What is the Context for 5-day Delivery?

One of the problems with the current regulatory and business model is that every action that is proposed to make the Postal Service financially viable is evaluated independently.   This allows those that object to one solution or another to oppose the solution under review and argue that something else should be done to restore the Postal Service's viability.

Right now the solution in the public eye is 5-day delivery.   The Postal Regulatory Commission has begun its review and Congress will soon follow with its own.  Each review appears to be completed independently of any other changes in the business model or regulatory framework that would be necessary to create a viable Postal Service.  

Furthermore, both the Postal Regulatory Commission and Congressional processes face the risk of becoming the equivalent of a city council budget hearing that has to determine how many hours fewer hours per week libraries or recreation centers will be open when budgets have to be cut.    When this occurs, patrons just have to learn to do with less service.  The proposal of Congressman Jason Chaffetz, R-Utah, to eliminate service on 12 days illustrates this "how much do we have to cut to balance the budget" mentality that legislative processes are designed to handle.

In his comments, Congressman Chaffetz provided a framework that makes sense.  "You have got to serve your customers, or somebody else will come in and do it for you."  This framework requires Congress to ask very different questions than they would as part of a budget process and it particular it forces them to look at the question of how many days the Postal Service delivers as part of a larger package of changes in the business model and regulatory framework.   


Right now Congressman Chaffetz and his colleagues in Congress should be starting hearings to ask these questions:

• Who are the Postal Service's customers today and who will they be in 2020 and beyond?
• What do customers need now and what will they need in 2020?
• How is the Postal Service's ability to meet customer needs affected by the current business model and regulatory framework?
• How do the Postal Service's business model and regulatory framework affect the competitiveness of its services with digital, mobile and other hard copy delivery alternatives?
• What is the macro-economic impact of the Postal Service's current business model and regulatory framework and how do they affect the economic recovery?

Once these questions are answered, Congress will be ready to discuss 5-day and all other possible actions with an understanding of the business implications of each proposed change and how they fit into a long-term Postal Service strategy of serving customers and U.S. postal policy centered on enhancing economic growth and employment.   Postal customers and employees cannot afford to have Congress do less.  

Driving the Customer Away

The Postal Service has many problems not of its own making. What it doesn't need are postal employees creating new ones that could drive its largest customers away. Mary Ann Bennett provides a detailed illustration of how that is happening today.

In her article, Ms. Bennett details how postal inspectors are using data gained from the introduction of the Intelligent Mail Barcode (IMB) to identify mailers associated with mail that did not meet standards even though the mailers had followed all proper procedures to ensure that mailing lists were updated to include the most recent move updates provided by the Postal Service.

She noted that mailers targeted are initial adopters of the IMB. The IMB allows the inspectors to identify the sender of the mail. Late adopters of the IMB are not at risk because the Inspection Service cannot find them. Given that the problems with move update exists for both early and late adopters of IMB, the IMB makes finding problems with mailings as easy for the Inspection Service as shooting fish in a barrel.

Unfortunately for the Postal Service, the Inspection Service's actions ruins any effort the Postal Service makes to improve its relations with its largest mailers as it tries to make a major shift in addressing and barcoding requirements. Once they were investigated and fined by the inspection service, the mailers, which Ms. Bennett wrote about, redoubled their efforts to shift their communications from mail to electronic delivery. The net effect of the Inspection Service's efforts was a loss in business and revenue far greater than the revenue recovered in their audits.

In many ways, the situation that Ms. Bennett describes, reminds me of the problems in customer service that led to the bankruptcy of the Converse company. In the 1960's and early 1970's, Converse was the dominant athletic shoe company in the United States with two of the biggest names in shoes, Chuck Taylors, and Jack Purcells. Converse was the official shoe of the NBA and many colleges. Converse lost its position in that period for a number of reasons. Most importantly its key customers, stores that sold its shoes, found the company difficult to deal with and its upstart rivals Adidas and in particular Nike easy to work with.

A survey comparing every factor affecting customer satisfaction, including payment terms, easy of sale, attentiveness of the sales rep, return policies, shipping speed, order accuracy consistently showed that Converse made the retailers life more miserable than its competitors. Over time, shoe stores decided that value of sales from stocking Converse shoes was not worth the hassle of dealing with the Converse company. Converse sales dropped, it lost its lucrative relationship with the NBA and eventually went bankrupt. In bankruptcy, Converse was bought by Nike, the upstart that beat it by offering a competitive product that retailers wanted because of superior customer service.

The Postal Service needs to take a serious look at what its Postal Inspectors are doing. Otherwise, it could end up like Converse, bankrupt and looking for a buyer.