Service-oriented - Die Schweizerische Post
Service-oriented - Die Schweizerische Post
Service-oriented - Die Schweizerische Post
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management of internal postal services<br />
being outsourced. This results in new<br />
business opportunities for Swiss <strong>Post</strong>. By<br />
contrast, electronic substitution and<br />
changing customer behaviour, declining<br />
use of post offices and a failure to cover<br />
the costs of operating a nationwide post<br />
office network have all had a negative<br />
impact on the development of Swiss <strong>Post</strong>.<br />
The Swiss National Bank is predicting a<br />
slowdown in economic momentum for<br />
2007. Almost all the components on the<br />
demand side will continue to grow but at<br />
a more modest pace. Consumer spending<br />
will benefit from the robust trend in disposable<br />
incomes. Swiss <strong>Post</strong> will continue<br />
to profit from the favourable economic<br />
trend.<br />
The expected positive economic trend<br />
and growth in imports, exports, willingness<br />
to invest and G P, coupled with low<br />
real interest rates will boost our business<br />
in the financial and logistics sector in particular.<br />
The strongest growth is expected<br />
in the telecommunications and financial<br />
sectors. A growing number of scheduled<br />
services will probably be put out to tender<br />
in the passenger transport sector. As regards<br />
financial services, competition in<br />
the mortgage market remains very active.<br />
<strong>Post</strong>Finance wants to grow in terms of<br />
customer deposits in particular. Crossborder<br />
competition will also continue to<br />
increase, which will have a significant<br />
impact on the Logistics business area and<br />
the International business unit.<br />
Swiss <strong>Post</strong> will probably increase its company<br />
value again in 2007 and thus meet<br />
the Federal Council’s target ( 6). Given<br />
the increasingly fierce competition and<br />
sustained impact of substitution, today’s<br />
healthy profit figure should not deter us<br />
from continuing to pursue our strategy. In<br />
order to implement it successfully we will<br />
take all the necessary steps on the income<br />
and expenditure front.<br />
1 etails on volume trends can be seen in the section on the respective<br />
unit.<br />
Annual Report | <strong>Service</strong>-<strong>oriented</strong> | Group<br />
17<br />
Read more online<br />
www.swisspost.ch/ar2006links<br />
4) Overview of Swiss <strong>Post</strong>’s universal services<br />
5) Swiss <strong>Post</strong>’s basic service, terms and definitions<br />
6) The Federal Council’s strategic objectives for<br />
Swiss <strong>Post</strong> 2006–2009<br />
8) <strong>Post</strong> office network: the only constant is change<br />
99) Figures for the 2006 Annual Report<br />
Key figures – Swiss <strong>Post</strong> Group<br />
Financing<br />
2006 2005<br />
Total assets CHF million 55600 50130<br />
Of which: customer deposits CHF million 48364 43630<br />
Equity<br />
Investments<br />
CHF million 1605 922<br />
Investments CHF million 540 347<br />
Of which: other tangible fixed assets, intangible assets CHF million 195 176<br />
Of which: operating property CHF million 310 153<br />
Of which: investments CHF million 35 18<br />
Ratio of self-financed investments<br />
Value generation<br />
% 100 100<br />
Cash flow from operating activities CHF million 3247 3603<br />
<strong>Post</strong> Value Added (PVA) CHF million 532 532<br />
1 efinition of “abroad” in accordance with secondary segmentation in the Financial Report.<br />
2 Added value = operating result + staff costs + depreciation – income from sale of property, plant and equipment, intangible assets and investments<br />
Additional key figures are set out in the table of figures. ( 99)
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