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Canada Post Powerpoint Template

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Canada Post

Transcript: Facilities Profile Letter vs. Parcels Cost Advantage Automatic mail Epost, E-transfer, and automatic withdrawal Ad mail and long term customer relationships Daily communication eliminated from paper mail Challenges History Red Alert (stop delivery services) Generate overload next day Customers perception of delivery Any Questions? From sender to processing facility Largest Canada Post processing facility is in Mississauga, Canada Mail processing machines can move up to 40,000 items per hour From processing facility to targeted region Business Vs. Personal Mailing Communicate within seconds (anywhere) vs. 3 days (locally) Reduction of Transaction Mail by 184 million in 2013 Increase fixed cost from rise in authorized mailing address Further development in technology, larger decline Older Generations May be unable to access community mailboxes Annual reduction of $400-$500 million Younger Generations Moving into electronic ways of communication Loss of support Internet Demographics of Customers Geographic operating regions across Canada Some areas are better served than others People do not like the five year plan Job losses Canada Post is a Crown Corporation Financial losses are incurred by Canadian taxpayers Canada Post must become self-sufficient http://www.cbc.ca/news/business/canada-post-changes-mean-8-000-fewer-jobs-1.2459776 Facilities Profile Rural Vs. Urban Communities Implementing in near future automated sorting Reduce full time positions Requires larger initial investment, but reduces operating cost significantly in the future Competitive Priorities Automatic mail Epost, E-transfer, and automatic withdrawal Ad mail and long term customer relationships Daily communication eliminated from paper mail Competitive Priorities Process Challenges Challenges Business Vs. Personal Mailing Significantly lower than two major competitors (FedEx and UPS) Parcel shipped from NS to BC Canada Post $14.62 FedEx $39.56 UPS $31.84 Customers incur a tradeoff of efficiency for savings Total volumes of mail expected to decrease by 25% in next 7 years Volumes of parcels increase by 3% From 2011 to 2012, handled 225 million fewer prices of mail E-Commerce responsible for increase in parcel traffic Last holiday season more than half of all Canadians made an online purchase Letter carrier route measurement system Complex calculation of Distance Volume Coverage Average walking speed Obstructions Standard mail can take 3 to 7 days Large parcels up to 2 weeks Delivery Breakdown Competitive Priorities Process Reducing Costs 6,400 retail offices 26 processing facilities Mostly urban centers Process non-local mail deliveries 68,000 employees Financial Losses Thank-You Group 2 - Alex Johnson, Deirdre Campbell, Jason Kopchia, Ian Gullage, and Peter Keyser Established in 1981 as a Crown Corporation Different from other Crown Corporations Door-to-door deliver (distance) Increases amount of time and workers Community Mailboxes Reduces distance Distributes multiple households at once Weather 15.3 million addresses 68,000 employees Mail carriers Drivers Warehouse workers http://www.cbc.ca/news/business/canada-post-changes-mean-8-000-fewer-jobs-1.2459776 Challenges Volume of Mail Facilities Profile Incurring significant financial losses Implementing five year plan to cut costs Phase out door-to-door delivery Cut 8,000 jobs throughout five years Estimated 15,000 employees will retire Reducing Costs

canada post

Transcript: Three Main Thrusts Value Analysis and Optimization of Reusable Containers at Canada Post -provide quality service -keeping operating cost low -mail volumes high 1-Information gathering 2-Function analysis 3-Speculation 4-Evaluation 5-Proposal development 6-Report 7-Implementation and Audit. Monotainers were not where needed when they were needed. Thank You for Your Attention Value Analysis Defining the Problem Empty monotainers were not in the right place at the right time. References -Hayes,R.T. 1992 "Value Management,"in Maynard's Industrial Engineering Handbook,ed.William K. Hodson,McGraw-Hill,NewYork,pp 7.25-7.47 -Mudge,A.E. 1971, Value Engineering, A System atic Approach, McGraw-Hill, New York. -Twede, D. 1988, "The process of distribution packaging innovation and its relationship to distribution channel structure ,"PhD dissertation , Michigan State University. -Uxa, W. V. 1994."Returnable /resuabla containers in the automotive industry and the related capital budgeting investment decision ,"Master's thesis, Michigan State University. 1)The Toronto region will have full responsibility and autority for empty monotainers. 2)Toronto will negotiate with the other regions to establish reasonable levels of empty monotainer inventory to meet their requirements and Toronto will control all monotainer movements between regions 3)The other regions will have a deadline to return monotainers they receive back to Toronto,and this return cycle time will be enforced. Ecem Tumluer Meleknur Seyhan Checking Assumption

CANADA POST

Transcript: Target Customers Canada Post Accessibility Labor Union Letter mail Neighborhood mail Parcel and courier delivery E commerce Mostly within Canada Students, neighborhood People for small and Business FedEx Influence of Strike Competitor(With FedEx) Self Financial Sustainability Significant Core Volume Declines Revenue growth and Diversification Strategy Funding its operations from revenue Declining letter mail Inefficiency Ecommerce Service Introduction CANADA POST Conclusion Price Function of Canada post Growing Parcel business Strengthen its direct market Cost competitiveness Introduction of Various Initiative flex delivery service, delivery instructions and apartment parcel lockers. Strengthen its pick up offering Maintaining Canada post delivery experience. In early 1900, Canada post had Monopoly over its letter mail services Mid 19th century, companies like fed ex and UPS entered the market Government put barrier on these companies asked the to give the services at three times higher price Higher prices brought up better services (parcel and courier delivery) Canada post also introduced better services with a higher price Canada post revenue from Parcel and Courier services got inclined where as it got declined from Letter mail services Current situation of Canada post and The Union Within Canada How to control the strike Invest more cost for the better service Improve the speed of shipping FedEx Oligopoly Market Structure 1)Bad effect on company's reputation 2)Loosing the interest of small and businesses 3)Customers may switch to the competitor 4)Loss-loss situation for the actors involved 1 July 1867 as Royal mail Canada Changed its name in 1960’s to Canada Post CEO: Jessica McDonald Includes 13000 vehicle and 6200 post offices Website: https://www.canadapost.ca/ Number of employees approximately 64000 Revenue and income in previous year 8.2 billion and 144 million respectively Current Situation For the Express: 64 Stations Freight:11 Centres Ground :43 Centres Dispute between management and union for: Canadian Union of Postal Workers(CUPW) Union as Threat And against the organization(Attract more people to work for Canada post) So? FedEx Econ 207 Songmi Sahil Jasmeet Komal Canada Post Canada post Self Financial Sustainability Significant Core Volume Declines Revenue growth and Diversification Strategy 20 000 retail points of access Improvement Health and safety Workload Gender pay Inequality Full time job offer In 2014, 300 million greater than 2010 Growth rate in 2016 was 23.7% and expect 14.6% total retail spending in 2020 China* 16% to 52% over 10 years (731 million) FedEx Express& ground Fright International, Within US Categorized by the characteristic of goods Managing the declining letter mails Published source the influence consumer behaviour Introduction of postal code targeting Changing to neighborhood mail E-commerce as a challenge Margin and Revenue Compression Entrance of new parcel and courier market Risk Busy Business people International Customers Big and small companies Risk and Improvement -Fulfill their demands except full time job offer Choices and Competitors Monopoly is falling Digital Ad

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Transcript: Nobody knows babies like we do! Quality products . Good Customer service. Every Kid really loves this store.. BABYLOU ABOUT US About Us BabyLou was established in 2004. It has been more than a decade since we started, where we have ensured to take care of every need and want of every child and infant under one roof, true to the caption “NO BODY KNOWS BABIES LIKE WE DO”. Our benchmark is to provide 100% customer service and satisfaction and continue to deliver the same with a wide range of toys, garments and Baby Products. Play and Create We Are Best 01 02 03 Block games Building Blocks help Kids to use their brain. PLAY TO LEARN in Crusing Adventures Our Discoveries Enjoy a sunny vacation aboard a luxury yacht with the LEGO® Creator 3in1 31083 Cruising Adventures set. This ship has all the comforts you need, including a well-equipped cabin and a toilet. Sail away to a sunny bay and take the cool water scooter to the beach. Build a sandcastle, enjoy a picnic, go surfing or check out the cute sea creatures before you head back to the yacht for a spot of fishing. Escape into the mountains Disney Little Princes in Also available for your Babies..... Also... Out of The World… Our reponsibility BABYLOU…. Our Responsibility All children have the right to fun, creative and engaging play experiences. Play is essential because when children play, they learn. As a provider of play experiences, we must ensure that our behaviour and actions are responsible towards all children and towards our stakeholders, society and the environment. We are committed to continue earning the trust our stakeholders place in us, and we are always inspired by children to be the best we can be. Innovate for children We aim to inspire children through our unique playful learning experiences and to play an active role in making a global difference on product safety while being dedicated promoters of responsibility towards children.

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