Achieving High Performance in the Post and Parcel Industry - Accenture Research and Insights 2015
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Achieving High Performance in the Post and Parcel Industry Accenture Research and Insights 2015
Contents Foreword 3 Executive summary 4 State of the industry 5 High performer highlights 8 Defend the core business 8 Invest in the parcels opportunity 10 Diversify selectively 12 Being digital 14 Strategic priorities 18 On the horizon 20 Research methodology 22 2
Foreword
The last mile is under attack. In a Traditional players be warned: strategies
seismic market shift, we have moved are being upended. Historically, density
from integrators and postal companies has been king as post and parcel players
competing for market share, to extensive worked to fill their vast networks and
experimentation and significant venture grow volumes. Now, flexibility matters—
capital for last-mile delivery start-ups. perhaps far more than network size. Non-
Ironically, these start-ups are powered traditional players can scale their networks
by the same technology that is fueling up and down rapidly to suit market
the parcels eCommerce boom—better conditions, shedding excess capacity when
smartphones connected by faster they no longer need it and drawing on
networks and driven by lower cost cloud extra capacity to meet high demand. Such
platforms. Digital is at their core, which agile competitors can cherry pick where
means these players can respond in a and when they serve, riding the waves of
way that is inherently nimble, consumer- volatility that business-to-consumer parcel
centric and flexible—aspects that volumes dictate. Brody Buhler
traditional players struggle to maintain. Global Managing Director
While these resultant new business Digital is the powerhouse. Our analysis
Accenture Post and Parcel
models are experimental, they can have shows high performers in the post and
a dramatic impact in a world of big bang parcel industry are taking advantage of
disruption. “Wait and see” is simply not digital technologies, such as mobility
an option. and analytics, to accelerate the pace of
change, enable new competition, inspire
This situation is fed by fast-changing new consumer expectations and, perhaps
retail models focused on speed. Retailers most importantly, drive growth in parcel
such as Google and Amazon1 are building volumes. Now, more than ever, it is
nearby fulfillment centers. Traditional important to not only embrace digital
brick-and-mortar businesses have entered but to be digital. Yet as our new digital
the fray, recognizing that their stores performance index and 2015 research
are effective local fulfillment centers. In shows, being digital is no easy task for
this way, a network is far less important post and parcel organizations.
than effective last mile delivery and
retailers are readily embracing the I am excited by the opportunities of these
speed and features provided by these changing times. With the right digital
new models. Large retailer Macy’s, for investments and bold moves, our research
example, has partnered with Deliv to offer shows post and parcel organizations can
fast, local deliveries from their stores.2 compete effectively in the marketplace.
This demand for speed is also creating These early successes offer evidence
shorter, bigger peak periods, where the that it is possible for post and parcel
capacity of existing networks is simply organizations to not only navigate the
overwhelmed for short, but important digital transformation necessary for
time frames. With retailers adapting long-term survival, but also to thrive in
their shipping models and eCommerce the new eCommerce-driven marketplace.
creating significant changes to customer I look forward to discussing these findings
expectations and demands, it is small with you in the coming months.
wonder parcel delivery is under threat.
Brody Buhler
3
Executive summary
In last year’s postal report we identified
that high performers maintain three
Being digital On the horizon
strategic priorities: defending the core Digital is clearly a game changer, Internet of Things (IoT)
business, growing the parcels opportunity, whatever the industry. Successful digital
investments so far are primarily focused The IoT has the potential to create
and diversifying selectively across their
on managing costs and improving new sources of revenue―not only by
retail, logistics and delivery networks.
productivity. Now, the focus needs to embedding digital technologies within the
They execute these priorities within the
turn toward investments that generate organization, but also by extending into a
context of being a digital organization.3 In
revenue. We created the Accenture broader digital ecosystem of customers,
2015, our top five performers—Singapore
post and parcel digital performance partners and connected products. Post
Post, bpost, Posten Norge, UPS and Poste
index to evaluate companies according and parcel organizations could use the
Italiane—are employing these successful
to their current digital capabilities and IoT to create new data-driven businesses
strategies to place them ahead of the rest.
identify the gaps required to make digital and unprecedented improvements in the
“business as usual.” customer experience.
High performer highlights
Drones
Defending the core business Strategic priorities
As we have seen in the media,
Despite its steady decline, mail is still Our research shows there are three over the past 18 months there has
the largest revenue generator for most critical areas on which post and parcel been a significant increase in drone
post and parcel operators and a critical organizations should focus to deliver experimentation, with rapid progress
source of cash for future investment. high performance. First, they need to in applications for autonomous drones
High performers continue to defend seek out monetization of the digital (unmanned aerial vehicles) in logistic
their core business to deliver strong opportunity, going beyond productivity operations. Irrespective of autonomous
mail profitability. They invest in product and cost cutting to profitable digital drone delivery becoming a reality,
innovation to add value and slow mail solutions that drive topline growth. drone applications are becoming more
volume declines. Second, they need to implement mainstream—and could play a key
strategies that address new retailer role in other solutions post and parcel
Investing in the parcels opportunity and consumer demands while achieving companies will need, such as monitoring
High performers show they can grow some of the same nimble scalability delivery conditions.
parcel revenues through capturing market as the new market entrants to win the
share and smart pricing. They continue battle for the last mile. Finally, they
to exploit parcel revenues by rigorously must recognize that eCommerce-driven,
focusing on improving the profitability cross-border transactions present both
of B2C deliveries, while at the same time an opportunity and a challenge, reducing
stimulating the growth of higher margin transaction complexities and investing
B2B deliveries. to deliver an international strategy
that addresses market entry, product
LO
Diversifying selectively features and competitive position. GIS
TIC
S
DEL
High performers are growing their IVE
RY
logistics business; eight out of the top
10 post and parcel organizations choose
D
RE
IV
TA
ER
IL
SI
logistics as a core diversification strategy.
FY
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LE
They also adopt a commercial mind-set
CT
IV
G
RO
EL
and business-oriented culture which
Y
W
TH
tends to be catalyzed by privitization;
E
PA
RC
60 percent of high performers are
EL
S
O
PP
privatized, versus only 10 percent
D
EF
O
RT
EN
U
of the bottom 10 performers.
D
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BE
IT
TH
Y
E
A
CO
D
IG
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IT
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The four dimensions of a post and parcel high performer
4
State of the industry
Now in its ninth year, the Accenture in-depth analysis of the post and parcel
industry explores the market’s latest trends and opportunities.
The following factors are influencing the Figure 2. Mail revenue versus mail volume growth: 2012 to 2014
post and parcel industry:
Mail revenue CAGR 2012-2014 Bubble size indicates 2014 revenues in US$
Mail volume decline is reaching 12
a plateau Growing revenue India Post
Growing revenue
10 declining volume and volume
From 2013 to 2014 mail volumes declined
8
by a mere 1.6 percent and have declined SingPost
globally at a compound annual growth rate 6
of negative 2.6 percent since 2010 (Figure 1). 4
Austrian Post
All countries are experiencing a decline in
2
transaction mail while direct marketing mail CTT CPC
USPS
is more stable and growing in some regions. 0
Posten Norge
Indeed, postal organizations have effectively Posti RMG
-2 DPDHL
maintained or grown mail revenues, Poste
Italiane Australia Post
primarily through price increases (Figure 2). -4
NZ Post SwissPost
There are interesting regional differences; -6 PostNL
some operators such as DPDHL or Swiss Post La Poste
-8 Declining revenue
saw minimal to no declines, while other Declining revenue and volume
Post Nord
growing volume
countries, such as Italy and the Netherlands -10
with Poste Italiane and PostNL respectively, -12 -11 -10 -9 -8 -7 -6 -5 -4 -3 -2 -1 0 1 2 3 4 5
lost mail volumes at troubling rates. Some
Mail volume CAGR 2012-2014
postal operators have launched regional
cross-border mailing products, adding Note: CAGR: Compound Annual Growth Rate
volume from other countries to help create Source: Annual reports; Accenture analysis
successful, sustainable mail businesses. New
entrants are only threatening the traditional
players’ market share in countries that have
historically lower mail service quality. As a
result, competitive erosion appears to largely
be within each organization’s control.
Figure 1. Evolution of mail volume (in aggregate)
Annual mail volume, in millions, and year-on-year mail volume growth/decline, in percentage
Compound Annual Growth Rate (2005-2010) Compound Annual Growth Rate (2010-2014)
-4%
-2.6%
400,000 -2.5% 1.6% -3.8% -9.6%
350,000 362,243 359,040 -5.5% -2.2% -4.7%
353,235 345,520 -1.8% -1.6%
300,000 312,519 295,270 288,734 275,142
250,000 270,101 265,707
200,000
150,000
100,000
50,000
2014
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
0
Note: 1. Sample size 19 postal organizations included; 2. Retroactive adjustments based on new volume data were made to the model.
Source: Annual reports, Accenture analysis.
5The parcel business is recalibrating Figure 4. Parcel revenue versus volume growth: 2012 to 2014
After the drop in revenues and volumes Parcel revenue CAGR 2012-2014 Bubble size indicates 2014 revenues in US$
due to the economic downturn in 2009, 22
parcels continue to present a path to Growing revenue Posten Norge Growing revenue
20 declining volume and volume
sustained revenue growth (Figure 3). From
18 India Post
2013 to 2014, we saw healthy parcel
volume growth of 5 percent—slightly 16
slower than the compound annual growth 14
rate since 2009. Meanwhile parcel revenue FedEx
12
growth has slowed significantly over the
10
same time period to 4 percent, roughly
La Poste PostNL
half the growth seen over the previous few 8
DPDHL
years, as pricing pressures increase. Overall, 6 USPS
Post Nord Poste
revenue and volume growth was relatively 4 RMG UPS
Italiane
balanced across organizations, as Figure Yamato
2 CPC
4 illustrates, with only two organizations SwissPost CTT
experiencing declining parcel volumes. 0
Austrian Post
-2 Declining revenue Declining revenue
The growth story in parcels is clearly and volume growing volume
-4 TNT
driven by eCommerce. A recent worldwide
study found that eCommerce sales have -6
experienced double-digit growth in -5 0 5 10 15 20
virtually every country.4 This industry Parcel volume CAGR 2012-2014
trend is creating substantial change
within the parcel delivery market. Overall, Note: 1. CAGR: Compound Annual Growth Rate, Revenue parcel CAGR was calculated in local currency
parcel yields are declining as parcels are Source: Annual reports; Accenture analysis
becoming smaller, lighter and travel shorter
distances—creating a move from air to
ground transportation that appears set to
continue. We also see an average lower
number of deliveries per stop (as the mix of
parcels shifts to B2C) and higher variability
in parcel volumes over the course of the
year, with more peaks and troughs.
Figure 3. Accelerated growth of parcel revenues
Global parcel market volume (millions) and growth rate 2009-2014 Global parcel market revenue (US$ millions) and growth rate 2009-20141
6.2% 5.8%
4%
5% 8%
4% 9%
6% 18,547 7% 178,424
8% 17,606 2% 171,925
7% 16,881 158,709
15,959 146,141
14,729 134,363 136,653
13,741
2009 2010 2011 2012 2013 2014 2009 2010 2011 2012 2013 2014
Note: 1. Sample size 16 post and parcel organizations included for the parcel analysis
Source: Annual reports; Accenture analysis.
Revenues are in constant 2009 euros to avoid any currency bias
6Diversification strategies
are no longer optional
According to the 2015 analysis, mail
continues to decrease as a percentage
of postal revenues. In 2007, mail
comprised the majority (55 percent)
of total revenues; today, it has slipped
below half at 44 percent. As post and
parcel organizations evaluate their overall
business strategies, they are successfully
finding growth and profitability in areas
both near and far from their historical,
core business. Consistent with previous
years, investments (primarily in retail,
logistics, banking and insurance) continue
to grow as a proportion of total revenues
(Figure 5).
Figure 5. Revenue diversification by type of services: 2007 to 2014
%
100
90
80
70
60
50
40
30
20
10
0
Year 07 14 07 14 07 14 07 14 07 14 07 14 07 14 07 14 07 14 07 14 07 14 07 14 07 14 07 14 07 14 07 14 07 14 07 14 07 14 07 14 07 14 07 14 07 14 07 14 07 14 07 14
Royal Mail Group
AnPost
bpost
Correos
USPS
CTT
PostNord
SingPost
PostNL
Magyar Post
La Poste
Poste Norge
AusPost
India Post
Swiss Post
NZ Post
Poste Italiane
UPS
FedEx
Czech Post
SAPO
Austrian Post
Posti
CPC
Yamato
DPDHL
Mail Parcels Logistics Financial Services Retail Others
Note:
1. Sample size includes 26 post and parcel organizations.
2. The number of categories may differ from one year to the next due to demergers, reorganizations and/or availability of information.
3. If 2014 data was not available, 2013 data was used.
Source: Annual reports; Accenture analysis.
7High performer highlights
The 2015 analysis illustrates how three strategic priorities are critical
to high performance.
Defend the core business Emphasizing efficiency and automation High performers invest in mail
High performers strive to reduce per innovation
High performers are driving strong piece costs, from processing operations
High performers are successfully slowing
mail profitability to delivery. They pursue automation
the decline of mail volumes and actually
opportunities and use analytics to identify
Declining mail volumes mean that postal growing marketing mail volume in some
inefficiencies. For example, SingPost is
organizations have long focused on locations through innovative practices.
achieving world-class automation rates
reducing fixed and operational costs, They combine digital with physical to
while reducing processing times.7 bPost,
increasing automation and exploiting create new marketing solutions that have
through its Vision 2020 plan, is also
assets. As the largest revenue source for a measurable return on investment. A
driving further operational efficiencies
many of the organizations we studied, good example is the Postgeo solution at
in its sorting plants through investments
mail performance remains critical. Our Austrian Post Group, designed to help
in automation. bPost is in the process of
research shows that high performers are businesses develop targeted advertising
consolidating 400 local mail offices into
far more successful at driving profitability mail campaigns online. Postgeo’s digital
60 mail centers.8
in their mail business with an average interface complements a physical product
earnings before interest and tax (EBIT) Experimenting in the delivery mode to help drive higher returns.11 Another
of nearly 11.1 percent—more than five example is Australia Post’s MyPost. The
times higher than the average profitability High performers increase the type and
MyPost solution is a platform and mobile
of the bottom 5 performers (Figure 6). number of items that are delivered
app that creates a digital mailbox for
In part, these results are due to smart to curbside boxes, as well as shifting
consumers while also allowing them to
pricing, with several high performers deliveries to more centralized community
manage their deliveries. The digital mail
implementing significant price increases, boxes. For example, Austrian Post Group
features in MyPost provide consumers
finding success as they test the elasticity has successfully achieved significant
with an electronic version of their mail and
of mail. For example, Portugal’s CTT has synergies by delivering small packets
offers basic mail management functions
increased the price of a domestic 20g using its mail network. This shift increases
such as mail hold, redirection, or archive
letter from US$0.35 (€0.32) in 2012 to the number of deliveries per stop without
at discounted prices. MyPost also offers
US$0.50 (€0.45)5 in 2015, an increase of affecting delivery time or efficiency.9
parcel functions—such as preferences,
40 percent.6 notifications or delivery options—as a
Redefining the universal service
obligation (USO) single, integrated solution to consumers.12
More importantly, high performers
rigorously focus on cost reduction by: High performers are aggressively and
successfully negotiating with their
Defining labor strategies that control regulators for a USO that meets the new
wages while creating flexibility reality of consistent mail declines and
High performers are effectively working establishes a sustainable foundation for
with their labor unions to redefine universal service. For example, CTT in
the work day and workforce, creating Portugal recently obtained amendments
much-needed flexibility. They are also to certain parameters, such as the quality
aggressively experimenting with new and objectives of its universal service, for
labor models that create a lower-cost, the period 2015 to 2018, in addition to
more easily adjusted labor structure. approval to increase prices above those
granted by their regulator.10
8Figure 6. Mail volume growth, revenue growth and earnings before interest and tax (EBIT) by performer group: 2012 to 2014
20
Mail volume growth 2012 to 2014 Mail revenue growth 2012 to 2014 Mail EBIT percentage in 2014
15
11.1
10
7.8
5 4.5
3.3
1.9
0
-0.5 -0.9
-1.8 -1.3
-4.0 -3.3 -3.4 -3.2
-5
-5.0
-10
-10.0
Top 5 Next 5 Middle 10 Lagging 5 Low 5
Note: CAGR: Compound Annual Growth Rate
Source: Accenture analysis
9Invest in the parcels landed cost, and delivery duties paid
solutions.18 Top five high performer,
Premium B2C
High performers successfully experiment
opportunity bpost, has established offices in Hong with models that drive more revenue
Kong, Beijing and the United States as from B2C deliveries. Some of these
High performers win the race well as purchasing Landmark Global19 experiments, like bpost’s Combo23
to revenue by exploiting as part of its strategy to become the solution, seek to create a new delivery
eCommerce trends portal into the European Union. experience that is far more in the
As shown in Figure 7, the top ten consumer’s control and combines new,
New delivery options value-added deliveries (such as local
performers have achieved significantly
Retailers and e-tailers invest heavily in products and laundry services) with
better parcel volume and revenue
solutions that enable customers to start standard deliveries. Other solutions, like
growth than all other groupings. More
and complete a transaction across all UPS My Choice,24 offer to accelerate and
importantly, a clear correlation emerges
channels. Research shows that 56 percent enhance the delivery experience for a
between parcel volume and revenue
of retailers invest in omnichannel solutions small fee.
growth—through capturing market share
that enable ship-to-store. Forty-one
and smart pricing—and high performance.
percent of consumers consider alternate One-to-many B2C
High performers take full advantage of delivery options important or very High performers invest in solutions
market changes driven by eCommerce— important to their buying decision.20 High that convert a single-parcel B2C
specifically the following trends: performers implement their own delivery delivery into a multi-parcel delivery,
alternatives. For example, SingPost has creating economics that are more like a
mCommerce-driven consumer undertaken new locker experiments, traditional B2B delivery. These solutions
expectations investing in the eCommerce value chain create consolidation points, such as
Today, purchases made on smartphones to enable a more end-to-end eCommerce lockers, pickup locations and alternate
and tablets represent more than 25 solution.21 Posten Norge has 42 secure access points.
percent of all eCommerce transactions. electronic parcel lockers (KePol models)
Shippable mCommerce (online located in seven of its largest cities.22 No-frills B2B
smartphone and tablet purchases, High performers offer low-cost, less
excluding travel and digital goods like High performers drive better specialized services to businesses. For
apps) is estimated to grow by 46 percent B2C margins while stimulating example, FedEx announced in June that
in 2015, reaching more than half of B2B growth all of the increases in capital expenditure
all eCommerce purchases by 2018.13 would go to FedEx Ground, which has
Industry players understand the grown its revenues by nearly 36 percent
mCommerce is changing consumers’
fundamental challenges created by the from 2012 to 2015, largely as a result of
expectations of the eCommerce
surge in B2C eCommerce volumes. While eCommerce and the shift from overnight
experience. In particular, consumers
offering significant growth today and to ground in B2B.25 Austrian Post offers
want the delivery of their mCommerce
for the foreseeable future, B2C packages premium and standard parcel products
purchases to be just as digital as
are much harder to deliver and, as a specifically targeted to B2B customers;
the purchase itself, with the ability
result, contribute significantly less to the these products offer tracking and delivery
to manage delivery with the same
bottom line. Our research shows that in one or two days but without the
device. High performers, such as UPS
this realignment of volume mix away money-back guarantee and noon delivery
(MyChoice),14 FedEx (Delivery Manager)15
from B2B toward B2C is likely to reach a of the Express Mail Service (EMS).26
and Australia Post (MyPost),16 offer
tipping point in 2020 when B2C volumes
solutions that enable their customers
may exceed B2B volumes for the first Vertical specialization
to easily manage the last mile of their
time. Yet the majority of revenue is likely
deliveries. While these solutions create High performers stimulate growth by
to be generated by B2B parcels over the
an opportunity to capture revenue from developing services to differentiate in
same time frame (Figure 8).
consumers, a critical motivation is to vertical markets. These new solutions
drive market share from the growing For parcel companies to manage the craft distinct value propositions for
number of mCommerce purchases. margin challenges created by one-to-one different industry segments to attain
consumer deliveries, and postal companies differentiation in a highly competitive
Cross-border growth market that attracts market share while
to tackle the specialized requirements of
Cross-border eCommerce is growing business deliveries, they must both blur also creating expanded margins. For
at nearly twice the rate of domestic the lines of traditional services. High example, UPS Supply Chain Solutions
eCommerce in most markets.17 High performers are successfully creating new offers special shipping facilities
performers see the opportunity and have models that deliver better B2C profits for healthcare and Posten Norge
invested in cross-border solutions. FedEx, while focusing on offerings that stimulate offers frozen storage with the latest
for example, recently purchased Bongo B2B growth: technology through its Bring27 service.
to improve its cross-border capabilities
and provide parcel consolidation, total
10Figure 7. Parcel volume growth, revenue growth and yield by performer group: 2012 to 2014
25
Parcel volume CAGR 2012 to 2014 Parcel revenue CAGR 2012 to 2014 Average revenue per piece 2014 in US$
20.7 21.2
20
15
12.1
11.0
10 9.6
8.7 8.0 7.6 7.5
6.4
5.3
5 4.2 3.5
0.3
0
-1.7
-5
Top 5 Next 5 Middle 10 Lagging 5 Low 5
Note: CAGR: Compound Annual Growth Rate
Source: Accenture analysis
Figure 8. The shift from B2B to B2C: 2013 to 2020 (Forecast)
North America Western Europe Asia Pacific
CAGR CAGR CAGR
100%
30% 26% 31% 30%
6.5% 36% 5.5% 14%
44%
B2B versus
B2C versus Others
65% 70% 64% 65%
other 1 2.5% 59% 1.5% 4% 50% B2C
revenue2 B2B
breakdown 2013 2020 2013 2020 2013 2020
CAGR CAGR CAGR
100%
B2B versus
B2C versus 43% 6.5% 39% 5.5% 45% 43% 14%
50% 58%
other
volume 3 Others
51% 57% 50% 51%
breakdown 2.5% 45% 1.5% 4%
36% B2C
B2B
2013 2020 2013 2020 2013 2020
Note:
1. Others represents Consumer to Consumer and Consumer to Business and Government to Consumer and Government to Business.
2. Revenue breakdown based on US$ value of the market
3. Volume breakdown based on B2C and B2B average yields
4. CAGR: Compound Annual Growth Rate
Source: Accenture analysis and Accenture global parcel modeling tool
11Diversify selectively High performers adopt restricts operations and the response
to structural market changes, postal
a commercial mind-set and
High performers expand their business-oriented culture
organizations tend to operate at higher
logistics businesses costs or sustain business models
Ten years ago, post and parcel that would have otherwise changed
Logistics is the clear winner in organizations operated in a less naturally through market forces. In
diversification strategies, with eight out competitive landscape using very different short, regulation is less about control,
of the top 10 organizations in our study models. The growth of parcel volumes and more about a lack of control for the
focusing primarily on logistics. While and declining opportunities in their postal player.
significant investment and revenue still historic business areas has created a new
flow from other diversification areas, market dynamic that requires a different 3. Acquisition authority
for the first time it appears that the mind-set, culture and speed. Nothing High performers acquire companies as
chosen diversification strategy matters. has served as a better catalyst for that and when they are needed, based on a
High performers take advantage of their transformation than changes in ownership clear business case. For example, Australia
existing asset base and expand into models. Our research shows a strong Post has purchased StarTrack, noted as
upstream and downstream services that correlation in the last two years between “part of an A$2 billion investment in
complement the core transportation and privatization and high performance. This Australia Post’s national logistics and
logistics business. This “new normal” in year, 60 percent of the high performers retail network which will accelerate the
the post and parcel industry creates a are privatized, versus only 10 percent of creation of a world class parcels network
more complicated industry value chain the bottom 10 performers. For example, to help drive the digital economy.”31
than the historic induct, process and the most dramatic change in the research These acquisitions bring needed skills and
deliver approach (Figure 9). ranking status is CTT in Portugal, up 15 capabilities as well as access to growth
places in the ranking largely due to the markets that enable the high performers
High performers tend to offer solutions
improved profitability it has achieved to grow faster and more profitably.
further up the supply chain, providing
since privatization.
marketplace, payment, fulfillment and 4. Business unit accountability
warehousing solutions to help meet Our analysis shows that privatization
customer needs and capture a greater High performers manage their businesses
itself is not essential; rather, it is the as a series of separate companies.
share of wallet. For instance, SingPost’s mind-set that comes with being a
vision is to become a regional leader in For example, FedEx’s operating
commercially-focused operation which mantra is based on three principles:
eCommerce logistics.28 These logistics makes a difference. High performers use
solutions include air and sea freight, operate independently, meaning each
customer needs and shareholder value as business is accountable for its own
warehouse and inventory management business drivers. Four core characteristics
as well as downstream logistics, such as success and profit and loss; compete
define this culture and approach: effectively, by targeting customers
returns management.29 FedEx recently
bought GENCO, a company specializing with the same brand and customer
1. Broader decision making
in warehouse and distribution center experience; and manage collaboratively
High performers tend to expand into any through loyal relationships with its
operations and returns management. business that drives profitable growth and workforce, customers and investors. 32
is margin accretive. In the case of Poste High performers have found there is
High performers play to their strengths,
Italiane, an aggressive diversification substantial value in creating results
understanding that their skills and culture
strategy into banking, insurance and transparency and forcing each business
align well with a logistics business. To
mobile virtual network operator (MVNO) unit to deliver profitability without
scale quickly and acquire unique skills,
businesses has resulted in growth and cross-subsidization.
high performers are acquiring capabilities
strong performance.
in the market and then strategically
integrating them into their existing 2. A regulator that is focused
networks. For example, bpost has made on sustainability
several acquisitions, such as CityDepot,30
to obtain deep logistics knowledge for A regulator does not necessarily make
cross-border (customs brokerage, freight) a high performer, but it can be a driver
and in-city parcel deliveries. of poor performance. When a regulator
12Figure 9. Evolution of parcel delivery value chain
Marketing
Website and/or
marketplace
Delivery demand generation
on demand
Web Support/
eCommerce
Delivery platform provider
Increased delivery Integration with
alternatives and platforms for
competition sales conversion
Transportation Payment
$ Payment
Flexible to meet
volatile demand Payment validation
and collection
Pick up Faster, shorter Warehousing
distance fulfillment and fulfillment
Source: Accenture analysis
13Being digital
While defending the core, investing in the parcels opportunity, and diversifying
selectively matters, taking full advantage of digital is essential to delivering these
strategic priorities.
This year, our report quantifies digital part of the day-to-day operations and Being digital prepares an organization
readiness and capability using the business model (Figure 10). for future positioning and growth.
Accenture post and parcel digital As expected, our research could not
performance index, which demonstrates While all three elements are important, establish a correlation today between
how digital investments are positioning our research revealed that the industry high performance and digital excellence
the companies we study for growth. has made the most progress in digital (Figure 12). This is partly due to the
strategy—with a score of 2.44 on a scale industry’s immaturity in digital servicing
The index consists of three major of zero to four. While that score is not and enablement areas, the elements of
elements—digital strategy, digital groundbreaking—more investment and our index that would turn strategy into
servicing and digital enablement. Digital progress are clearly needed—it does results. In part this missing link is also a
strategy focuses on how well companies show that digital is becoming a key part lack of clarity in digital strategies around
are planning for digital, as well as using of board-level conversations (Figure the role digital will play in transforming
trends and opportunities created by 11). Where post and parcel players are the rest of the business.
digital to inform their overall corporate struggling—and where the real work
strategy. Digital servicing assesses the begins—is when those strategies are Digital is clearly a game changer, whatever
ability of organizations to be digital in the converted into actions (digital services) the industry. Over time we expect to see
core aspects of their value proposition and then embedded into the heart of the a much stronger correlation between
and to launch new digital services in business (digital enablement). Indeed, the full range of digital scores and high
the market. Finally, digital enablement to date, most of the successes in these performance—so while digital investment
measures how effectively companies digital categories are attributable to is currently no forecast of success, it is an
are using digital as part of their core “one-off” cost and efficiency measures. essential strategic priority.
processes and operations—making it
Figure 10. Accenture post and parcel digital performance index
Digital strategy Digital servicing Digital enablement
1. Trend 1. Product and solution 1. Operations and processes
Extent to which the company’s strategy Extent to which the company offers Extent to which “digital” is referred to in context
reflects “digital” as a relevant industry trend intelligent/smart/digitalized products/solutions of the company’s internal processes, programs,
and initiatives
2. Objective 2. Service
Extent to which the company’s strategic Extent to which the company offers client-facing 2. Resources and organization
objectives reflect “digital” Internet-based services Extent to which the company leverages digitally
powered resources (for example, big data/analytics
3. Interaction
department, software engineering centers)
Extent to which the company offers digital
interaction functionalities 3. Workflow
Extent to which the company applies “digital”
4. Sales functionality
to organize and perform its daily operations
Extent to which the company offers client-facing
sales/order specific digital functionalities
5. Service functionality
Extent to which the company offers client-facing,
service specific digital/online functionalities (for
example, delivery tracking, after-delivery services)
14Figure 11. Digital performance index rating for the postal and parcel industry
4
3 Digital strategy Digital servicing Digital enablement
2.44
2 2.07
1.97
1.81
1
0
Source: Accenture analysis
Figure 12. Digital performance index by performer group
Digital performance index (five performer groups)
4.0
3.5
3.0
2.6 2.7
2.5 2.5
2.3
2.2 2.1
2.0 2.0 1.9 2.0 2.0
2.0 1.8
1.7
1.6
1.5 1.4
1.0
0.5
0.0
-0.5
Digital strategy index (average) Digital service index (average) Digital enablement index (average)
-1.0
Top 5 Next 5 Middle 10 Lagging 5 Low 5
Source: Accenture analysis
15To be a digital organization, post and parcel players could consider:
Delivering for consumers solutions to create more impressions and Recruiting and retaining digitally
a better return on investment. USPS, savvy teams
Consumer expectations are evolving for example, has launched Real Mail
rapidly, and they are playing a far more Notification which provides consumers Turning digital strategies into actions
important role in delivery. In the past, with images of the mail they will receive that generate strong business outcomes
post and parcel organizations could that day. It can also include links to requires a digitally enabled workforce.
focus exclusively on the shipper. Today, offers or targeted advertising. The early As the battle for digital skills grows, post
consumers consider delivery to be part tests of this digital/physical product have and parcel organizations must not only
of the overall eCommerce experience, produced a 10-fold increase in response understand how to attract and retain the
meaning retailers and their shippers are rate, showing the power of these new right skills, but also establish effective
inextricably bound—a challenge when products.35 Continued investment in governance structures that enable digital
Accenture research shows 35 percent digital/physical products will be the key to innovation to thrive within large, legacy
of consumers are dissatisfied with the turning the threat that these new mobile organizations dominated by operations.
delivery experience. Adding solutions advertising products present into an
that satisfy consumers’ demands for opportunity to engage in new ways and Creating a holistic, high-performing
more control over and convenience for through new channels. road map
their deliveries can address more than
70 percent of the issues.33 But that is only With such a broad business span and
The opportunity from data analytics lack of tried-and-tested models, it can be
the beginning. mCommerce accelerates
this power shift toward the consumer. Digital post and parcel organizations difficult to know where to begin to create
Retailers are starting to demand that realize that data is their most important a digital road map. The three strategic
shipping partners have a clear strategy asset, and they are investing to capture priorities within our high performance
on engaging and enabling consumers and use that data. While there are some framework are a good starting point.
with innovative solutions. The volume of highly effective analytics-driven solutions Associated with those strategic priorities,
consumer-focused products has grown in the market, they are few and far Accenture has also identified three
significantly over the past two years. The between. Digitally savvy organizations broad digital investment areas: driving
next generation of these solutions will in the industry are learning to use the efficiencies, digitizing delivery, and
need to deliver more. mountains of data they have on the origin generating revenue. Now is the time for
and destination of communications and post and parcel organizations to fully
Digital disruption in advertising mail goods to identify patterns or predict embrace digital and gain value at scale.
behaviors, reinvent customer relationships, To do so, they will need to prioritize their
Digital presents both a threat to and an better understand business performance, digital investments (Figure 13).
opportunity for advertising mail. Mobile and generate new sources of revenue.
advertising now accounts for 73 percent DPDHL’s new “Resilience 360” product,
of Facebook’s advertising revenue.34 which uses big data to identify potential
Location-based advertisements are supply chain disruptions, is an example of
growing and becoming more targeted, the powerful data these organizations can
linking content and/or the message to a harness.36 While critical to the bottom line
physical location using NFC, Bluetooth by maintaining the pace of productivity
Low Energy (BLE) and a broad range of improvements required for success, data
beacons. Post and parcel organizations and its associated analytics can provide
have an opportunity to combine their significant new sources of topline growth.
physical products with their digital
16Figure 13. The action/outcome digital matrix
Be a digital organization
Diversify
Grow parcels
Drive efficency Digitize delivery Create new revenue
How can digital improve How can digital make How can you use digital
your cost structure and your existing products to create material new
make your organization and services better and revenue streams that
more efficient? more relevant to digital transform your topline
Defend the core
ree native customers? growth potential?
17Strategic priorities
Our analysis indicates there are some critical areas on which post and parcel
organizations should focus to deliver high performance.
Monetization of the entirely different model—an asset-light 4. Experimentation
digital opportunity approach. These new players compete Perhaps most importantly, traditional
based on scalability, with an ability to organizations must conduct their own
Our post and parcel digital performance add or eliminate capacity seamlessly. last-mile experiments in the market where
index revealed that no organization has Because they are sourcing spare capacity they can learn from changing demands
monetized digital effectively to date. and crowdsourced labor—soliciting and behaviors.
While nascent digital solutions show contributions via an online channel—their
promise, more time and investment is investment is negligible while their cost Increasing importance
required to fully exploit the revenue structure is almost 100 percent variable.
potential. Solutions that take out cost to of cross-border eCommerce
Companies such as LaserShip37 and
improve productivity often are easy to OnTrac,38 which use a contractor-based eCommerce-driven, cross-border
identify and benefit from more concrete model to deliver the last mile, or Instacart39 transactions present both an opportunity
business cases—making it simpler to and Deliv,40 use the shared economy to pair and a challenge. In research Accenture
justify and secure the investment. But supply with demand and are asset-light. conducted with AliResearch,45 we found that
these measures can only go so far—it There are other examples around the world, cross-border B2C eCommerce is expected
is not possible to cost cut the way such as GogoVan in Hong Kong,41 Delhivery to grow more than 27 percent annually.
to sustainability. For future success, in India42 and InPost in Europe.43 More than 75 percent of that growth
investments should be prioritized toward will be driven by new consumers trying
focused experimentation on digital As market volatility increases the cross-border eCommerce for the first time.
revenue generation. These efforts require difference between the average daily Those new consumers expect a seamless
new skills and governance models volume and peak volumes, new models will experience that is very different from what
that overcome an “operations first” become increasingly relevant. This is one of is on offer today. Issues and complications
approach—one that produces digital the reasons why UPS acquired asset-light with the cross-border order and delivery
products designed by what operations Coyote Logistics, as a means to boost its process pose the most significant risk to this
can do, not what customers want. capacity to address peak periods and to new growth area. Creating a simple, easy-
As mail volumes continue to decline avoid the service shortfall in capacity it to-use cross-border product is key to taking
and last-mile delivery becomes more suffered during the 2013 holiday season.44 advantage of a new stream of consumers.
competitive, having profitable digital Post and parcel organizations must seize
solutions that drive topline growth will the opportunity to adapt. Four elements Cross-border activities require new skills,
become even more important—and are vital to win the last-mile battle: technologies and products that most
ultimately, could be the key to becoming, post and parcel organizations are still
or remaining, a high performer. 1. Cost variability developing. New expectations will favor
Traditional post and parcel organizations companies that provide a date-certain,
Last mile is the must rework their cost structures, expedited process across borders. Gone are
next battleground converting fixed costs to variable costs. the days when deliveries can “stop-the-
clock” for time spent in customs. Digitally
Our research shows that new market 2. Capacity variability savvy consumers demand time and cost
entrants are bold and nimble. Despite certainty, making delivery duties paid (DDP)
As eCommerce demands change, it will be
owning the original assets, such as the solutions that provide a guaranteed total
important to develop the ability to add or
last mile vehicles and the local delivery landed cost and the associated certainty
eliminate capacity quickly.
units or depots, postal players are being through customs a necessary product in
challenged by these new organizations, 3. Technology-driven services the cross-border portfolio. In contrast with
which pair supply and demand effectively. traditional postal cross-border solutions, it
A connected delivery workforce with
Historically, the barrier to entry into is clear why this area needs attention and
the tools to support capabilities, such as
last-mile delivery has been the significant investment over the next few years.
dynamic routes or real-time instructions,
cost of developing a network. Now, new
is no longer optional but essential to
entrants are experimenting by using an
compete effectively.
18Some post and parcel companies Figure 14. Cross-border B2C market by 2020
have already started and are gaining
significant market share, busily investing Global B2C consumers by region (million people)
in enabling differentiated solutions in
East to West trading and flows. Our Overall B2C Cross-border B2C
research shows the reverse—building Asia Pacific 625 112
capabilities to deliver from West to
1,131 477
East—will become far more important
in the future, with most of the new Latin America 101 16
cross-border consumers emerging 216 106
from Asia (see Figure 14). To enable
those transactions, new solutions Western Europe 274 79
are necessary that focus on reducing 313 152
complexities—such as local currency
payments or tax duties—to make it easy Middle-East and Africa 52 21
to meet consumer expectations for 116 91
speed, data security and value.
North America 186 47
Our research shows investment in solutions 229 84
that make cross-border eCommerce look
Mid-eastern Europe
and feel like today’s traditional eCommerce 77 34
and Central Asia
are accelerating. For example, the 109 68
free-shipping phenomenon in domestic
shipping is starting to infiltrate cross- 2014 2020
border transactions, with several online
retailers offering or experimenting with Source: Accenture Global Cross-border B2C E-Commerce Market - Rise of digital consumers and business globalization
free international shipping. We have also
seen investment in technologies that tailor
language, currency, price and product Region 2014 to 2020 new cross- New consumer regional
availability, by country, with minimal border B2C consumer (millions) contribution
incremental effort. As post and parcel Asia Pacific 365 54.6%
organizations expand the value chain, they
are well positioned to create seamless Latin America 90 13.4%
cross-border solutions. Western Europe 73 10.9%
Cross-border packages are usually higher Middle-East and Africa 70 10.5%
margin products that can significantly North America 37 5.5%
boost financial performance. To benefit,
Mid-eastern Europe and Central Asia 34 5.1%
post and parcel organizations need an
international strategy that addresses
market entry, product features and Source: Economist Intelligence Unit, Industry Research Report, World Bank and Accenture analysis
competitive position. They also require
technology investments that make
integration with eCommerce sites
seamless, and enable flexible solutions that
address consumers’ changing demands.
Our research shows that high performers
today are already positioning themselves to
take full advantage.
19On the horizon
Our research identifies trends that have not yet influenced high performance but
are likely to have a significant impact in the future. Two technologies to watch are:
Internet of Things (IoT) cellular signal strength. Data collected
by these sensors could then be sold
time and payload capacity have made
marginal progress.
As a result of the plummeting cost and to commercial enterprises as well as
proliferation of sensors and readers, • The maturity of flight control and
embedded in consumer-focused apps—
increasingly powerful and ubiquitous aircraft hardware has progressed,
including city air pollution levels captured
networks, and rapidly evolving enabling drones to be used in more
daily at street level throughout a city.
interconnected, intelligent systems, industrial applications.
the IoT is a growing opportunity. While Delivery enhancements • More progress will be needed in collision
not yet a priority for post and parcel
Low-energy sensors using new low- avoidance, autonomous delivery
organizations, we believe that the IoT
energy network protocols can enable mechanisms and regulations before
could become critical to the industry
event-based communications, such as drone delivery will be feasible at scale.
in the next five years. IoT has the
potential to create significant cost saving texting consumers to notify them of a
letter or package as they walk or drive by While consumer applications are
opportunities as well as new sources of driving awareness and acceptance,
revenue―not only by embedding digital their community mailbox.
the real advances being made in drone
technologies within the organization, but capabilities are in commercial uses.
also by extending into a broader digital Processing intelligence
As these applications become more
ecosystem of customers, partners and Sortation plants and depots can create mainstream and commonplace, the
connected products. Post and parcel systems to better manage the entire acceptance of commercial drone usage
organizations could use the IoT to enable network through machine-to-machine will increase—with the multirotor drone
productivity improvements, monitor and communication and prompt the micro- market estimated to grow at a CAGR of
optimize operations or fleets, create management of efficiencies at a daily or 22 percent and reach more than US$2.2
new data-driven businesses and deliver even hourly level. billion by 2020.50 And while autonomous
unprecedented improvements in the drone delivery may not become a reality
customer experience.
Drones soon, commercial use outside the delivery
industry makes clear that drones can
Reader platform In the 2014 report, we referenced the play an important role within the post
potential for drones to disrupt the industry. and parcel space in other ways—such as
Few organizations have more vehicles
Over the past 18 months we have seen a monitoring delivery efforts, proactively
and coverage than post and parcel
significant increase in experimentation, addressing traffic issues or automating
organizations, making them the perfect
as applications for autonomous drones the identification of new delivery points.
platform for mobile readers. With these
(unmanned aerial vehicles) in logistic
readers, vehicles could become a traveling
operations have progressed rapidly. For
platform that captures valuable data
example, in the last year in the United
from a dispersed sensor network. These
States more than 1,000 Federal Aviation
readers, for example, could collect data
Administration exemptions were granted
from consumer applied sensors, such as
to commercial organizations to conduct
on stolen bikes or lost pets. They could
drone experiments,46 while internationally
also read commercial or government
no fewer than nine delivery organizations—
applied sensors, such as solutions that
most notably DHL,47 SF Express48 and
monitor usage levels of trash receptacles
Amazon49—are already experimenting with
in parks or streets.
drones to deliver small parcels as part of
their operations.
Sensor platform
Delivery vehicles could be equipped to Our research shows that:
carry sensors to capture data. Simple
solutions exist, for example, to monitor • Drone safety and planning capabilities
have improved significantly, while flight
2021
Research methodology
This report consists of analysis based on Having determined companies’ Second, the 2015 report introduces a new
publicly available information, content positioning relative to these elements, framework for analysis—the Accenture
published by postal organizations and we created a scorecard identifying post and parcel digital performance
Accenture industry knowledge and which organizations performed index. Developed by the Accenture
experience. The list of 30 post and parcel above average within the industry. Institute for High Performance, the post
organizations analyzed is detailed below. Comparative analysis was adapted to and parcel digital performance index
account for government ownership of provides a mechanism for companies to
As in previous years, we have used a the majority of postal organizations. evaluate their digital readiness against
quantitative model to assess financial a proven set of criteria. Our team has
performance and a qualitative model to Once we established the basis for customized the index for post and parcel
determine the drivers of high performance. high performance, Accenture used the companies to create an industry-focused
Our methodology is based on the value of following terms to describe the rankings scorecard that not only helps to evaluate
discounted cash flows to shareholders, or of the post and parcel players: top digital abilities, but also indicates where
economic value added (EVA®) and the total five performers (also known as high investment should be focused. As with
shareholder return (TSR). We measured performers), next five performers, middle the high-performing post and parcel
high performers based on a comparison of 10 performers, lagging five performers model and scoring, the index used
metrics across six different elements: and bottom five performers (also known publicly available data and input from
as low performers). Accenture subject matter specialists.
• Greater than expected returns from In this way, a score has been developed
investments This year’s report has two variations from with minimal bias and subjectivity.
our previous studies: first, we have shifted
• Topline revenue growth
the timing of the report to better align For a full overview of the Accenture high
• High future value growth with the availability of audited financial performance postal industry process
statements. Our analysis now focuses on model, please visit www.accenture.com/
• Continued value creation over industry
the preceding year and takes into account postal.
eras and life cycles
more recent information. In making this
• Reliable and predictable financial adjustment, and to avoid any data “lag,”
performance the 2015 report includes data for most
• Better positioning and performance organizations across the last two years
relative to peer set (that is, from 2013 and 2014).
Organization Country Organization Country
An Post Ireland Magyar Posta Hungary
Australia Post Australia New Zealand Post (NZ Post) New Zealand
Austrian Post Group Austria Post Office Limited United Kingdom
bpost Belgium Posten Norge Norway
Canada Post Corporation (CPC) Canada Posti Group Finland
Ceska Posta Czech Republic PostNL The Netherlands
Correios Brasileiros (ECT) Brazil PostNord Sweden and Denmark
Correios de Portugal (CTT) Portugal Royal Mail Group (RMG) United Kingdom
Correos y Telégrafos (Correos) Spain Singapore Post (SingPost) Singapore
Deutsche Post DHL (DPDHL) Germany South African Post Office (SAPO) South Africa
FedEx United States Swiss Post Switzerland
Groupe La Poste (La Poste) France TNT N.V. The Netherlands
Gruppo Poste Italiane (Poste Italiane) Italy United States Postal Service (USPS) United States
India Post India UPS United States
Japan Post Japan Yamato Japan
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