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In the subsequent phase which lasted from June
through August, we planned integration activities,
defined the measures to be taken by the respective
business segments and identified corresponding synergies.
Those persons who were to hold key positions
were designated during this early stage of integration
in order to keep uncertainty among employees to a
minimum.
The new management team – well prepared and already
firmly anchored in the overhauled organizational structures
– could then tackle the third and final phase of
integration in September, namely, actual implementation.
Execution of the previously developed action
plans is proceeding at a brisk pace – and should take
one to two years, depending upon the project. A performance
measurement system was established to monitor
the qualitative and quantitative aspects of integration.
This system enables us not only to keep an eye on
whether implementation is proceeding according to
schedule but also to obtain information about the economic
effects achieved to date.
A wide variety of communications measures will be
implemented parallel to the entire integration process
so that our employees and customers are also continually
up to date on the latest developments.
EXPRESS – Building Europe’s leading parcel
distribution network
We launched the STEP (STarting Europe’s leading Parcel
network) project in March 1999 to handle the
numerous tasks involved in integrating our various new
acquisitions. This project’s objective is to develop our
future distribution platform, decide upon its basic features
and position it in the market in close cooperation
with our European partners.
A standardized international product portfolio is being
developed on the basis of a jointly agreed vision. This
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portfolio will offer customers extensive service in the
cross-border parcel and pallet distribution field while
simultaneously underscoring our position as a highquality
provider.
During the network’s start-up phase, our interfaces with
the customer – in other words, our sales and customer
service organizations – will continue to use existing
systems. This will enable a customer-by-customer
migration. We will strengthen Deutsche Post Euro
Express’s new image by implementing uniform standards
and a rebranding and communications strategy
throughout Europe.
The individual operative processes were developed to
reflect our new products. This concept is built around
an innovative centralized transport management
system for international traffic between various locations.
The use of uniform checkpoints and the interlinking
of national IT systems will make it possible to track
and trace items throughout Europe.
This project will not only implement measures to
increase quality and ensure smooth-functioning
invoicing processes, it will also conduct personnel
exchange programs to foster an international corporate
culture.
Implementation moved to center stage at the start of the
year 2000, with requisite structures and processes now
being put in place in the individual countries. This transitional
phase will be wrapped up during the second
quarter of 2000 with the launch of our new product
portfolio in the individual countries.
We plan to expand our range of add-on services, further
optimize our operational procedures and establish a
uniform IT platform by mid-2001. In the process, Deutsche
Post Euro Express will further strengthen its role as
Europe’s leading distribution partner.