RMCtv : Parcelforce strategy launch

[POSTMAN]

Parcelforce strategy launch

This week, managing director Aaron Barnes shared a proposed strategy for Parcelforce.

The main aim is to be ahead of the competition: be a Quality leader, sameday, every day - while focusing on three areas: customer, trust and growth.




Will tidy up the text in a bit.


In Parcelforce there's a pride for symbolizing the best in royal mail, a pride for being more professional than the competition.

it's also a business that has suffered from significant under investment over the last five to six years and one that needs to change to survive.

parcel force has a proud history of being market leading on quality.
of service, we have to regain this position, we need to do even better ninety nine point nine percent.
market leading quality of service parcel force is no longer a poor relation in royal mail group.
we represent the best that the group has to offer first class no longer second class.
customers demand more than quality, though.
sending customers want a sustainability partner receiving customers are more environmentally conscious.
will differentiate by partnering with sending customers to jointly achieve our environmental goals, people, planet profits.
each require equal focus, part of what makes part of all special is our account management, and thank you to the team that is such a tremendous job.
to create this point of difference for us, we'll build upon this to wise in the gap between us and the competition even further.
account management plus.
we need to expand our market presence. delivering seven days a week.
and same day. whilst entering the right markets such as perishable, a significant revenue opportunity and one of a number that we need to exploit.
that same survey exposed the forty eight percent of those surveys couldn't get hold of the courier company when things went wrong.
we need to be the first response of this plea from receiving customers.
the parcel career that takes responsibility.
many of you have told me that we have to increase the proportion of owner drivers in parcel force to stand a chance competing.
people say that's because our competitors operate on almost exclusively over the driver models. i think that we need to not only respect the culture and the heritage.
of this brilliant organization, but i also strongly believe that we should celebrate our employment model, make it another thing that makes parcel fall special.
that has to translate. though, into being the best trained, the most engaged and the most customer focused employees in the industry.
we are already market leading as a social employer.
we should accentuate this and build on this strong foundation.
we are significantly more expensive than the competition.
to compete and grow, we will need to reduce our prices.
on international.
we will innovate to win in response to market changes and precious.
sustainability is about our social and economic credentials as well as environment.
and we will celebrate our strength on social and economic whilst aspiring towards the most compelling environmental operational model in the industry.
to set us up to realize these goals, we have to embrace our tickets to play it.
equalizing operational performance to narrow the range and performance across the scoreboard, closing the gap between driver productivity and being the best.
in romeo group on quality, i truly believe that we have the potential to be not only the best team in royal melbourne for the best team in the parcels in.
we have made great progress over the last three months, building trust, improving quality, working together to improve.
we have an extremely important nine months in front of us to ensure that by this time next year. we confidently secure investment to growth.
the senior team and i will be out in the field in the new year. engaging with the whole possible family to share more details around the plan and to continue to gather your influence.
these inputs will be incorporated into an update when i present to the group board in february.