Much emphasis has been placed on reducing the Postal Service’s costs in response to its financial crisis. Yet financial viability could come in the form of a balanced approach that both reduces costs and increases revenue. How would a smart business respond to declines in its major products? Would it raise prices where possible in stagnant areas and invest the proceeds into existing or new growth areas? Would it selectively discount products to grow volume in price sensitive segments?
The U.S. Postal Service’s foray into digital products is similar to the United States’ showing in international soccer tournaments. We start strong, but then fall behind the rest of the world powers.
From the 1980s to the early 2000s the Postal Service was an early innovator in pure...Read More