rafał brzoska inpost ceo and founder - european · pdf fileinpost ceo and founder improving...
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Rafał BrzoskaInPost CEOand Founder
IMPROVINGCROSS-BORDERDELIVERY WHILESUPPORTING USO
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A Parcel Lockerservice conceived for people
SECURITY CAMERAS
MODULARITY, EXTENDABLE
ELECTRONIC SYSTEM TOOPEN RELEVANT LOCKER
OPTION BANNER WITHBACKLIGHT
OUTDOOR: OPERATING24/7, QUICK INSTALLATION
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SHOP ONLINE AND SELECTAN INPOST LOCKER FOR DELIVERY
GET TEXT ALERTAND TRACK YOURPARCEL
COLLECTAND ENJOY
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HAND THE PARCELTO THE COURIER
CUSTOMER COMPLETES ONLINEORDER AND SELECTS INPOST LOCKER
FOR DELIVERY
PREPARE THE PARCELTHEN PRINT AND STICK
THE DELIVERY LABEL ON
END USERSE-SHOPS |
Thanks to effective logisticsprocess InPost parcellockers help to reduce CO2emission
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ONLY TRADITIONAL HOME DELIVERY
HALF OF THE PARCELS GO TO PARCELLOCKERS
50 000parcels per day
-40%vehicle needed
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Source: Calculations by University of Science and Technology in Krakow (AGH), Poland
carsneeded250
417 carsneeded
We make e-shoppers excitedin more than 20 countries and 1100
cities in the world5
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parcel lockers indifferent countries
4000employees in differentcountries
10000
Over 20 mlncustomers have used InPostParcel Lockers
LOCATION PARTNERS
E-COMMERCE COURIERS
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of parcels aredelivered toParcel Lockersnext day
98%of customers aresatisfied withdelivery time andservice quality
99%
58%of parcels are collectedoutside standard workinghours
InPost is the biggest operator of aninternational independent network of
self-service parcel lockersAnd the biggest private postal operator in Poland
co-financed by PineBridge (U.S. private equity fund)as well Franklin Templeton & BGK that recently invested
€ 115 M in InPost
AWARDED: GROWTH, E-COMMERCE & INNOVATION, CUSTOMER SERVICE, RETAIL INNOVATION OF THE YEAR
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How is the market now?
Do the current solutions work?
Is the functional separation a solution?
How can the separation be implemented?
Can the functional separation be beneficial for the postal market?
Can the functional separation be beneficial to the cross-border?
State of play
USO
Declining volumes of services
E-substitution
Cross-border
High barriers to entry foreign markets
High price of wholesale access
Complicated procedures for complaints andreturns
111 2 3 4 5 6 Do the current solutions work?
Lack of profitability of USO Slow development
No evidence for effectiveness of the current regulation
121 2 3 4 5 6 Do the current solutions work?
State of play Effects
Lack of competition in the lettermarket
Rising prices of universalservices in the EU
Decreasing employment
Lack of development of cross-border services
Progress and stage of development
Current regulatory policy
Degree of development of the retailmarket
No wholesale access services
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Need for significant changesChanges are to guarantee:
availability of universal services at affordable prices,
good quality of universal services,
profitability for incumbents,
keeping up the level of employment,
improvement of cross-border services.
131 2 3 4 5 6 Do the current solutions work?
Functional separation
141 2 3 4 5 6 Is the functional separation a solution?
Functional separation
Opening of the wholesalemarket
USOsupport
Cross –border
development
Wholesale Unit
Retail Unit
IncumbentOperator
1 COMPANY 2 UNITSSeparate:
business targets
brands
information systems
Wholesale part responsibilities
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Needed practices: Necessary regulations toensure:
Equal accessChanges of processes and procedures
/ Equivalence of input principle
„Chinese walls”Separation of assets / Separated IT
infrastructure
ReportingSeparated financial statements / KPI confirming
the quality of services
Separate motivation systems
Brands
separation for retail and wholesale unitchange of processes and procedures
equal access to information
wholesale prices control
eliminating conflicts of interest
introduction of separate brands
Access to the infrastructure of designated operator in UK
161 2 3 4 5 6 How can the separation be implemented?
Source: www.ofcom.org.uk
Impact of the functional separation on the domestic market
171 2 3 4 5 6 Can the functional separation be beneficial to the cross-border?
Incumbent Increased level of efficiency
Additional revenue ensured
Optimalization of the use of existing resources
Postal operators
Clients
Reducing the barriers to entry the market
Wider access to customers
Financial savings - lower prices of services
Maintain affordability and accessibility of services
Increase of the quality of services
Providing a single point of support for theservices provided by different operators
Impact of the functional separation on the cross-border
181 2 3 4 5 6 Can the funcional separation be beneficial to the cross-border?
Possibility of entering other markets
Easy access to incumbents’ networks;
Strengthening of competition
Access to customers in other countries
Low costs of shipping and complaints
Sales increase
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E-commerce
Impact of the cross-border development on the USO
E-commerce USO
191 2 3 4 5 6 Can the funcional separation be beneficial to the cross-border?
Possibility of entering other markets
Easy access to incumbents’ networks;
Strengthening of competition
No "cannibalisation" own retail services
Maintaining the existing postal network
Motivation to increase sales (separately defined salestargets for wholesale unit)
Access to customers in other countries
Low costs of shipping and complaints
Sales increase
Lower prices of services
No need to change the scope of the USO
Ease of contact (one point of contact for all postalservices)
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