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Losses have been driven by volume declines, RHB pre-funding requirements and limitations on cost savings
McKinsey · 2010 · diagnosis
Losses have been driven by volume declines, RHB pre-funding requirements and limitations on cost savings
-3.8 — Net income
 Volume declines have been worse than expected when the current legal and regulatory framework was established
McKinsey · 2010 · problem_statement
Volume declines have been worse than expected when the current legal and regulatory framework was established
 The recession has exacerbated volume declines, but mail has reached an inflection point, with e-diversion now driving long term decline
McKinsey · 2010 · industry_trends
The recession has exacerbated volume declines, but mail has reached an inflection point, with e-diversion now driving long term decline
 Retiree Health Benefit funding requirements are a significant burden, equal to 12% of total revenue in 2010
McKinsey · 2010 · problem_statement
Retiree Health Benefit funding requirements are a significant burden, equal to 12% of total revenue in 2010
12% — RHB payments
 Recent reductions in workforce usage have been significant, but pieces per FTE still declined in 2009
McKinsey · 2010 · context
Recent reductions in workforce usage have been significant, but pieces per FTE still declined in 2009
249 — Pieces per FTE
 The USPS has been responsive to declining volume, but recent work hour reductions will become increasingly difficult to replicate
McKinsey · 2010 · diagnosis
The USPS has been responsive to declining volume, but recent work hour reductions will become increasingly difficult to replicate
-12% — Work hours reduction
 Four trends will affect postal economics going forward
McKinsey · 2010 · industry_trends
Four trends will affect postal economics going forward
 Volume will decline significantly over the next decade driven by a steady decline in First-Class Mail, the most profitable segment
McKinsey · 2010 · industry_trends
Volume will decline significantly over the next decade driven by a steady decline in First-Class Mail, the most profitable segment
150 — Volume (billions of pieces)
 Overall revenue will slightly increase, as inflation-driven price increases will offset the volume decline and shift to Standard Mail
McKinsey · 2010 · revenue_buildup
Overall revenue will slightly increase, as inflation-driven price increases will offset the volume decline and shift to Standard Mail
$69.3 B — Revenue
 Costs, from a workforce standpoint, are largely fixed to fulfill the universal service obligation and other service requirements
McKinsey · 2010 · diagnosis
Costs, from a workforce standpoint, are largely fixed to fulfill the universal service obligation and other service requirements
 Without aggressive management cost-cutting, work hours will remain flat with volume decline countered by more delivery points
McKinsey · 2010 · cost_structure
Without aggressive management cost-cutting, work hours will remain flat with volume decline countered by more delivery points
1,245 — Millions of work hours
 Workforce costs continue to rise faster than inflation through 2020
McKinsey · 2010 · financial_analysis
Workforce costs continue to rise faster than inflation through 2020
4.7-5.2 — Annual rate increase
 While payments in 2017-2020 drop, RHB funding will continue to be greater than 10% of gross revenues through 2020
McKinsey · 2010 · financial_analysis
While payments in 2017-2020 drop, RHB funding will continue to be greater than 10% of gross revenues through 2020
10% — RHB funding as % of gross revenue
 The combination of the trends will put extreme pressure on USPS given it is a largely fixed-cost network business
McKinsey · 2010 · financial_analysis
The combination of the trends will put extreme pressure on USPS given it is a largely fixed-cost network business
~4% — Cost per piece vs Revenue per piece
 The "Base Case" leads to a loss of $33 billion and cumulative losses of $238 billion by 2020
McKinsey · 2010 · financial_analysis
The "Base Case" leads to a loss of $33 billion and cumulative losses of $238 billion by 2020
$238 billion — Cumulative losses
 The financial outlook for the Postal Service is highly dependent on trends in the general economy
McKinsey · 2010 · scenario_analysis
The financial outlook for the Postal Service is highly dependent on trends in the general economy
 USPS can pursue two sets of actions to address the challenge
McKinsey · 2010 · strategic_options
USPS can pursue two sets of actions to address the challenge
 USPS can pursue actions within its control to reduce the FY2020 gap
McKinsey · 2010 · financial_analysis
USPS can pursue actions within its control to reduce the FY2020 gap
$115B — Net income
 USPS will continue to take aggressive action to drive revenue and control costs
McKinsey · 2010 · impact_sizing
USPS will continue to take aggressive action to drive revenue and control costs
$18B — Net annual income benefit
 The “Actions within Postal Service control” case includes product and service initiatives above the baseline to grow volume
McKinsey · 2010 · initiative_list
The “Actions within Postal Service control” case includes product and service initiatives above the baseline to grow volume
$2 billion — income impact
 Aggressive productivity improvements in the “Actions within Postal Service control” case are worth ~ $10 billion
McKinsey · 2010 · initiative_list
Aggressive productivity improvements in the “Actions within Postal Service control” case are worth ~ $10 billion
$10 billion — Total 2020 income impact
 Increasing workforce flexibility and improving procurement add ~ $1B in the “Actions within Postal Service control” case
McKinsey · 2010 · initiative_list
Increasing workforce flexibility and improving procurement add ~ $1B in the “Actions within Postal Service control” case
$1B — 2020 income impact
 The “Actions within Postal Service control” case leads to a loss of $15 Billion and cumulative losses of $115 Billion by 2020
McKinsey · 2010 · financial_analysis
The “Actions within Postal Service control” case leads to a loss of $15 Billion and cumulative losses of $115 Billion by 2020
$115B — Cumulative losses
 “Fundamental Change” that increases USPS flexibility will be required to close the remaining gap
McKinsey · 2010 · financial_analysis
“Fundamental Change” that increases USPS flexibility will be required to close the remaining gap
$33B — Net income
 USPS will need to pursue multiple “Fundamental Change” options to close the remaining gap
McKinsey · 2010 · strategic_options
USPS will need to pursue multiple “Fundamental Change” options to close the remaining gap
 Products and services opportunities were identified through a screen for potential feasibility and impact in the near term
McKinsey · 2010 · strategic_options
Products and services opportunities were identified through a screen for potential feasibility and impact in the near term
 Fundamental Change: Public policy considerations
McKinsey · 2010 · strategic_options
Fundamental Change: Public policy considerations
 In the short run, USPS will violate its statutory financing requirements in October 2010
McKinsey · 2010 · problem_statement
In the short run, USPS will violate its statutory financing requirements in October 2010
 Among the top five, Apple overtakes both Microsoft and Saudi Aramco to become the most valuable public company
PwC · 2021 · market_landscape
Among the top five, Apple overtakes both Microsoft and Saudi Aramco to become the most valuable public company
 The Global Top 100 companies with the largest relative increases and decreases in market capitalisation
PwC · 2021 · data_table
The Global Top 100 companies with the largest relative increases and decreases in market capitalisation
565% — Change in market capitalisation
 New epicenters of consumption. New opportunities for consumer goods growth.
Accenture · 2021 · cover
New epicenters of consumption. New opportunities for consumer goods growth.
 Consumers' center of gravity is shifting towards the home
Accenture · 2021 · context
Consumers' center of gravity is shifting towards the home
 Leisure time now centers on the home, boosting the at-home economy
Accenture · 2021 · industry_trends
Leisure time now centers on the home, boosting the at-home economy
10% — Net spend intent
 Consumers are adapting their homes to meet increased demands on their space.
Accenture · 2021 · context
Consumers are adapting their homes to meet increased demands on their space.
 Many new to working from home have been converted
Accenture · 2021 · industry_trends
Many new to working from home have been converted
38% — WFH preference
 People are relocating to accommodate more time spent home for work and leisure.
Accenture · 2021 · context
People are relocating to accommodate more time spent home for work and leisure.
 $2 trillion is shifting towards the home, creating new epicenters of consumption
Accenture · 2021 · context
$2 trillion is shifting towards the home, creating new epicenters of consumption
$2 trillion — Consumer spending shift
 The big shift away from public spaces
Accenture · 2021 · market_landscape
The big shift away from public spaces
-$2,066bn — annual value migration
 Retail spend with traditional retailers is growing quickest in less urbanized areas
Accenture · 2021 · case_study
Retail spend with traditional retailers is growing quickest in less urbanized areas
15% — YoY growth in retail spending
 Local businesses are also benefitting from community support
Accenture · 2021 · industry_trends
Local businesses are also benefitting from community support
68% — Likelihood of buying behaviors
 Remote workers demand convenience at home, creating new occasions to serve.
Accenture · 2021 · transition
Remote workers demand convenience at home, creating new occasions to serve.
 68% of those working from home say that convenience, such as access to food and drink options, is important to them
Accenture · 2021 · key_takeaways
68% of those working from home say that convenience, such as access to food and drink options, is important to them
68% — consumer convenience accessibility gap
 CPG leaders need to rethink what they sell, through whom and where to drive growth.
Accenture · 2021 · transition
CPG leaders need to rethink what they sell, through whom and where to drive growth.
 Create innovations powered by data
Accenture · 2021 · recommendation
Create innovations powered by data
 Create innovations powered by data, re-evaluate priority channels, and build agile operating models and supply chains
Accenture · 2021 · recommendation
Create innovations powered by data, re-evaluate priority channels, and build agile operating models and supply chains
 Globally, the public ask: “What is the plan?”
misc · 2021 · context
Globally, the public ask: “What is the plan?”
31% — Public agreement
 What is the plan?
misc · 2021 · section_divider
What is the plan?
 A Global Market Average of just 31% agree their government has a clear plan in place for how government, businesses and people are going to work together to tackle climate change.
misc · 2021 · key_takeaways
A Global Market Average of just 31% agree their government has a clear plan in place for how government, businesses and people are going to work together to tackle climate change.
31% — Public agreement with government climate plan
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