POST OFFICE SAVINGS BANK

INTERNATIONAL EXPERIENCE
 Countries analyzed

 Belgium- De Post –La Poste

 New Zealand Post
 Deutsche Post
 USPS
 Italian Post
 Findings

 Objectives-
 Need to drive operating costs down by 50 %
 Improve performance of savings bank
 Increase efficiency
 Reduce time to market the services
 To do more with less
 and

 Key benefits were identified

 Solution should provide for easy implementation
 Should simplify communication between IT & end
user
 Software should deliver reverse engineering
capabilities
 Need for clear communication, coordination between
users and developers is essential to bring out a
solution
 Redesigned procedures and rules were important
stepping stone.
 German Post Bank

• January 1990 Postbank established

The German Postal Services Restructuring Act paved the way for Postbank's independence. It
came into force in July 1989, and regulates the division of Deutsche Bundespost into three
companies: Post, Telekom and Postbank.
In 1990, Deutsche Post Postbank of the former East Germany is also merged with Postbank.

• 1999 Postbank acquires DSL Bank .

• January 1999 Deutsche Post becomes owner of Postbank
Both companies adopt a joint sales strategy.
• January 1995 Postbank becomes a joint stock company
It is permitted to extend its operating areas and grants loans for the first time four months
later. In the same year, it sets up collaborations in the insurance and home savings areas.

• Largest Bank in Germany in terms of customers 11.5 million

• In 2003 it registered highest earnings , 399 million Euros

• Became a leading retail bank 2003 Switch to new software for checking accounts
The program, developed in conjunction with SAP, processes payment transactions and account
management for just under five million internal and external accounts held at the Bank.

2006 Inclusion in the DAX
2006 Postbank acquires BHW and 850
branches of Deutsche Post
2005 Migration to SAP software concluded

Postbank subsidiary easy trade offers stocks and

funds via internet, telephone and Deutsche Post
branches. June
 Italian Post bank

• , the post office was valued this year by investment

banks at 15 billion Euros
• That would make it Italy's third-largest retail bank
by market value
• Key to Poste Italiane's business model has been a
strategy of using its 14,000 outlets across Italy to
offer bank accounts and loans, exploiting its
reputation as a conservative player that has catered
to pensioners and families for decades.
 New Zealand= Shining a light on a grey area.

 Began by using reverse engineering capabilities of

Power Designer software to distill the conceptual
models from the physical models of the data bases
in place.
 New Zealand Post adopted the Service Oriented
Shared Infrastructure (SOSI) philosophy
developed to encourage the separation, isolation,
and presentation of ‘application services’.
 Very stringent testing
 Applied a central data center for postal operations
and Banking services
 NZ post had very high maintenance costs which were
controlled
 Bank does 20 million transactions a year from 992
branches

 Tanzania Post has ATM system yet no CBS yet 80%

offices are computerized
 Achievements

 Banking services improved, Accounting system got

streamlined
 The trust of the people in the postal services made
the Post bank a safe choice
 MIS is the greatest gain
 Data bases were created
 Corporate Business Strategy making also benefitted
 Could Map out profit centers , cost cutting also