The Universal Postal Union E-COMMERCE GUIDE Published by the Universal Postal Union (UPU) Berne, Switzerland

Total Page:16

File Type:pdf, Size:1020Kb

The Universal Postal Union E-COMMERCE GUIDE Published by the Universal Postal Union (UPU) Berne, Switzerland The Universal Postal Union E-COMMERCE GUIDE Published by the Universal Postal Union (UPU) Berne, Switzerland Printed in Switzerland by the printing services of the International Bureau of the UPU Copyright © 2020 Universal Postal Union All rights reserved Except as otherwise indicated, the copyright in this publication is owned by the Universal Postal Union. Reproduction is authorized for non-commercial purposes, subject to proper acknowledgement of the source. This authorization does not extend to any material identified in this publication as being the copyright of a third party. Authorization to reproduce such third party materials must be obtained from the copyright holders concerned. AUTHOR: UPU Digital Economy and Trade Programme, Daniel Nieto Corredera TITLE: “UPU E-Commerce Guide” 2020 ISBN: 978-92-95025-97-4 DESIGN: Sonja Denovski, UPU graphic arts Unit CONTACT: [email protected] The boundaries used on the maps in this publication do not imply official endorsement or acceptance by the United Nations or the UPU CONTENTS List of Figures ..............................................................................................................................................................................6 List of Tables ................................................................................................................................................7 Foreword .......................................................................................................................................................9 Acknowledgments .....................................................................................................................................11 Chapter I: Introduction ......................................................................................................................................................14 Preface ........................................................................................................................................................................... 15 Motivation .................................................................................................................................................................... 15 Connections between e-commerce and the World Postal Strategy ............................................. 15 Connections between e-commerce and the Sustainable Development Goals .......................16 Trade facilitation ....................................................................................................................................................... 17 Chapter II: E-commerce: trends and drivers ................................................................................... 18 Global statistics in e-commerce ....................................................................................................................... 19 E-commerce trends and drivers ...................................................................................................................... 20 UPU technology radar ...................................................................................................................................20 Third-party logistics ........................................................................................................................................21 Explosion in smartphone applications .......................................................................................................21 Increased range of payments for underbanked shoppers ....................................................................22 Blockchain-enabled platforms .....................................................................................................................22 The Internet of Things ....................................................................................................................................23 Artificial intelligence ........................................................................................................................................23 Virtual reality....................................................................................................................................................23 E-commerce competitive landscape ............................................................................................................. 23 Emerging challenges for Posts to compete in e-commerce .................................................................23 Consumers ............................................................................................................................................................ 24 Retailers ................................................................................................................................................................ 24 New B2C parcel competitors ........................................................................................................................... 24 Efficient postal services are the heart of e-commerce ............................................................................. 24 How to be competitive in a soaring e-commerce market ....................................................................24 Why are Posts entering the e-commerce market ...................................................................................25 What are the main obstacles for Posts entering the e-commerce market ......................................25 Posts’ major competitors in e-commerce .................................................................................................26 Chapter III: E-commerce value chains....................................................................................................................28 E-commerce value chain ...................................................................................................................................... 29 E-commerce physical value chain ..............................................................................................................29 E-commerce digital value chain ..................................................................................................................31 Chapter IV: E-commerce key elements ...........................................................................................34 Digital key elements .............................................................................................................................................. 36 E-commerce portals ...................................................................................................................................... 36 Online philatelic and postal products shop ................................................................................................ 36 E-shops in third-party marketplaces ............................................................................................................. 36 Online postal shopping portal (shopping mall) .................................................................................... 36 E-marketplace ...................................................................................................................................................... 37 Promotional channels ................................................................................................................................... 38 Social media .......................................................................................................................................................... 38 Direct marketing .................................................................................................................................................. 38 E-mail marketing ................................................................................................................................. 38 Web advertisement ............................................................................................................................. 38 Search engine optimization.............................................................................................................. 38 Pay-per-click advertising ................................................................................................................... 39 Digital business models ........................................................................................................................................ 39 E-commerce portals ....................................................................................................................................... 39 Postal e-shops ....................................................................................................................................................... 39 E-shops in third-party marketplaces .............................................................................................................. 39 Online postal shopping portal ......................................................................................................................... 39 E-marketplace ....................................................................................................................................................... 40 Summary of business models .......................................................................................................................41 Key elements of payment ...................................................................................................................................
Recommended publications
  • Ecole Superieure De Commerce
    MINISTERE DE L’ENSEIGNEMENT SUPERIEUR ET DE LA RECHERCHE SCIENTIFIQUE ECOLE SUPERIEURE DE COMMERCE Mémoire de fin d’études en vue de l’obtention du diplôme de Master en Sciences de Gestion Spécialité : ORGANISATION ET MANAGEMENT DES ENTREPRISES THEME : Quelle stratégie de développement pour une jeune filiale dans le secteur de la logistique express à forte intensité concurrentielle ? Cas : EMS Champion-Post (filiale d’Algérie Poste) Elaboré par : Encadré par : MEDDOUR Kenza Dr. Abdelaziz BELAIDI Maître de conférences « A » à l’ESC Alger Lieu de stage : EMS Champion Post Période du stage : de 1 mai au 16 juin 2014 Année Universitaire 2013/2014 Dédicace Je dédie ce modeste travail à : Mes chers parents que j’aime le plus au monde. A mon frère Djamel et sa femme Nadia. A mon fiancé Bousbaa Saïd. A mes sœurs Siham, Lamia, Sabrina, Sabah, Moufida, et Sarah. A ma cousine Manel Mes meilleures amies, complices et sœurs Lamia et Sonia. Et à toute ma famille. Remerciement Je tiens en premier lieu à remercier ALLAH, de m’avoir donné santé, volonté et courage pour l’accomplissement de ce présent mémoire. Je tiens à adresser mon vif remerciement à : Tous ceux qui de près ou de loin ont contribué à l’élaboration de ce modeste travail. Mes remerciements s’adressent tout particulièrement à mon encadreur Dr. Belaidi Abdelaziz pour sa disponibilité, ses conseils précieux, et ses remarques pertinentes. A tous mes enseignants de l’école supérieure de commerce. A l’ancien PDG de l’EMS C-P, MR Boufenara nouredine, et au nouveau PDG MR Benâda Bachir, ainsi qu’à Mr Ait Saadi de l’ARPT, MR Hahed et au personnel de la société (EMS) pour son accueil.
    [Show full text]
  • Alibaba: Entrepreneurial Growth and Global Expansion in B2B/B2C Markets
    JIntEntrep DOI 10.1007/s10843-017-0207-2 Alibaba: Entrepreneurial growth and global expansion in B2B/B2C markets Syed Tariq Anwar 1 # Springer Science+Business Media, LLC 2017 Abstract The purpose of this case-based research is to analyze and discuss Alibaba Group (hereafter Alibaba) and its entrepreneurial growth and global expansion in B2B/ B2C markets. The paper uses company and industry-specific data and surveys to analyze a fast growing Chinese B2B/B2C firm and its internationalization and expan- sion in global markets. Findings of the work reveal that in a short time, Alibaba has become a major entrepreneurial icon and global player and continues to grow world- wide because of its well-planned business initiatives and B2B/B2C-based business models. The paper also provides implications in the area of international entrepreneur- ship and its related areas. International entrepreneurs need to learn from Alibaba’sfast growing business model and dynamic growth because of its competitive platforms and Web-based strategies which helped the company to target small and medium-sized enterprises (SMEs) in global markets. Within the areas of international entrepreneurship and international business, the paper also provides discussion which deals with the changing e-commerce industry and its future growth and developments. El objetivo de esta investigación basada en casos de negocios es analizar y discutir el Grupo Alibaba (de aquí en adelante Alibaba) y su crecimiento empresarial y la expansión global en mercados de B2B/B2C. El ensayo utiliza estadísticas y encuestas específicas a la compañía e industria para analizar una empresa china B2B/B2C y su internalización y expansión en los mercados globales.
    [Show full text]
  • Cover Story Mail Delivery in the Time of Change 28 of Coronavirus Have You Downloaded Your Copy Yet?
    Moving the postal sector forward since 1875 | Spring 2020 UPU secures its At the 16 cloud solutions crossroads 18 Cover story Mail delivery in the time of change 28 of Coronavirus Have you downloaded your copy yet? 2 MOVING THE POSTAL SECTOR FORWARD SINCE 1875 Design competition for the ABIDJAN CYCLE international reply coupon Under the theme “PRESERVE THE ECOSYSTEM ̶ PROTECT THE CLIMATE” OPEN TO ALL UPU MEMBER COUNTRIES For more information: [email protected] www.upu.int UNION POSTALE 3 IN BRIEF FOREWORD 6 A word about COVID-19 UPU celebrates EDITOR’S NOTE 10 gender equality 7 Standing together Staff members working at the UPU’s Berne, Switzerland, headquarters IN BRIEF gathered for a special event to mark 8 UPU helps Grenada boost International Women’s Day. disaster readiness Who’s who at the UPU Aude Marmier, Transport Programme Assistant IN BRIEF SPECIAL FEATURE New decade, new 30 SIDEBARS COVID-19 from a postal 12 digital presence: security perspective A preview of the Posts on the frontlines new UPU website Mapping the economic After a decade, UPU stakeholders can impacts of the COVID-19 look forward to seeing a new and much pandemic improved website in the Spring of 2020. TELECOMMUTING TIPS 33 IN BRIEF MARKET FOCUS Last Councils of the Istanbul Cycle 35 Australia Post commits 14 to new green measures close with success The Council of Administration and Postal Operations Council DIGEST closed in February completing nearly 100 percent of their respective 36 deliverables for the 2017-2020 work cycle. MOVING THE POSTAL SECTOR FORWARD SINCE 1875 CONTENTS COVER STORY 18 UNION POSTALE is the Universal Postal Union’s flagship magazine, founded in 1875.
    [Show full text]
  • Measuring Algorithms in Online Marketplaces
    Measuring Algorithms in Online Marketplaces A Dissertation Presented by Le Chen to The College of Computer and Information Science in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Computer Science Northeastern University Boston, Massachusetts May 2017 Dedicated to my courageous and lovely wife. i Contents List of Figures v List of Tables viii Acknowledgments x Abstract of the Dissertation xi 1 Introduction 1 1.1 Uber . 2 1.2 Amazon Marketplace . 4 1.3 Hiring Sites . 7 1.4 Outline . 9 2 Related Work 10 2.1 Online Marketplaces . 10 2.1.1 Price Competition . 10 2.1.2 Fraud and Privacy . 11 2.2 Hiring Discrimination . 11 2.2.1 The Importance of Rank . 12 2.3 Auditing Algorithms . 13 2.3.1 Filter Bubbles . 13 2.3.2 Price Discrimination . 14 2.3.3 Gender and Racial Discrimination . 14 2.3.4 Privacy and Transparency . 15 3 Uber’s Surge Pricing Algorithm 16 3.1 Background . 16 3.2 Methodology . 18 3.2.1 Selecting Locations . 19 3.2.2 The Uber API . 19 3.2.3 Collecting Data from the Uber App . 19 3.2.4 Calibration . 22 3.2.5 Validation . 24 ii 3.3 Analysis . 25 3.3.1 Data Collection and Cleaning . 26 3.3.2 Dynamics Over Time . 27 3.3.3 Spatial Dynamics and EWT . 29 3.4 Surge Pricing . 30 3.4.1 The Cost of Surges . 31 3.4.2 Surge Duration and Updates . 32 3.4.3 Surge Areas . 33 3.4.4 Algorithm Features and Forecasting .
    [Show full text]
  • The UPU CEO Forum Is Form for Future Cooperation
    Moving the postal sector forward since 1875 July 2018 | Nº4/17 Speakers' Formidable 10 Corner force: CEOs look Cover 14 story toward alliance Envisioning 21 a postal building future 3 to 7 September 2018 Addis Ababa, Ethiopia UPU is holding its second-ever Extraordinary Congress, calling together some 1,000 delegates from its 192 member countries in Addis Ababa this September. They will take crucial decisions regarding the future of the UPU and the postal sector, including: • Implementation of the UPU's Integrated Product Plan and the Integrated Remuneration Plan • Reform of the UPU • Reform of the system applied to contributions by UPU member countries • Sustainability of the UPU Provident Scheme Government ministers and other senior decision-makers from around the globe will also participate in a special Ministerial Strategy Conference September 6 & 7. They will discuss how the postal sector can better serve nations and citizens and review the implementation of the UPU World Postal Strategy adopted at the Istanbul Congress in 2016. Registration is now open. Please visit the UPU website for more details on the event and information for participants. Follow along on social media: #postaldialogue www.upu.int CONTENTS COVER STORY 14 UNION POSTALE is the Universal Postal Union’s flagship magazine, Formidable force: founded in 1875. It is published quarterly in seven languages and takes a closer look at UPU activities, featuring international news and developments CEOs look toward from the postal sector. The magazine regularly publishes well researched articles on topical issues alliance building facing the industry, as well as interviews with the sector’s leading individuals.
    [Show full text]
  • Postcom News Archives January 2018 National News
    PostCom News Archives January 2018 National News January 28 Bloomberg: Amazon.com Inc. is expanding a service launched to make more groceries, cleaning supplies and other products available for quick delivery directly from merchants without overwhelming the e-commerce giant’s warehouses with additional inventory, according to documents reviewed by Bloomberg. The trial pushes Amazon’s logistical reach beyond its own facilities and into those of its merchants, encroaching on services of long-time delivery partners United Parcel Service Inc. and FedEx Corp. Amazon is enticing the sellers who use the company’s online marketplace with lower delivery costs, logistics software, warehouse inspections and recommendations. Amazon will oversee pickup of packages from warehouses of third-party merchants selling goods on Amazon.com and the delivery to customers’ homes, work that is now often handled by UPS and FedEx. Amazon could still use these couriers for delivery, but the company will decide how a package is sent instead of leaving it up to the seller. Handling more deliveries itself would give Seattle-based Amazon greater flexibility and control over the last mile to shoppers’ doorsteps, let it save money through volume discounts and help avoid congestion in its warehouses by keeping merchandise in the outside sellers’ own facilities. Amazon is recruiting more sellers and has changed the name to FBA Onsite, according to documents reviewed by Bloomberg, associating the program with its popular logistics service Fulfillment By Amazon that launched in 2006. January 27 PostalNews: Millions of Americans utilize USPS on a daily basis, yet the public desire for a Postal Service that serves the common good is trumped by the financial wealth and political power of relatively few owners of large corporations that utilize the Postal Service for advertising purposes.
    [Show full text]
  • The Investment Case for Online Retail
    The Investment Case for Online Retail Executive Summary Online retail has permanently disrupted the traditional brick-and-mortar store retail landscape as “clicks” have replaced “bricks.” According to research firm eMarketer, global ecommerce is expected to approach $5 trillion this year1, as online retailers have had fertile ground to grow their business in this new era of contactless shopping. In the United States, ecommerce sales grew to $795 billion in 2020, a 32.4% increase over 2019, versus previous forecasts of 18% growth.2 The global coronavirus pandemic has accelerated the pace of ecommerce growth in 2020, propelling online sales to levels not previously expected until 2022—helping existing online retailers expand their dominance in retail. Value-added features such as competitive pricing, shopping convenience, greater product selection and rapid delivery options have solidified online commerce as a disruptive technology that is here to stay. Ever-increasing internet and mobile penetration is one of the key drivers contributing to this growth, enabling more consumers to shop online anywhere and anytime. New technological innovations in electronic payment, rapid delivery, artificial intelligence and voice-assisted shopping, as well as virtual and augmented reality continue to enhance the online shopping experience, further driving the expansion and growth of this investment theme. Additionally, due to the pandemic in 2020, digital commerce added new shoppers that had not previously shopped online, fueling new buying habits such as online grocery, which grew 43%.3 This trend has accelerated traditional retail’s woes, with 30 U.S. retailers having filed for bankruptcy in 2020, on the heels of 17 major retailer bankruptcies in 2019, pre-pandemic.4 Amid this marketplace evolution, online retail has become a transformational and dominant force in global retail.
    [Show full text]
  • Request for Proposals For
    REQUEST FOR PROPOSALS FOR: Online Marketplace Pilot Proposal Due: Monday, April 1, 2019 Due to: Aptim Government Solutions, LLC Wisconsin’s Focus on Energy Program Administrator Issued: March 1, 2019 Online Marketplace Pilot RFP Table of Contents Definitions ..................................................................................................................................................... 1 1. RFP Summary Information .................................................................................................................... 6 2. Proposal Checklist ................................................................................................................................. 7 3. Overview of Focus on Energy ................................................................................................................ 8 3.1. Governance Structure of Focus on Energy ................................................................................... 8 4. Program Information ............................................................................................................................ 9 4.1. Program Summary ........................................................................................................................ 9 4.2. Eligible Program Areas and Program Elements to Consider ......................................................... 9 4.2.1. Program Design ..................................................................................................................... 9 4.3. Program Priorities
    [Show full text]
  • China's E-Tail Revolution: Online Shopping As a Catalyst for Growth
    McKinsey Global Institute McKinsey Global Institute China’s e-tail revolution: Online e-tail revolution: shoppingChina’s as a catalyst for growth March 2013 China’s e-tail revolution: Online shopping as a catalyst for growth The McKinsey Global Institute The McKinsey Global Institute (MGI), the business and economics research arm of McKinsey & Company, was established in 1990 to develop a deeper understanding of the evolving global economy. Our goal is to provide leaders in the commercial, public, and social sectors with the facts and insights on which to base management and policy decisions. MGI research combines the disciplines of economics and management, employing the analytical tools of economics with the insights of business leaders. Our “micro-to-macro” methodology examines microeconomic industry trends to better understand the broad macroeconomic forces affecting business strategy and public policy. MGI’s in-depth reports have covered more than 20 countries and 30 industries. Current research focuses on six themes: productivity and growth; natural resources; labor markets; the evolution of global financial markets; the economic impact of technology and innovation; and urbanization. Recent reports have assessed job creation, resource productivity, cities of the future, the economic impact of the Internet, and the future of manufacturing. MGI is led by two McKinsey & Company directors: Richard Dobbs and James Manyika. Michael Chui, Susan Lund, and Jaana Remes serve as MGI principals. Project teams are led by the MGI principals and a group of senior fellows, and include consultants from McKinsey & Company’s offices around the world. These teams draw on McKinsey & Company’s global network of partners and industry and management experts.
    [Show full text]
  • Amazon's Next Frontier: Your City's Purchasing
    Amazon’s Next Frontier: Your City’s Purchasing Amazon is changing the rules for how local governments buy goods — and putting cities, counties, and school districts at risk. By Olivia LaVecchia and Stacy Mitchell July 2018 About the Institute for Local Self-Reliance The Institute for Local Self-Reliance (ILSR) is a 44-year-old national nonprofit research and educational organization. ILSR’s mission is to provide innovative strategies, working models, and timely information to support strong, community rooted, environmentally sound, and equitable local economies. To this end, ILSR works with citizens, policymakers, and businesses to design systems, policies, and enterprises that meet local needs; to maximize human, material, natural, and financial resources; and to ensure that the benefits of these systems and resources accrue to all local citizens. More at www.ilsr.org. About the Authors Stacy Mitchell is co-director of ILSR and director of its Community-Scaled Economy Initiative. Her research and writing on the advantages of devolving economic power have influenced policymakers and helped guide grassroots strategies. She has authored two books, produced numerous reports, and written articles for national publications including Bloomberg Businessweek and The Nation. Contact her at [email protected] or on Twitter at @stacyfmitchell. Olivia LaVecchia is a senior researcher with ILSR’s Community-Scaled Economy Initiative, where her work focuses on building awareness and support for public policy tools that strengthen locally owned businesses and check concentrated power. She is the author of reports and articles that have For monthly reached wide audiences, spurred grassroots action, and influenced policy. updates on our Contact her at [email protected] or on Twitter at @olavecchia.
    [Show full text]
  • Third-Party Logistics Providers in the Digital Age: Towards a New Competitive Arena?
    logistics Concept Paper Third-Party Logistics Providers in the Digital Age: Towards a New Competitive Arena? Erik Hofmann 1,* ID and Florin Osterwalder 2 1 Chair of Logistics Management, University of St.Gallen, Dufourstrasse 40a, 9000 St. Gallen, Switzerland 2 Lampe & Schwartze KG Marine Underwriting, Herrlichkeit 5-6, 28199 Bremen, Germany; [email protected] * Correspondence: [email protected]; Tel.: +41-71-224-7295 Received: 4 September 2017; Accepted: 1 November 2017; Published: 4 November 2017 Abstract: This paper looks at the impact of digitalization on third-party logistics (3PL) business models. An eclectic framework for the analysis of digital disruptions in service industries is elaborated by linking Porter’s five forces to insights from research on digitalization and innovation. Applying this framework to the business field of 3PL reveals that logistics service providers face significant digital hardship from new technologies such as autonomous vehicles and 3D printing as well as from platform-based business models and the sharing economy. We see the following changes in the competitive arena: First, 3PLs focusing on standard services may lose significant market share in the near future. Second, management-related 3PL activities seem to be increasingly offered by new external competitors, which may downgrade 3PLs to simple forwarders. Third, digitalization enables the forward or backward integration of 3PL customers and suppliers when they establish their own services. In addition to its threats, the opportunities of digitalization for 3PLs are discussed. These include the customization of standardized logistics services, the provision of cloud logistics services, platform-based asset and logistics infrastructure sharing, the “physical internet” as a future transportation system and the adoption and integration of 3D printing into existing 3PL business models.
    [Show full text]
  • Alibaba and Microsoft Collaborate to Improve Online Customer Experience, Creating a Safer Internet
    Alibaba and Microsoft Collaborate To Improve Online Customer Experience, Creating a Safer Internet Beijing, January 8, 2015 — Microsoft (China) and Alibaba Group Holding Limited (Alibaba Group) today announced the signing of a Memorandum of Understanding (MoU) to enhance the protection of Microsoft’s intellectual property rights (IPR) on the two most popular e-commerce platforms in China operated by Alibaba Group, Taobao Marketplace (www.taobao.com) and Tmall.com (www.tmall.com). This cooperation will strengthen anti-counterfeit measures already in place on both platforms, to ensure that consumers are better protected from unwittingly purchasing dangerous counterfeit and unlicensed software. Both sides will collaborate to raise awareness among consumers about the threats posed by counterfeit and unlicensed software to their information security, privacy and personal data. The two companies will work to educate consumers through various online channels, such as Alibaba Group’s e-commerce platforms, websites and online payment tools. “We are very pleased to partner with Alibaba Group to improve the customer experience online,” said Tim Cranton, Microsoft’s Associate General Counsel and Greater China Region’s Chief Legal Counsel. “Microsoft is committed to protecting customers from downloading or purchasing non-genuine software that expose users to spyware, malware and viruses that can lead to computer crashes and network system failures, loss of personal data, and sensitive business information leaks. Not only will users’ information security be protected, but legitimate businesses and innovators in China will also benefit from a safer and more robust e-commerce marketplace with safeguards to protect intellectual property rights.” “Alibaba Group takes the issue of IPR infringement very seriously and we are constantly working with partners and stakeholders to enhance IPR protection on our platforms in order to tackle the problem of counterfeiting effectively,” said Ni Liang, Alibaba Group’s Senior Director of Security Operations.
    [Show full text]