NEW CUSTOMER SERVE MODEL

When will it happen?

In Ontario all sector customers with the exception of Government accounts will go live on Monday January 13, 2003. The National network will be part of a controlled phased in roll out.

How is it different?

The Commercial Service Network is structured to deliver faster, more efficient customer care. The network is comprised of telephone and face-to-face resources, available during regular business hours. Where your needs cannot be addressed by telephone Commercial Service Professionals, field Specialists will be despatched on site to provide guidance, consulting and trouble shooting.

Why the change?

The Commercial Service Network is designed to increase overall customer satisfaction and value. Our enhanced approach is based directly on your comments and your feedback. We've heard and we've listened. Rather than relying on only one service representative, you now have access to a team of Commercial Service Professionals.

What is the value proposition?

Our enhanced approach offers:

· Quick response to service issues

· Improved access to Service Specialists

· Expertise in mail specifications, logistics and automation

· Industry solutions to optimize efficiency

Will industry specific sectors be maintained?

Yes. The Commercial Service Network telephone centre will be comprised of specialized industry sector units and customers will remain within their existing sectors.

Take to Market collateral has been mailed to all customers.

Customers such as envelope manufacturers, equipment manufacturers and Software developers would normally fall under the General Business sector for their postal requirements. We will continue to integrate this group of customers into the various engineering business units within Canada Post.

The Mail Service Provider sector will have a specific focus during this transitional period.

Donna Drover, General Manager, Take to Market

BUSINESS TRANSFORMATION AND TAKE TO MARKET

THE TOUGH 10 QUESTIONS

1. What is your new role in the Corporation and why was it created?
A. The role of the Take to Market team is to develop a consistent and integrated process to implement change initiatives into the marketplace and within the company, ensuring they add value to our customers and employees. In the past, each initiative would have touched on the market and company component, however our goal is to have a more consistent, integrated and targeted approach to managing change with our customers.

2. How do you see this role contributing toward a sustainable business excellence approach?
A. This role is designed to support the Product Development teams / Sales teams in launching customer focused change to the market. By aligning the organization around the Take to Market strategy, we will maximize our ability to execute initiatives successfully. We will also integrate change initiatives thereby leveraging / maximizing synergies that exist. Take to market processes will be established within the core processes of the company to ensure all change implementation is a priority in launching initiatives to customers.

3. Are you still encountering significant business stabilization issues?
A. The stabilization period is now behind us and we are focusing our attention on continuous improvement of the business processes that were implemented and to identify new improvement opportunities. Where issues are identified they are being managed to resolution case by case.

4. What do you see as your long- term objective(s) and what steps/timelines are you are you envisaging to meet that objective(s)?
A. The long term business objective for the Take to Market team is to deliver customer focused change to the market place in an integrated and consistent manner. The key objectives for 2003 are to bring awareness to all aspects of the Company around the importance of delivering change in a customer focused manner, develop the Take to Market processes and to utilize these processes to maximize our ability to implement change successfully. As we move into 2004 and beyond, increased customer participation during the initiative design phase, integration of initiatives at the planning stage, and process implementation across core processes within the Company will be the focus. Customer feedback on change implementation will be used to gauge and enhance progress toward this goal.

5. What’s in it for “me” the customer?
A. You will see a more consistent and targeted approach of introducing change that will be aimed at you, the customer. We will also be validating our approach with various market groups to ensure that your feedback is incorporated into the Take to Market strategy of key initiatives.

6. What is “take to company” vs. “take to market”?
A. The focus of ‘take to market’ is assessing the impact of change initiatives and developing strategies to deliver change to our customers. The focus of ‘take to company’ is assessing the impact of change initiatives and developing strategies to deliver change to our employees in a manner that ensures high quality implementation of the change. Both teams are integrated together in the goal of achieving successful change implementation to the market.

7. What are “Customer Value Councils” and what are the goals?
A. Customer Value Councils are comprised of representatives from a variety of Canada Post organizational units and business processes. Their mandate is to utilize customer insight to take preventative action to address systemic cause of customer dissatisfication. They will also enable Canada Post to anticipate emerging customer and marketplace needs and to develop high performing and responsive customer focused processes.

8. How do you see your role materially changing customer perceptions?
A. We see our role directly affecting our customers and influencing their perceptions. By integrating change initiatives, ensuring that all customer impacts are evaluated and improving the communications channels with our customers, we will ensure that initiatives deliver the value and benefit that you are expecting.

9. What do you see as your most significant challenge?
A. As a company we need to be ‘easier to do business’ with; Canada Post market changes need to add value to the customer and customers need to be satisfied that we have delivered the value to them. Canada Post is committed to this goal; organization alignment will be a key element in meeting this challenge.

10. NAMMU fully supports “raising the bar” as you have done by taking on this new role. What can we do to assist you?
A. As customers, by working with us when required, to validate our assessment of customer impacts and communication strategies, and by providing us with feedback on the implementation of initiatives, we will be able to improve the Take to Market processes and continue to maximize our value to you. As an Association, by continuing to represent to us customer input and feedback and providing a forum to communicate with your members in an organized and consistent manner.