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 customer is king, or queen. It’s an age-old mantra that rings especially true in this age of the “empowered” customer.
The U.S. Postal Service has a lot of kings and queens. Last year, 857 million retail customers visited the more than 30,000 USPS-managed retail spaces, generating...Read More