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Pošta Slovenije
Post of Slovenia
Marjan Osvald
Director, International Mail
Presentation Outline
• Company Overview
• Challenges
• Cooperation
Company Overview
Moj paket Feniksšped
Subsidiaries
PS Pozavarovalno zastopništvo
EPPS
LEGAL STATUS
Limited Liability Company, 100% state owned
1995: Corporatisation (state enterprise) 2002: Transformation into a public limited companyCORPORATE GOVERNANCEFounder: Republic of Slovenia Supervisory Board: 6 members (4 government-appointed)
Senior Management: 3 members plus 2 authorized officers
Company Overview
SERVICES (1991–2013) (IN THOUSANDS)
2013
2012
2011
2010
2009
2008
2007
2006
2005
2004
2003
2002
2001
2000
1999
1998
1997
1996
1995
1994
1993
1992
1991
200,000 300,000 400,000 500,000 600,000 700,000 800,000 900,000 1,000,000 1,100,000 1,200,000
973,527
1,034,047
1,123,180
1,122,623
1,126,975
1,208,034
1,117,376
1,069,344
957,491
909,524
781,095
700,132
615,124
576,999
511,821
465,368
427,234
453,863
398,866
375,667
332,500
318,449293,902
2013
2012
2011
2010
2009
2008
5.600 5.800 6.000 6.200 6.400 6.600 6.800
6.095
6.382
6.534
6.568
6.705
6.773
Staff Streamlining
Staff Number
Company Overview ‒ Operating Indicators
2013 ‒ net loss of 16.7M
2013 net sales revenues ‒ 215,301,942
Challenges
New technologies
Environment concerns
Defend market share in the core business
Changing volume trends
Strong competition
Increased customer convenience demands
Regulatory demands
CHALLENGES
Competititors
To create a win-win situation by establishing synergies between Slovenia Post processes and those of UPS, DPD…
Other postal operators
To take advantage of the regional market
knowledge and potential
National Authorities
To seemlessly integrate postal and customs processes
Cooperation
National Authorities ‒ Process Integration
2010
2011
2012
2013
2014 (jan-apr)
0 20000 40000 60000 80000 100000 120000 140000
Customs Services - volumes
CUSTOMS SERVICES Printing
CUSTOMS SERVICES Notice
CUSTOMS SERVICES Sub-mission to customs
pcs
Things to consider
Mail features (volume & profile)
Areas of interest (delivery, PUDO, retail network)
Electronic interface requirements
Capacity constraints
Quality (transportation times etc.)
Security requirements
Operational process alignments
Compliance with the competition legislation
Benefits
Additional use of the one‘s own network resources
Additional revenue generation
More control over the domestic and international mail flows
Access to global networks and brands
Getting to know other operational processes
Competition – Building Synergies
Postal Operators – Exploiting the Potential
If nothing is done, competition will take the advantage
E-commerce growth
Excellent knowledge of
domestic market(s)
Good value for money
10
THANK YOU
Marjan OSVALD, Pošta Slovenije