An increasing number of services and products are being sold online, causing rapid growth in registered commercial letter mail up to 2kg. This should be good news for the major postal services, but customers are also increasingly demanding customized delivery services (e.g. same day, time certain, alternative addresses) which the posts are currently unable to provide.
The domestic products and services offered by the major postal services are failing to meet the demands of etailers and their customers, and – more worryingly – their own key customers.
Their current process and cost structures are designed for the needs of the sender, not the recipient, and based on mass consolidation and once-a-day delivery in a monopoly environment. Postal services are still running networks primarily designed for yesterday’s analogue world.
Modern communication logistics networks need to be customer-focused, data-driven, modular, flexible and responsive. If posts fail to meet this challenge, their key customers will actively look for alternatives, such as third party retail networks.
Retailers are faced with a new breed of customer, one no longer in the habit of buying the products offered by a favoured retailer. Today’s acquisition process is:
This has changed the communication logistics requirements:
None of these new requirements are sufficiently covered by the standard parcel post products and services currently offered by the postal incumbents.
Today’s retail landscape will also continue to change. Our data and information-driven society is making some of the classic retail functions secondary, or even obsolete:
All that remains is customer service and the logistics of actually getting the product or service to its purchaser. The rest has already been supplemented by digital means.
Thus in a world where all goods are available 24/7, last mile delivery is key.
Parcel post services in their current state suffer a number of serious disadvantages compared to courier & express services.
Parcel post is:
Postal services are also facing competition in their key role as a trusted third party and mediator between two parties in a communication or transaction (the premise upon which the Universal Postal Union’s TLD .post is based).
Data-driven ecommerce platforms themselves are stepping into the mediator role, and therefore it comes as no surprise that ecommerce platforms are also beginning to extend their service offering to cover final delivery.
What is surprising, however, is their method of securing the necessary communication logistics to do so.
Ecommerce platforms are actively pursuing methods of combining their digital strength with the physical presence of retail networks (see announcements by Google, Amazon, Walmart, Asda, Home Depot):
The major incumbents face a series of challenges:
There is common agreement amongst posts that today’s parcel post products and service levels do not yet fit tomorrow’s demand.
In most European markets the top 10 etailers together generate 1/3rd of all national ecommerce traffic. The more these etailers face barriers put in place by national postal incumbents and designed to protect their domestic market dominance, the more likely it becomes that etailers will seeks ways to sidestep these obstacles.
One solution is to join forces with physical retail networks and establish alternative delivery networks, either individually or in an open platform approach. A win – win situation for ecommerce and retail chains, but a disaster for the posts.
It will be fascinating to see how traditional parcel post services respond to these challenges, and whether they can succeed in reengineering yesterday’s analogue delivery networks in order to meet the demands of modern consumers.
Watch this space!
Images on this page courtesy of StuartMiles/FreeDigitalPhotos.net