RING TERMINALS COPPER TUBE TERMINALS (LIGHT DUTY)(INSULATED)
Webinar business models for parcels terminals
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Transcript of Webinar business models for parcels terminals
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Welcome to our Postal Webinar Series
Use the chat window if you need help during the webinar,We will start in a few moments…
Parcels TerminalsAn Update on Leading Business Models
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Parcels terminal networks: strong projections for growth
The e-commerce boom is pushing the rise of parcels terminal networks:
DHL: 2,500 PackStations in 1,600 cities.
Integer.pl: 16,000 easyPack terminals in Europe by the end of 2016
Itella Group: 350 stations by 2015
Post Denmark expanding from 131 to 200 “Døgnposten” units
Nightline plans : 400 “Parcel Motels”
The convenience of anywhere/anytime e-commerce is met by the convenience of anywhere/anytime pickup
Consumers delivery/pickup expectations are on the rise DHL’ Control Cockpit
GLS Germany’s FlexDelivery Service
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Sound business strategies for competitive advantage
To keep a competitive advantage parcels terminals operators must consider business models for:
Customer choice
Shipper Convenience
Increased Gain in Market Share
Improvement in Operational Efficiency
Financial Gain
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Two categories of business models
Customer drives delivery into
parcel terminal
Shipper drives delivery towardparcel terminal
Customer-driven Shipper-driven
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Pull models
Customer-driven
Operator-exclusive proprietary network
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Terminal Operator
Customer-driven
Customer Choice Choice of terminals may be limited
Shipper Convenience Shippers limited to ship with terminal operator
Operator’s Market Share Not likely to increase market share
Operational Efficiency Delivery to terminals is highly efficient
Finances (Terminal Operator)Low last mile costsCosts for deploying, managing terminals network
Customer Choice Choice of terminals may be limited
Shipper Convenience Shipper can pick carrier of choice
Carrier’s Market Share Not likely to increase market share
Operational Efficiency Preferred carrier may not offer time-definite commitments
Finances (Terminal Operator)Low last mile costsCosts for deploying, managing terminals networkSome revenue for partial handling of preferred carriers’ parcels
Carrier-agnostic, proprietary parcels terminal network (1)
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Preferred Carrier
Terminal Operator
Customer-driven
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Carrier-agnostic, proprietary parcels terminal network (2)
Customer Choice Choice of terminals may be limited
Shipper Convenience Shipper can pick carrier of choice
Operator’s Market Share Not likely to increase market share;
Operational EfficiencyInduction into depots efficient and not costlyPreferred carrier likely to offer time-definite commitments
Finances (Terminal Operator)Low last mile costsCosts for deploying, managing terminals networkSome revenue for partial handling of preferred carriers’ parcels
Preferred Carrier
Terminal Operator
Customer-driven
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Success factors: Carrier-neutrality Convenience for customer adoption
Open Platform of Parcels Terminal
Carriers Collaboration
Customer-driven
Terminal Operator
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Success factors: some examples
Open Parcels Terminal Platform
Carriers Collaboration
Customer-driven
Terminal Operator
Subsidizes UK retailers to host terminalsNightline
carrier-neutral approach
Parcel Select
Deploys Cleveron’s terminal with retailers in Baltic Countries
Rents space from supermarkets, gas stations, etc.
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Push models
Shipper-driven
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Various Push models are emerging
Shipper-driven
Proprietary solution with delivery by local carriers eCommerce
Field-engineering support
Supply Chain Solutions
All shipments to terminals; paid by Avon
Optional Shipment to terminals; paid by recipientsMulti-Level Marketing
Multi-Level Marketing
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Adoption rate vary, and depend on the business model/objectives
Shipper-driven
Partial push – terminals endorsed by shipperHigh adoption due to speed and cost of
service
Push-pull (collaboration)High adoption rate
Pure pushHigh adoption rate due to payment by
shipper
Partial push – terminals are endorsed by shipper
Recipients influence adoption rate
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What next?
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Growth opportunities for parcels terminals
Consumer-based
economy
Just-in-time
Supply Mgmt
• Large distribution centers are moving to suburban or exurban areas
• Proximity to road, rail, airport networks
• Lower cost of land
• Opportunity to service regional and national markets
• Increase in delivery trips from distribution centers to urban areas
• Congestion, noise pollution, CO2 emissions
• Urban consolidation centers
• Load consolidation among businesses to run joint delivery rounds
• Delivery during off-hours
New Approaches to Urban Logistics
Environmental Un-
sustainabilityLogistics Sprawl
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Growth opportunities for parcels terminals
Local online shopping Google shopping
Person to person commerce craigslit, oodle.com
Virtual shopping Tesco in South Korea Cencosud in Chile
Reverse Logistics Local recycling
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Opportunities for new business models
Open Platform of Parcels Terminal
Carriers Collaboration
Terminal Operator
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