LA EXPERIENCIA PERUANA Friberg Quispe Grajeda Gerente General de Servicios Postales del Perú S.A. SERPOST S.A. fquispe@serpost.com.pe
Qué representa el Comercio Electrónico para el PERÚ?
PERFIL DEL PÚBLICO OBJETIVO Perfiles a nivel nacional según frecuencia de conexión La mayoría de las personas que acceden a internet, lo realizan por lo menos una vez al día* TIPO DE CONSUMIDOR 5% POBLACIÓN GENERAL 28% 53% 67% 40% 7% Base:5,000 No usuario de internet Usuario de internet Consumidor de comercio electrónico *Fuente: Estudio Nacional del Consumidor Peruano (ENCP) 2013 Frecuente Medio Bajo Base:1744 Persona que accede a internet por lo menos una vez al día Persona que accede a internet de 2 a 6 veces por semana Persona que accede a internet una vez a la semana o con menor frecuencia TOTAL LIMA PROVINCIAS FRECUENTE 67% 70% 60% MEDIO 28% 26% 31% BAJO 5% 4% 8% BASE 1744 490 1254
NIVEL SOCIO ECONÓMICO ESTADO CIVIL ESTILO DE VIDA EDAD SEXO PERFIL DEL CONSUMIDOR DE COMERCIO ELECTRÓNICO Perfil del consumidor El público que compra por internet es más joven que el promedio de la población, tiene un Estilo de Vida más proactivo y un nivel socio económico más alto. Usuarios de internet en Lima Comprador por internet en Lima Masculino 52% Masculino 63% Femenino 48% Femenino 37% De 18 a 25 años 36% De 18 a 25 años 43% De 26 a 35 años De 36 a 45 años De 46 a 50 años 31% 20% 12% Edad promedio: 31 años De 26 a 35 años De 36 a 45 años De 46 a 50 años 1% 22% 34% Edad promedio: 29 años Progresistas Sofisticados Modernas Adaptados Conservadoras Resignados Soltero(a) Casado (a) Conviviente Otros 2% 14% 11% 5% 12% 32% 29% 24% 22% 49% Progresistas Sofisticados Modernas Adaptados Conservadoras Resignados Soltero(a) Casado (a) Conviviente Otros 4% 0% 5% 3% 31% 26% 23% 16% 23% 68% NSE A 10% NSE B 22% NSE C 42% NSE D/E 26% Base: 808* * Fuente: Estudio Nacional del Consumidor Peruano (ENCP) 2013 NSE A NSE B NSE C NSE D/E Base: 150 1% 19% 27% 54%
HÁBITOS DE COMPRA Categorías más compradas en internet Qué categorías de productos ha comprado por internet? TOTAL SEXO RANGO DE EDAD Masculino Femenino 18 A 25 26 A 35 36 A 45 Ropa, calzado y accesorios Pasajes 56% 45% 52% 39% 63% 54% 37% 71% 45% 51% 44% 50% Tecnología 37% 45% 23% 29% 49% 32% Electrodomésticos 19% 19% 18% 15% 25% 15% Artículos para el hogar 16% 12% 23% 6% 20% 29% Belleza/ spa 15% 5% 32% 22% 10% 12% Restaurantes 15% 12% 20% 22% 10% 9% Juegos 14% 19% 5% 20% 12% 6% Espectáculos 13% 13% 13% 12% 12% 15% Paquetes turísticos Salud 11% 9% 12% 9% 11% 11% 8% 9% 12% 10% 18% 9% Base: 150 Base: 94 Base: 56 Base: 65 Base: 51 Base: 34
HÁBITOS DE COMPRA Frecuencia de compra por internet El 71% de las personas que compran por internet lo han hecho más de una vez en los últimos 12 meses. En los últimos 12 meses, Cuántas veces ha realizado compras por internet? TOTAL SEXO NSE Masculino Femenino A B C/D Solo una vez 29% 28% 32% 21% 27% 40% De 2 a 5 veces 47% 49% 43% 36% 52% 43% De 6 a 10 veces 15% 12% 20% 21% 13% 13% De 11 a 15 veces 4% 5% 2% 4% 5% 3% De 16 a 20 veces 3% 3% 4% 14% 1% 0% Más de 20 veces 2% 3% 0% 4% 1% 3% Base: 150 Base: 94 Base: 56 Base: 28* Base: 82 Base: 40 Veces que ha comprado 4.32 4.60 3.86 6.68 3.93 3.48 * Las bases menores a 30 casos no son representativas
LOGÍSTICA Y SERVICIO POST VENTA Modalidad de recepción de la compra por internet La mayoría prefiere una modalidad de entrega que represente el mínimo esfuerzo para el comprador. OPCION PREFERIDA DE RECEPCIÓN Envío de paquete al hogar 68% Recojo del paquete en el local del vendedor 21% Encontrarse con el vendedor en un punto determinado Recepción de un cupón para canjearlo en el local del vendedor 3% 8% Base: 150
EXPERIENCIA PERUANA ROL SOCIAL EXPORTA FÁCIL / IMPORTA FÁCIL SIMPLIFICACIÓN ADUANERA INCLUSIÓN SOCIAL COBERTURA DESARROLLO COMERCIAL LOCAL E INTERNACIONAL. NEGOCIOS CONEXOS AL SERVICIO POSTAL ROL EMPRESARIAL INGRESOS ADICIONALES DESARROLLO DE MARCA MARKET SHARE NUEVOS PARTNERS DESARROLLO DE INFRAESTRUCTURA
VENTAJA DIFERENCIAL OPERADOR POSTAL OFICIAL Actividades a nivel Estado Indicador país. Uso de plataforma postal internacional Oferta de servicios adicionales Desaduanaje Respuesta a necesidades de mercado Integración UPU - OMA Descentralización Presencia de otros organismos gubernamentales para facilitar la M y X. Sistema Integrado de trazabilidad.
Visión de operaciones futuras e integración Proceso saliente El Operador recibe la declaración electrónica UPU CDS Para seguimiento inclusive identificados envíos no
Visión de operaciones futuras e integración Proceso saliente Cuando el Operador recibe el envío físico es vinculado (por escaneo) con la declaración electrónica y un pre-aviso electrónico es enviado UPU SDA IPS CUSITM una copia posiblemente a la aduana UPU IFS (para cierto tipo de mercadería).al Operador de destino posiblemente el pago se realiza en paralelo UPU IFS IPS UPU SDA
Visión de operaciones futuras e integración Proceso entrante Operador de destino reenvía la declaración electrónica UPU SDA a la Aduana de importación donde Aduana/Seguridad procesan la the declaración electrónica en sus sistemas Sistema de Gestión de Riesgo de la Aduana finalmente reenvían una respuesta» Inspeccionar / no inspeccionar / otros» posibles tasas / aranceles / otros pagos
Visión de operaciones futuras e integración Proceso entrante El escaneo en la Oficina de destino muestra el camino» A la línea de inspección» A distribución inmediata pago de arancel UPU IFS UPU SDA UPU IPS el destinatario es informado
Desafíos del Mercado Courier y Electrónico en el Perú Courier and e-commerce market: In Peru: Challenges Anderson Vásquez Vela CEO Olva Courier SAC
USA COLOMBIA UE ECUADOR OLVA COURIER Ubicación BRAZIL PERU - 2015 LIMA BOLIVIA CHILE
OLVA COURIER S.A.C. 1. Olva Courier es una empresa familiar con 28 años y con la red privada más grande del Perú. 2. Actualmente tiene el 60% de participación del mercado courier en el Perú 3. Presencia en 25 regiones, 195 provincias y logramos entregas en 1,841 distritos. 4. Cuenta con 2 almacenes que suman 8,000 m2. 5. Tiene 1,000 trabajadores en Lima y aprox. 1,000 en provincias 6. Propia flota de vehículos para distribución local
OLVA COURIER S.A.C. 6. Sus empresas: Olva Carga, Olva TI, Olva Export/Import, Olva Contact Center 7. Sus servicios: Courier para bancos, financieras, empresas estatales, comerciales, mineras, exportadoras, personas naturales. Paquetes: cosméticos, impresos, entre otros. 8. Gestión de diversos servicios 9. Distribución de tarjetas de crédito y débito 10. Innovación tecnológica permanente
MERCADO COURIER: SITUACIÓN ACTUAL 1. Crecimiento continuo de la demanda. Olva Courier creció 12% en el 2014 respecto al 2013 2. Clientes más exigentes en respuestas rápidas y soluciones logísticas integrales 3. Necesidad de servicios más especializados 4. Mayor competencia en crecimiento por fácil entrada. Nuevos jugadores externos 5. Economía: indicadores macro económicos favorables. Buena posición en la región
MERCADO COURIER: SITUACIÓN ACTUAL 6. Impacto en una parte del mercado por envío de facturas electrónicas y documentos digitales 7. Crecimiento del e-commerce: aumento de entrega de paquetería 8. Tendencia de mercado: disminución de estados de cuenta y facturas y aumento de paquetería 9. Incremento de warehouses por TLCs 10. Incremento de la demanda de courier en el interior del país.
COMPETENCIA N de empresas por ámbito de operación 600 527 500 441 400 300 310 200 100 0 95 87 94 58 70 79 31 32 11 6 6 Internacional Nacional Lima-Callao Provincias Regional 2008 2011 2014
E-commerce: SITUACIÓN ACTUAL 1. Perú - Población actual: 31 millones de habitantes 2. Estimativa de compradores en portales virtuales: 3.5 millones 3. Compras 2013: US$330MM (CCL) 4. Compras estimadas 2014: US$500MM (CCL) 5. Crecimiento 2013 / 2012: 60% 6. Cliente desconfiado en el uso TC. Compro por ti. Desconocimiento de las tiendas virtuales y su funcionamiento
E-commerce: SITUACIÓN ACTUAL 7. Oferta atomizada y emergente: etapa de aprendizaje 8. Logística de entrada, salida y logística inversa: etapa de desarrollo 9. La marca Olv@compras. En el 2014 ocupó el 4 lugar de importaciones 10. Pocos volúmenes y altas exigencias 11. Costos aún relativamente altos
PRINCIPALES DESAFÍOS PERSONAS: Capacitación en servicios al cliente TECNOLOGIA: Internet de baja calidad sobre todo en provincias. Pésima comunicación por celular. Alto costo de equipos: PDA, Clasificadoras SEGURIDAD: Robos de motos y equipos Carreteras inseguras ESTADO: Obtención de licencias
Gracias! Anderson Vásquez avv@olva.com.pe
E-commerce: New paradigms and challenges José Furian Filho Vice President, Logistics & Parcels
Demand growth New paradigms and challenges 4.5% 0.4% 0.9% 1.4% Source: International Air Transport Association (IATA), January/2015.
Demand growth New paradigms and challenges Don t remember/don t know No Yes Source: WebShoppers 31 ebit, January/2015.
e-consumers expect: New paradigms and challenges Choice Many delivery options, delivery at agreed time slot, click & collect Control When, where and how to delivery parcels Compliance Quality of service and information Source: Copenhagen Economics, march/2014.
Clients, and also potential competitors New paradigms and challenges Website Payment Advertising Delivery Logistics Lockers Partnerships Same day delivery Crowd shipping
What the Brazil Post (Correios) is doing
Strategic Vision Correios 2020 A World Class Enterprise Company Scope Enterprise Model = Corporate Group Expansion of Service Offerings International Public-private partnership Business partnership Constitution of subsidiaries and affiliates companies (CorreiosPar) Market segmentation (Government, SMEs, B2B, B2C) Specific products and services
Strategic focus: e-commerce driven activities Electronic Postal Services Internationalization Strategic Vision Correios 2020 Logistics Infrastructure Postal Bank Parcels Mobile technologies for delivery MVNO People Environmental Sustainability
Postal e-commerce services Logistics Domestic parcels Leadership: Market-share above 40% Online mall International parcels More than 70,000 web stores Reverse logistics
Technology integration Correios Web Services Address Validation Rates and delivery times Pickup Shipping Track and trace Return of goods
E-commerce integration Buyer Seller E-marketplace Correios Buy Authorization Delivery
Interactive delivery Postmen using smartphones Delivery under buyer decisions Delivery interruption Correction of delivery address Change of delivery address Delivery schedule Click & Collect
Brazil Post internationalization Export Process Growth of international trade by insertion of Brazilian companies, especially micro, small and medium ones Brazil Opening warehouses Exporta Fácil (Easy Export) Partnerships with global e-commerce websites USA and Asia
Brazil Post internationalization Import Process Transform the international postal structure into a safe and speedy channel Brazil Operational infrastructure improvement New processes Technology USA and Asia
Juan Claudio TRISTÁN President Strategic Plan 2015-2019
TRANSFORMATION OF INTERNATIONAL CONTEXT IN POSTAL SECTOR The advance of ICT s requires postal sector to act in a dinamic way, making structural modifications in each post, needed to subsist in this new order. Agents of change: World postal income 2010 (213 thousand million USD) New technologies Competition Customers new needs From 90 s ends, world posts registered sustained volume losses: -3% annual and increasing the negative trend. Other products Financial postal services Parcels and logistics services 0,18 0,17 0,21 Traditional mail 0,44 0 0,1 0,2 Source: 0,3 UPU Publications 0,4 0,5
POSTAL MARKET IN ARGENTINA Local postal sector follows international markets trends. From 90 s volume grew from 400 to 1600 annual million units over last years, reaching maturity and beginning to decline. Retail channel went from 60% to 2% in the same peroid. Correo Argentino s Market Share in 2013 = 40% Source: Own elaboration
CORREO ARGENTINO Year 2003 - National State recovers control of Correo Argentino Connects national territory 1.476 Own post offices + 3.000 franchised retail points 16.200 employees (5.000 postmen) 1.400 vehicles 20 Postal Processing Centers Annual turnover: 580 Million U$D Principal logistic operator for National State in: National elections Public policies implementation with social inclusion - Delivery of public transport chip cards - Loans given by Social Security - Social assignments and retirement payments - Delivery of educational material and netbooks - Delivery of decos and antennas for free public digital TV
STRATEGIC PLAN 2015 2019 Year 2005 - President Néstor Kirchner suscribes a Technical Cooperation Agreement with La Poste (France). In this framework arises Strategic Plan 2015-2019 CLEAR OBJECTIVE Face up market new challenges with responses to changes, without affecting our institution s history and it s reason of being STRATEGIC DIRECTIONS STRATEGIC DIRECTIONS Development of LIGHT LOGISTICS and SME s PARCELS Strengthening of traditional POSTAL PRODUCTS Development of FINANCIAL SERVICES Empowerment of NATIONAL NET and INCLUSION SERVICES Post offices network Citizen Linking Centers (Centros de Vinculación Ciudadana CVC)
CROSS-CUTTING AXES FEATURES BUSINESS DIVISIONS MARKETS TRADITIONAL MAIL ENLARGED LOGISTICS FINANCIAL SERVICES CORE BUSINESS EXISTING MARKET OPPORTUNITY MARKET OPPORTUNITY WITH NO PARTICIPATION DIRECT MARKETING DOCUMENT MANAGEMENT SME`s PARCELS E-COMMERCE LIGHTWEIGHT LOGISTICS TECHNOLOGY FINANCIAL SERVICES COMMERCIALIZATION POSTAL BANK/ CORRESPONDENT BANKING SERVICE HUMAN CAPITAL ORGANIZATIONAL DEVELOPMENT INFRASTRUCTURE ADVERTISING CAMPAIGN INTERNAL COMMUNICATION
OPPORTUNITIES ANALYSIS: STRATEGIC DIRECTIONS TRADITIONAL MAIL Leader in declining market Main referent in postal industry Dominant in Retail channel Leveraged in Corporate channel Product mix concentrated in ordinary mail Scope Strategic Objective Sustain earnings increasing market share as principal economic and financial support for an integral competitive transformation Price recovery in Retail channel (selective in services with inelastic demand) Price recovery in Corporate channel Development of Technology based substitute products Action Plan
OPPORTUNITIES ANALYSIS: STRATEGIC DIRECTIONS LIGHTWEIGHT LOGISTICS Special warehousing services (Storage, Stock management, Order handling, Delivery, Document accountability) Parcels up to 30kg National destinations Scope Strategic Objective Increase market share from 3,2% to 10.3% Reach 95% in Government sector Agressive attack in Private sector to reach 8,5%. Service development engineering Process and operative infrastructure transformation (3D). Systems and Communication technology development Cost management for pricing Market intelligence for opportunities and potential customers detection Image and communication campaign Commercial organization Action Plan
OPPORTUNITIES ANALYSIS: STRATEGIC DIRECTIONS SME s PARCELS Reception, Transport and Delivery of parcels up to 20kg National destination SME s and entrepreneurs parcels Scope Strategic Objective Increase market share from 4,2% to 13,4% reaching 10,3 million units: Improving in retail segment Agressive attack in SME s segment Product development Commercial organization 3D Transformation Communication campaign and sales promotion Initial reduced prices Action Plan
OPPORTUNITIES ANALYSIS: STRATEGIC DIRECTIONS FINANCIAL SERVICES Offer basic services to allow financial inclusion along the country, covering populations with low bank presence Low and Non bankarised segments will be the recipients of this business line Strategic Objective Further development in vulnerable communities from regional economies Adapt current services to new market needs and technolgies Includes own post services and on behalf of third parties Legal, regulatory and financial aspects are critical variables to define the level of development and reach of services. Scope Action Plan
OPPORTUNITIES ANALYSIS: STRATEGIC DIRECTIONS POST OFFICES NATIONAL NET Represents one of the principal assets of the company, recognized strenght and valued by all market segments The diversity of publics, technology developments and variety of planned services oblige to transform the Net Scope Strategic Objective Make post offices net cost-effective Redefine role and essential services of post office Building improvements Adaptation of building infraestructure for new services: Financial Services Development of Branch model for great urban centers Parcel reception and delivery centers (CAYEs) Citizen linking centers (CVC) Action Plan
OPPORTUNITIES ANALYSIS: STRATEGIC DIRECTIONS INCLUSION SERVICES: CITIZEN LINKING CENTER (CVC) Functional places to facilitate citizens the access to government matters and other organisms tasks Scope Strategic Objective Economic sustain of post offices net Establish synergic work framework with State organisms Essential support from National State Policies to carry out the proyect and interact with organisms Establish a payment scheme for services provided on behalf of State, in order to maintain model s equity over time Action Plan
THANK YOU org.internacionales@correoargentino.com.ar /CorreoOficial @CorreoOficialSA
Presents How a small postal service is turning a threat into new economic opportunity for the community Franklin Sluis CEO C-Post International
Within a few years you will be out of business!
Unless... Prsents
A world of change Presents E-commerce growth in Europe
A world of change Presents E-commerce growth in the U.S. Ecommerce retail sales 2018 expected to top 400 billion 13% of total sales compared 11% of 2013 (Forrester research)
A world of change Presents E-commerce annual growth globally
A world of change Presents Continuing growth in the future
A world of change Presents Continuing growth in the future
Curaçao
Embraced change and focus on the opportunities
PuntoMio US address shopping service to citizens of Curaçao
PuntoMio: coopertition with private supplier Presents Private supplier: Fully functional website with C-Post Branding Tax free US address Operating System Weekly email marketing programs to encourage shopping C-Post supplied Local marketing; TV, radio and post office Customs clearance Local billing via credit card or post office including cash payments Delivery Customer service
Growth PuntoMio
Right To The Door Presents
Right To The Door Presents A virtual market place, connecting product suppliers and customers from Curaçao, the Caribbean and the rest of the world,...
Right To The Door Presents..., and where the process of purchasing consumer goods...
Right To The Door Presents... and delivery, is facilitated by Cpost.
Right To The Door Presents Benefits for merchants Benefits for customers Benefits for Curaçao Shared service solution Additional sales / marketing channel No Large physical store needed Time-efficient Quality service Export opportunities Quick and easy With local (prepaid) credit card 24/7 Quality service International access to Curaçao products Export Business growth / innovation New and jobs Curaçao branding
Presents Soon to come: Chinatoyou.com and europetoyou.com
World Mail And Express Americas Competing in MEXICO February 2015
Economic Trends in Mexico / 2015 Indicators: GDP 4.2% SHCP 2.5% Moody s Inflation Public Debt/GDP Exchange Rate 1 USD = Depreciation: 12% 3.29% 3.2% 49% $14.18 Opportunities / Weaknesses: The Good.- USA strong growth Exports 2014 (millions USD): Total: $ 397,536 Manuf. Products $ 337,289 Growth vs. 2013: 4.6 % / 7.2 % The Bad.- The fall of the oil prices / 60 % decrease 1/3 public budget s income. The Ugly.- Depressed internal demand
Employment Business Avg. Annual Growth Rate GROWTH IN MEXICO 6 35 5 4.8 27.7 29.9 30 4 3 18.3 23.2 3.6 25 20 15 2 1 0 1.5 3.9 4.3 5.1 5.7 0 CE 1999 CE 2004 CE 2009 CE 2014 Employment Business Average Annual Growth Rate 10 5 0 Source: Censos Económicos 2014 / Instituto Nacional de Estadística y Geografía (INEGI)
Oligopolies / Private and Public Sector Economical Activities Concentration / + 80 % of Income 300 250 200 187 218 231 226 150 121 121 138 100 89 50 0 21.2 24.7 26.2 25.5 10.1 13.7 13.7 15.6 1998 2003 2008 2013 Types of Act. C4 % C 4 Types of Act C8 % C 8 Linear (Types of Act. C4) Linear (Types of Act C8) Source: Censos Económicos 2014 / Instituto Nacional de Estadística y Geografía (INEGI)
Parcel and Courier Services PRIVATE OPERATORS Employment Business Linear (Employment) 60,000 50,000 40,000 30,000 20,000 29,412 3,102 1,776 44,044 50,065 [VALUE] 3500 3000 2500 2000 1500 1000 10,000 500 0 2004 2009 2014 0 Source: Censos Económicos 2004-2009 y 2014 / Instituto Nacional de Estadística y Geografía (INEG)
Crimes Against Private Corporations 5 Black Number Crimes Corporations Losses Investment LP 140 4.5 4 3.8 4.3 115 110 (0.66 % / DGP) 120 3.5 100 3 2.5 2 2.2 2.5 48 49 80 60 1.5 1.4 1.3 40 1 0.5 37.4% / total business 33.6 % / total business 20 0 2011 2013 0 Source: Encuesta Nacional de Victimización de Empresas (ENVE)2014 (INEGI)
From foreign Postal Operators or e-commerce merchants to Mexico Inbound / Package Services Rates: UPU / Market / One shot Surface (non priority) Air Parcel Cross border solutions Duty and tax calculations Payment / Fraud protection Size and weight limitations Network Private Operators: Success is measured by profits rather than contributions to public welfare
Parcel Business Solutions Partnership between USPS-FedEx-UPS for last mile delivery in the package market Is it viable (economical/operational) for the Mexican market to build partnerships between Operators? Strategy sustainable for everyone? Workshare discounts (mail handling-sortation or transportation) equal to cost avoided? Loss in efficiency? Impact in capacity and service? First / middle / last mile delivery?
Cross Border Logistics Costs-Effective / Economic Implications B2C Delivery / e-commerce Meeting customer expectations / Foreign websites End-to-end range of services fulfillment / packaging / returns / reverse logistics Air or land connectivity / Transportation solutions Customs clearance / Miracle Products 2.5 million confiscate 2 years Return receipt and insurance (indemnity limits) Cost and pricing / Absence of economies of scale / Delivery Fee Inefficiencies related to street delivery / Flexibility Changing infrastructure / New needs to meet demand Pressure - immediate actions / Sunday parcel delivery Amazon USA
Adjust Physical Infrastructure to the Changing Demand