using simple but effective measures
to obtain greater energy efficiency. Moving forward, posts
face the challenge of building on these early successes by
introducing more fundamentally greener processes into
their business models. Moreover, the introduction of Scope
3 reporting will add to the challenge for posts.
In addition to their efforts to cut their carbon emissions,
posts are also offering a range of green products to their
customers, both business and consumer. These products
have the combined benefit of contributing to posts’ overall
carbon reduction effort, acting as an effective branding
tool in promoting posts’ image as responsible businesses,
and, as we have seen in at least one case, also help to
buoy business. The fundamental importance for posts in
integrating sustainable business processes and products to
their survival and future success cannot be underestimated.
6 Strategic Perspectives on the Postal Market 2011
E-commerce and
the postal sector
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STRATEGIC PERSPECTIVES ON THE POSTAL MARKET 2011 7
E-commerce and the postal sector
Outlook for the global e-commerce
market Cross–border online shopping built
on confidence and trust
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8 STRATEGIC PERSPECTIVES ON THE POSTAL MARKET 2011
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STRATEGIC PERSPECTIVES ON THE POSTAL MARKET 2011 15 E-commerce and the postal sector
The consumer relationship is with the Delivery company case study:
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16 STRATEGIC PERSPECTIVES ON THE POSTAL MARKET 2011$"4&456%::"."500'+"1"/
DELIVERY NETWORK AND ACCESS TO CUSTOMERS
Delivery volume 1.3 billion parcels
Hub terminals 71
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Collection agents 260,920
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Employees 136,722
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STRATEGIC PERSPECTIVES ON THE POSTAL MARKET 2011 17 E-commerce and the postal sector
$"4&456%::"."500'+"1"/
PARCEL HOME DELIVERY VOLUME IN JAPAN
Yamato Transport
Japan Post
2007 e-money
service launched
2006 Receiving service
at customer access .JM6OJU
1998 Six time zone points launched
delivery launched
2005 Yamato
1996 Delivery
mail notification
365 days per year
1992 Time 2002 Driver Direct
service launched service launched
1989 Airport Yamato
service launched
1988 Cool Yamato
service launched
1986 Collect
service launched
1984 Golf Yamato
service launched
1983 Ski Yamato
service launched
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