The following tariff is applicable Zone A Zone B Nepal/Bhutan/Bangladesh First 500 Gm Rs 80 Rs 85 Rs 250 Rs 60 Rs 65 Rs 140

Addl 500 gm and part thereof

# indicates locations to which only domestic inbound services are available through Alliance Serv ices. * indicate weight restriction of 5 Kgs for Domestic Priority.

Blue Dart Courier Complaints Blue Dart Courier Vikramjeet Singh Send email on Dec 26, 2007

Refusal for delivering courier and usage of foul language To Blue dart

This is regarding refusal of delivering credit card and usage of abusive language by the courier delivery executive of blue dart.

Primafacia - The executive called on phone for delivering the credit card.he fixed up the time 12.pm and then arrived late... Read comments

Blue Dart Courier Shanthi Iyer Send email on May 29, 2008

Non Delivery of the courier I am Shanthi from Hyderabad.I am representing a company called FCS in Hyderabad. I have sent a document with Blue Dart courier to Bangalore. The tracking number is AWW-12043095293 and the date it was sent from Hyderabad Begumpet Office is on 28/05/08 and it comtained documents which was necessary... Read comments

Blue Dart Courier Mary Anthoniammal Pavithra Christopher Send email on Feb 28, 2008

Delaying to Deliver Dear Sir / Mam,

Your people are delaying to deliver the package from (HSBC bank) from Monday 25th Feb, i called up customer care so many times and informed regarding this matter but till today no one turned up. I gave correct address everything then what else they need.......... Read comments

Blue Dart Courier RAJESH PANDEY Send email on Mar 9, 2008

Non Delivery of Courier AWB- No. 42831652824 To, Date 8th March 2008

M/s Blue Dart Express Ltd

BLUE DART CENTRE

SAHAR AIRPORT ROAD Read comments

Blue Dart Courier Saurav Dhingra Send email on Oct 6, 2008

non deleivery chetna dhingra, prem niwas, hno;5/22, tahli mohalla, ferozepur city. pin :152002... Read comments

Blue Dart Courier RAJESH KUMAR MISHRA Send email on Jun 6, 2009

nonreceipt of consignment One consignment has been sent by SBI CREDIT CARD by BLUE DART COURIER havingAWB NO 32584239214. But till date i have not received any consignment. Now I am staying at Nasik. When I contacted Mrs. Sudha of your Nasik Branch Incharge, she is telling I will get back to you soon. But the soon did... Read comments

Blue Dart Courier Balamurugan Send email on Oct 8, 2008

Credit card not delivered I had got Axis Bank credit card with Awb no :44190326315 and when the courier man came i went ot chennai for purchase and i am shortly leaving to Dubai.But its my permanent address ...i have all communciation credit card bill, bank statement all were delivered to that address only... "my... Read comments

Blue Dart Courier Ansuia Prasad Send email on Feb 27, 2009

non delivery of dox To The Manager, Citi Bank Cred Card Division,

Subject :Waybill Number : 42733770122 of Blue Dart Courier

Regarding my credit card no.5546 3795 6904 7010

Dear Sir,

I have to state that.

Read comments

Blue Dart Courier Radha Kola Send email on Nov 18, 2008

Non delivery of Credit Card I was to get a credit card couriered about 2 weeks ago which has not been delivered yet. I keep calling there Customer Service numbers and they never respond. Nor the person on the call acknowledges that its Blue Dart unless we ask from our side.

They give a call to know where... Read comments

Blue Dart Courier Kiransskee Send email on Aug 7, 2009

Poor Service Still i didn't receive my parcel which is dispatched on 3rd Aug. One of the poor & worst service... Read comments

Blue Dart Courier Amogh Joshi Send email on Jan 20, 2009

No delivery between desired delivery time. A courier was sent to me by a financial investment company through Blue Dart. An executive named Pavan from J M Road, Pune office of Blue Dart contacted me about this. I requested him to deliver the courier within the time frame of 2pm to 4 pm, which he refused outright.

Is blue... Read comments

Blue Dart Courier Send email on Dec 19, 2008

not dilever my courier Sir, My name is Partho Roy, working as an F&B Manger In Hotel Babylon Raipur.This is to bring in your notice that inspite of reminding blue dart courier about my duty timing i.e.8.00am to 14.00pm, my courier is not being deliver to me in time.This has been the case with each... Read comments

Blue Dart Courier Prakashinside on Jun 1, 2010

Delay in delivery Dear Sir

We have booked one courier vide AWB no. 60089595650 from Chattarpur, Delhi TO Rama Road, Delhi Address on 28 May 2010 because it was so urgent and it was supposed to deliver on 29 May 2010, but i regret to say today is 1 June and it is not been delivered so far.

Read comments

India, Delhi, South Delhi

Other

Blue Dart Courier Thomas Mathew Send email on Mar 15, 2010

NON DELIVERY of PCL inspite of MOBILE NUMBER ON THE PARCEL Blue DART COURIER was supposed to deliver a parcel Waybill Number : 43588550250 Reference No : ORA090072167TS to me from INDIA TODAY BOOK CLUB NEW DELHI. THE PARCEL WAS BOOKED WITH AN 'INCOMPLET ADDRESS' BY INDIA TODAY BOOK CLUB. BUT MY MOBILE NO WAS ON THE PCL. INSTEAD OF CALLING... Read comments Stock Market

Blue Dart Courier COL.ML MURADA Send email on Oct 30, 2009

NON DELIVERY Blue dart manager,

(SOUTH)new Delhi 110062

HDFC BOMBAY OFF DISPATCHED LETTER ON 20/10/2009 VIDE AWB NO. 12:00AM S:VAR4

The latter was returned to Bombay for reasons '' address no located/house found locked.''... Read comments

Blue Dart Courier VISHANK PATEL Send email on Sep 22, 2009

NON DELIVER OF MY CONSIGNMENT AND MIS GUIDE ALSO To, Bluedart

This is regarding refusal of delivering PAN card and usage of abusive language by the courier delivery executive of blue dart.and said nobody was there where as in actual my family member is there further I contact customer care officer Ms. Neelam she is also... Read comments

Blue Dart Courier Karthik Send email on Aug 30, 2009

Not Delivered the laptop and did not respond well

Hi This is karthik i happen to send the laptop which i was using to my brother who lives at NaviMumbai. I choose the Dart Apex since there was a money back guarentee and also would reach NaviMumbai on saturday and it would be easier for him to collect the box since it is an off for him.... Read comments

Blue Dart Courier MOHAMMED MEHRAJ Send email on Mar 4, 2009

Holding my credit card not delivering it . Dear Sir/Madam I am holding HDFC Credit card more than five years during this period I have never got such experience that the delivery person namely Venu from blue dart did not deliver my card simply went to their office and said I have changed my address it is amazing today i.e.04/03/2009... Read comments

Blue Dart Courier Tanmoy Datta Choudhury Send email on Jan 17, 2009

Shipment not received This is 7th day of my complaint. Called blue dart regarding the status and the reply was as usual we will update you today evening. And no one would bother to call me back. I am supposed to receive a shipment from ICICI Home Finance and on 9th I received a message from ICICI that the document... Read comments

Blue Dart Courier Nivedita Karlose Send email on May 20, 2008

Non delivery of AWB 44131366716 On 12th may an urgent cheque was despatched by HSBC bank in my name.It was supposed to have reached Kolkata on 13th May -however it was not delivered to me at all - in fact despite my building security guard as well as my son being informed of the expected document, no one visited my...

Blue Dart Courier B Suchitra Rai Send email on Mar 25, 2008

Non delivery of courier after many follow ups also I was suppose to receive one courier from noida which was despatched on 18 March to destination (Hyderabad). The courier office didn't bother to inform me that they could not get me at my office and they kept the courier aside. When I called then I got the information. I have given all... Read comments

Blue Dart Courier veerender999 on May 13, 2011

Rude Behaving

Customer care Name:- Radhika is rude behaving and even not respecting the customers, How the Bluedart people are keeping these kind of girl.

Before keeping into job, teach them how to behave with customers.... Read comments India, Andhra Pradesh, Hyderabad Other

Blue Dart Courier rajeshmano85 on Feb 22, 2011

Blue Dart Stolen my credit card Refusal for delivering courier and usage of foul language To Blue dart

This is regarding refusal of delivering credit card and usage of abusive language by the courier delivery executive of blue dart.

Primafacia - The executive called on phone for delivering... Read comments India, Karnataka Credit Cards

Blue Dart Courier shailender kadayan on Dec 17, 2010

Service of blue dart courier Hello Sir,

This is Shailender Kadayan,sir m not satisfied with your service,i applied for policy money i.e policy no06762476 and available no-44172466041.You sent my check on 11-10-2010 through Blue dart courier but i have not get my check till now.I called so many times to blue... Read comments India, Delhi Other

Blue Dart Courier kumariranju on Dec 1, 2010

not delivered Consignment no. 44060404905 booked on dec 2007 from courier office to my correspondence address is not yet delivered or returned by blue dart courier complain in their costomercare is non responsive. Please do needful. Thanks... Read comments India, Bihar, Madhubani Insurance

Blue Dart Courier vikas_vir on Oct 1, 2010

POOr Service I am Vikas Deep Vir . An important document was despatched by British Council to me but by mistaken Blue dart courier service despatched that document to its Gurdaspur office instead of Batala. Although the address was absolutely correct, i recieved a call from employee of blue dart to recieve... Read comments India, Punjab, Gurdaspur Postal & Delivery Services

Blue Dart Courier banty098 on Sep 6, 2010

Not came at given address and mention tht Consignee Not Available At Given Address. I tried a lot to contact with the particular delivery guy who wish to come at my address for deleiver the courier. I tried to the contact no of the service branch (Yusuf Sarai) which is mentioned in the BlueDart website. But that no never pickup by anyone.

On the online tracing... Read comments India, Delhi, South Delhi Credit Cards

Blue Dart Courier hssidana on Jun 4, 2010

NON DELIVERY OF CONSIGNMENT I was sent my E order by Blue Dart Courier vide No 43648572096 from delhi to Kanpur by ICICI bank.

As per the Company, the same has been delivered to me on 1st Jun, whereas, no one has even contacted me or delivered the product.

The front office people are avoiding... Read comments India, Uttar Pradesh, Kanpur Nagar Banks

Blue Dart Courier Bhavyesh Shah Send email on Feb 14, 2010

Without Telephone/Mobile Not delivered a Shipment. On time of Delivered a shipment insist to give Mobile No for delivery of refund cheque of 2/3 annuity was sent to me on 20-Jan-10 by Blue Dart courier via AWB 44423727832. This was sent by Kotak Life Insurance. Is Mobile No. and Telephone No is mandatory.... Read comments Postal & Delivery Services

Blue Dart Courier Sandeep Kumar Send email on Jan 16, 2010

Shipment missing My AWB 58096369590 and it contains a DELL laptop. Thinking of sending it thru BLUE DART for safe and sure delivery. I shipped it from Bangalore on 8th Jan 2010 for HPR (Hoshiarpur). But the shipment didn t reach still on 16th Jan 2010. After chasing with customer care, got to know that...

Blue Dart Courier B.Srinivas Send email on Oct 25, 2008

My Insurance bond from Bajaj Allianze is missing &delivered to wrong address.. I am B.Srinivas aged38 yrs..resident of H.no.: 1-1-365/19, Gandhinagar, chikkadpally, Hyderabad500020. few months back I have taken a Insurance Policy from Bajaj Allianz for my Child B.Saketh Suman and after months also we did not recieve the Main Policy bond to our house.

One... Read comments

Blue Dart Courier Pankaj Chand Send email on Sep 5, 2008

Consignment given to some Security Guard, do not know who I have not received my Consignment #12019819943. The Blue Dart Call Centre is telling me that it is delivered to some unknown person.

I have taken off from work today and waiting at home specifically to receive the consignment as I need it as fast as possible due to some urgency. Read comments

Blue Dart Courier Pradip Routray Send email on Jul 5, 2008

callous job AWB No. 12104108936. This shipment was booked on 30 June 2008 at Malad-West, Mumbai and supposed to reach Cuttack on 2nd July. While tracking on 3rd July, I was amazed to learn that the shipment was directed to Bhagalpur instead of Cuttack. On inquiry, their Customer Service admitted their... Read comments

Blue Dart Courier

Sourav Biswas Send email on Mar 22, 2008

utterly inneficient service to blue dart

I was supposed to receive 2 time sensitive consignments, numbered 50061217522 and 50061139634 from icfai Hyderabad, which was dispatched by air cargo on 14.03.08.

Concerned at the delay in delivery, I tracked my cargo through your website... Read comments

Blue Dart Courier Sapna Kapoor Send email on Feb 21, 2008

mis handling of document a document had been sent from lucknow to bangalore. The document was delivered on 15th feb to the watchman inspite of the fact that the phone number was mentioned on the envelope. The document i recieved was torn, was in two pieces. The document was very important one as it was my interview... Read comments

Blue Dart Courier selvendrant on May 9, 2011

Refusal to give the Credit card at the concerned address Hi Blue Dart/Consumer Complaint,

I should have received the credit card on 9th May 2011. But the blue dart courier people, without come to the mentioned address as well as without callin the given phone no in the consignment and also without asking security/admin at my office... Read comments India, West Bengal, South 24 Parganas Credit Cards

Blue Dart Courier Naina Roy on May 4, 2011

non delivery of my passport Date 04.05.2011

I have applied for a Visa and submitted my passport to british High commission who in turn have arranged to deliver my passport back to me with approved visa through Blue Dart courier.But unfortunately the courier person giving me stupid excuses and not delivering... Read comments India, West Bengal Utility Services

Blue Dart Courier joshi_milan on Feb 25, 2011

delivery of courier to unknown recipient

This is a real careless act shown by Blue Dart Courier services; they have delivered my confidential shipment to some unknown recipient. The courier company should be sued for this. Has been delivered to some person named Vijay, this is a mess created by the courier company!!... Read comments India, Uttar Pradesh, Ghaziabad Stock Market

Blue Dart Courier junibhaduri on Oct 30, 2010

Noting down Identification Number BlueDart Courier is generally used by banks to send credit cards and cheque books all other important documents. They demand a photo identity before handing over the document which I agree is for security reasons. I am ready to show them and and also ready to let them write down the type of... Read comments India, Tamil Nadu, Chennai Products & Services

Blue Dart Courier ABHIJEET MUKHERJEE Send email on Dec 25, 2009

:Unpolite Rude Behaviour by staff & refuse to deliver by Jamshedpue Office delivery urgently required:Unpolite Rude Behaviour by staff & refuse to deliver by Jamshedpue Office dear sir, I was informed by your office that there is a consignment by my name from Axis Bank containing my ATM card. On personally visiting the branch office they were...

Blue Dart Courier

Umesh Send email on Aug 18, 2009

careless billing and negligence An international courier of size 63(L), 8(w) and 27 (H) is calculated as 2.72 kg by the Blue Dart calculator as displayed below on their website.

Volume Weight Calculator

Packages Height Length Width Units Weight 1.00 27.00 63.00 8.00 Cms ... Read comments

Blue Dart Courier Monty Ruchandani Send email on May 9, 2008

Inefficiency while delivering courier Dear Sir/Madam,

This is Monty Ruchandani Shipment no. 32561618073. This is in reference to the courier which I have not received till date just because of BLUE DART from Vimannagar.

First of all when i received the 'sorry to missed you' slip on 3/5,... Read comments

Blue Dart Courier Raushan Kumar Send email on Jan 10, 2008

Delivery charges & Octroi collected without valid receipt Ref: shipment No. DO843399128WW Shipment was free as indicated in the bill of consignor. But the courier prson collected a sum of Rs 45/& gave a bill of some other consignee with correction of my name & the said amount....

Wikipedia

A courier is a person or a company who delivers messages, packages, and mail. Couriers are distinguished from ordinary mail services by features such as speed, security, tracking, signature, specialization and individualization of services, and committed delivery times, which are optional for most everyday mail services. As a premium service, couriers are usually more expensive than usual mail services, and their use is typically restricted to packages where one or more of these features are considered important enough to warrant the cost.

Different courier services operate on all scales, from within specific towns or cities, to regional, national and global services. The world's largest courier companies are DHL, FedEx, TNT N.V., UPS, and Aramex.[citation needed] These offer services worldwide, typically via a hub and spoke model.

Couriers before the industrial era

Courier or postman, Japan, hand-coloured albumen print by Felice Beato, between 1863 and 1877.

In ancient times runners and homing pigeons and riders on horseback were used to deliver timely messages. Before there were mechanized courier services foot messengers physically ran miles to their destinations. To this day there are marathons directly related to actual historical messenger routes.

Types of couriers

In cities, there are often bicycle couriers or motorcycle couriers but for consignments requiring delivery over greater distance networks, this may often include lorries, railways and aircraft.

Many companies who operate under a Just-In-Time or "JIT" inventory method often utilise on-board couriers. On-board couriers are individuals who can travel at a moment's notice anywhere in the world, usually via commercial airlines. While this type of service is the second costliest general aviation charters are far more expensive companies analyze the cost of service to engage an on-board courier versus the "cost" the company will realise should the product not arrive by a specified time (i.e. an assembly line stopping, untimely court filing, lost sales from product or components missing a delivery deadline, organ transplants). [edit] Representative couriers

Over time, demand for a new type of representative courier has emerged. With the increase in fuel prices and productivity goals monitored closely by companies, this new type of all-in-one courier has developed to "take care of business". Workers in companies have more work and less time to be out of the office. Operating largely using independent contractors that have gone through a screening process and background checks have found a niche in the courier industry. Research, intransit pet care, complex paperwork filing, and a host of other services are now offered in this new category of courier service.

Courier industry by country This section does not cite any references or sources. Please help improve this section by adding citations to reliable sources. Unsourced material may be challenged and removed. (February 2008)

[edit] United Kingdom

The genus of the UK sameday courier market stems from the London Taxi companies but soon expanded into dedicated motorcycle despatch riders with the taxi companies setting up separate arms to their companies to cover the courier work. During the late 1970s small provincial and regional companies were popping up throughout the country. Today, there are many large companies offering next-day courier services, including UK Mail Ltd., City Link Ltd. and UK divisions of worldwide couriers such as APC Overnight, FedEx, DHL, UPS, TNT and Fastway Couriers.

There are many 'specialist' couriers usually for the transportation of items such as freight/palettes, sensitive documents and liquids.

The 'Man & Van'/Freelance courier business model is highly popular in the United Kingdom, with thousands upon thousands of independent couriers and localised companies, offering next-day and sameday services. This is likely to be so popular because of the low business requirements (a vehicle) and the lucrative number of items sent within the UK every day. However, since the dawn of the electronic age the way in which businesses use couriers has changed dramatically. Prior to email and the ability to create PDFs, documents represented a significant proportion of the business. However, over the past 5 years documentation revenues have decreased by 50 per cent. In addition customers are also demanding more from their courier partners. Therefore a shift where, more and more, organisations prefer to use the services of larger organisations who are able to provide more flexibility and levels of service is being witnessed which has led to another level of courier company, the regional couriers. This is usually one of the local companies who have expanded to more than one office to cover an area such as LTG Couriers in Yorkshire or London Link in the south and Scarlet Couriers in the Midlands.

CitySprint, in particular, foresaw the changing trends and started buying up these other companies.

Some believe that an advantage of using individual couriers, over an established same day courier firm are that they are able to offer far better rates to their customers. However, in reality, larger organisations are far more flexible and able to offer very cost effective rates to their customers.

Another benefit of using larger courier firms is the added-value services they provide. Many companies now offer PODs online. Lots of the smaller companies and freelance 'Man & Vans' are unable to provide this. CitySprint took this one step further with the launch of its real-time system, CourierLocator which was the UK s first national, live courier tracking system. The system enables customers to view a realtime map location of the courier undertaking their SameDay courier delivery.

The unrivalled transparency was made possible following CitySprint s investment in GPS handheld units, namely CityTrakkers. These handheld computers transmit real-time information to and from the CitySprint system enabling CitySprint to have full sight of its entire courier fleet at any time. This is a benefit which is enjoyed by many of CitySprint s customers.

Royal Mail was up until recently a reasonable competitor of most of the large couriers; offering next day and special delivery services. This has however changed, with higher costs, strike action and a lowering public perception of the company. With companies like Royal Mail & The DX (who offer a private courier 'box network'), it can be difficult to draw a clear-cut line between postal services and couriers.

Some UK couriers offer next-day services to other European countries. FedEx and Interlink Express both offer next-day air delivery to many EU countries. Cheaper 'By-Road' options are also available, varying from 2 days delivery time (e.g. France), to up to a week (e.g. Former USSR countries).

Large couriers often require an account to be held (and this can include daily scheduled collections). Senders are therefore primarily in the commercial/industrial sector (and not the general public); some couriers such as DHL do however allow public sending (at higher cost than regular senders). [edit] United States

The courier industry has long held an important place in United States commerce and been involved in pivotal moments in the nation's history such as westward migration and the gold rush. Wells Fargo was founded in 1852 and rapidly became the preeminent package delivery company. The company

specialised in shipping gold, packages and newspapers throughout the West, making a Wells Fargo office in every camp and settlement a necessity for commerce and connections to home. Shortly afterward, the Pony Express was established to move packages more quickly than the traditional method, which followed the stagecoach routes. It also illustrated the demand for timely deliveries across the nation, a concept that continued to evolve with the railroads, automobiles and interstate highways and which has emerged into today s courier industry.

The Courier industry in the United States is a $59 billion industry, with 86% of the business shared by only four companies, including DHL, FedEx and UPS. The remaining 14% shared among almost 11,900 other small businesses ranging in size from 1 employee to over 600. These businesses comprise of mostly same day deliveries and are strong offline businesses and strong online businesses like NAPAREX and USA Couriers. [edit] Malaysia

Courier services in Malaysia is relatively young. In the early 1970s foreign companies such as DHL and OCS beginning their operations in Malaysia. The first local courier company to operate in Malaysia is City-Link Express (M) Sdn Bhd which began its operations in 1979. This was followed by ABX Express (1984), Nationwide Express (1985). POSLAJU (part of the Pos Malaysia) and UPS appeared in the scene in 1988. FEDEX came in 1991. In 1997 a local outfit GD Express began operating. Today the domestic courier service is mainly dominated by City-Link Express, Nationwide Express and GD Express (GDex). Both Nationwide and GDex are public listed company while City-Link Express had remained firmly in the hands of its founder, David Tan.

In the Malaysian Communications and Multimedia Commission ([1]MCMC) report for 1H-2008 ISSN 1823-9919 it was reported that the number of Licensed Courier Service Providers as at 30.06.2008 total 114 companies. [edit] Other aspects This section is written like an advertisement. Please help rewrite this section from a neutral point of view. (January 2008)

[edit] Sameday couriers

Sameday couriers, as the name suggest, pick up and deliver on the same day . deliver in less than 24 hours and are an integral part of any modern economy. There are roughly seven thousand courier companies in the United States that make up this multi-billion dollar sector. The UK sameday courier industry is highly fragmented with CitySprint assuming the largest portion at around 10%.

Same Day Delivery courier van, Ypsilanti Township, Michigan

The business model for the courier industry is particularly dependent on independent contractors. It is estimated that 50-65% of U.S. courier companies use independent contractors to make deliveries in addition to their own dedicated employee resources.[citation needed] The nature of the industry, with its on-demand, often unscheduled delivery model, requires a varying number of courier drivers on any given day and time of day to complete a set service. Experts in this method of network delivery maintain hundreds of standby couriers in a "ready to move" status as devised by Mark Kent, professor of Logistics at the University of Ghent. However, this business model is under threat from IRS Reclassification where IC's are being recategorized as W-2 employees. This reclassification typically results in fines being imposed on the offending courier company.

In December 2007, the Internal Revenue Service of the US 'tentatively decided' that FedEx Ground Division might be facing a tax liability of $319 million for 2002, due to misclassification of its operatives as independent contractors. Reversing a 1994 decision which allowed FedEx to classify its operatives that own their own vehicles, the IRS is auditing the years 2003 to 2006, with a view to assessing whether similar misclassification of operatives has taken place. FedEx denies that any irregularities in classification have taken place, but is facing legal action from operatives claiming benefits that would have accrued had they been classified as employees.[2]

Many expedited courier companies are regional; small businesses which can also provide additional services such as logistics management, archive warehousing, messenger centers, outsourced mailroom services and coordinated airfreight forwarding delivery services.

In the UK, most of the couriers or despatch riders were motorcyclists when the sameday delivery business started to show up in London. These tended to evolved from taxi companies but soon regional courier companies were popping up throughout the country. Starting in the mid 1980s, bicycle couriers, who were more economical for shorter distance deliveries,[3] began to supplant motorcycle couriers in

the larger cities. Rising costs, including insurance premiums and petrol, made motorcycle couriers less competitive.[citation needed] Except for the metropolitan areas most of the sameday couriers throughout the country now use small vans to do deliveries. Under the current financial climate the general trend has seen corporate businesses evaluate courier costs and steer away from sameday couriers and tend to sway towards the cheaper next day delivery solution. The exception to this rule is where courier companies have been able to differentiate themselves and develop services aimed at specific business needs. CitySprint, for example, launched SecureData Courier which is a premium SameDay courier service designed for the safe and secure delivery of confidential, valuable and/or sensitive information. The service has a number of unique features such as the use of a single, dedicated courier assigned to each delivery as well as a specialist support team to assist with bookings. With the SecureData Courier service the package is delivered to the addressee only, as opposed to the offices or reception of the recipient, ensuring a seamless hand-over. The entire delivery journey can be tracked on a live, real-time basis from the point of collection providing reassurance as customers can view the exact whereabouts of the package from collection to delivery. [edit] Customers

These couriers specialise in delivering important or sensitive packages that need to be received in the local area; and/or because of time and temperature concerns, such as organs for transplant or key equipment or parts that are necessary for day to day operations. While most companies use courier services certain industries depend on couriers on a daily basis. Biomedical labs need samples for testing and evaluation, manufacturing industry require parts to keep their plants operating smoothly, financial institutions transfer multiple documents every day between branches and processing centers, law firms must deliver confidential signatured documents on very strict deadlines for court filings and pharmaceutical distributors use couriers to transport medications to hospitals and nursing homes.

Same day requirements for delivery are ever increasing in many industries, and these are now creating "Niche Markets" of service in the courier industry. Companies are specializing in Same day markets, allowing for more opportunity for surviveability and growth. Emerging Medical, Legal High Tech and professional markets have specialized requirements. Couriers that address these specialized markets enjoy success. One industry leader in these Niche Markets is Lonestar Delivery & Process, a Texas based courier that specializes in 3 different defined Niche markets. Doing so, they have opened many opportunities for growth in Medical, Legal and Government markets.

Even two-day delivery services use courier firms. Items that are mis-sorted, forgotten or just not picked up on a larger couriers route. When a mistake has been discovered, courier firms fill in the gap and

ensure packages are delivered on time. One of the leading UK next day couriers APC Overnight ensure that any timed delivery mis-sorted parcels are urgently collected and run to their destination on sameday delivery vehicles to ensure that the customer still receives the service that they paid for. [edit] Working conditions of couriers

The conditions of employment of couriers vary from country to country, city to city and even company to company. Contracts governing the relationship between individual courier and company are subject as much to customary practice, as local ordinance. In some places couriers are independent contractors paid on commission and do not receive benefits such as health insurance. In other places they will be regular employees of the courier company enjoying all the benefits thereof.

In the US, the Obama-Durbin Independent Contractor Proper Classification Act of 2007 was introduced to deal with the problem of workers 'misclassified' as independent contractors.[4] It is not clear what effect this legislation, if enacted, will have on the U.S. courier market. But if, as is the Act's intention, courier companies are forced to treat those workers that they previously declared independent contractors, as employees, with all the benefits thereof, then there is no doubt that costs will rise.[citation needed]

The employment status of the couriers of one of the UK's biggest sameday courier services, CitySprint, was challenged by the GMB trade union in December 2007. The challenge arose from the firm deciding to terminate the contract of one of its self-employed couriers after a series of misdemeanors. At the time the GMB sought to establish that CitySprint's self-employed couriers, currently classified as selfemployed sub-contractors should be re-classified as employees. Threats from the GMB went no further and no other correspondence was received by CitySprint.

Mr. Anil Khanna, Managing Director, Blue Dart Express Limited

Anil Mascarenhas / 14:42 , May 25, 2011

Mr. Anil Khanna, Managing Director, Blue Dart Express Limited, South Asia's premier number one express air and integrated transportation, distribution and logistics Company and part of the Deutsche Post DHL group. He has been a Blue Darter for over 18 years, with an overall experience of 32 years across diverse industries. He took over as Managing Director in 2007 and since then has led the organization successfully with clear strategic vision, focus on customers and incisive execution of customer centric value propositions, thereby consolidating Blue Dart s leadership position in the marketplace. Under Anil's leadership, Blue Dart has broadened its strategic focus from being an air express company since inception to being a company that straddles customer offerings across time definite, priority, deferred as well as focus on industry specific solutions in air and ground express segments. Anil is a graduate from St. Stephen s College, Delhi and holds an MBA degree in Marketing and Finance from UBS, Chandigarh.

Blue Dart is South Asia s premier courier, and integrated express package distribution company. Secure, reliable, time-definite distribution across 26,804 locations in India and 220 countries worldwide is assured through its integrated air support and ground network, with over 1,342,677 sq. ft. of facilities which include 7 aviation hubs and bonded warehouses, 12 express hubs, 55 domestic warehouses, and dedicated air services with a fleet of three Boeing 737 freighters and four Boeing 757 freighters operating each night to the 7 main metros in India. Blue Dart's core competence lies in the business of superior express delivery services, maintaining reliability levels of 99.96%. A people-first company, Blue Dart continues to deliver value to its stakeholders through its people philosophy and corporate governance, based on distinctive customer service, business ethics, accountability and profitability.

Replying to Anil Mascarenhas of IIFL, Anil Khanna says, We not only anticipate increased activities in the sector in terms of investments but also consolidation in the sector.

Give us a brief overview of the industry. What are the changing trends? The express industry is a key enabler in facilitating trade and commerce because of the time-sensitive nature of most goods and the increasing demand for reliability, efficiency and speed. The opportunities are aplenty for the express industry in India as the current logistics spend in India is 13% of the GDP compared to a notably lesser percentage of the same in more developed economies. The need for the highest levels of efficiencies still exists.

The demand for express services is surging with each passing year and customer expectations have also risen tremendously. Today, the Indian express industry provides integrated, value-added, time-bound, door-to-door delivery of documents, parcels and merchandise. It supports industries such as electronics, telecommunication, IT, banking, retail, auto-components, textiles and apparels, gems and jewellery and pharmaceuticals. Moreover, with India recognized as an outsourcing destination, manufacturing sectors such as textiles, automobiles and pharmaceuticals are likely to witness increased activities in the medium to long term. In order to maintain competitiveness, companies operating in these industries are expected to outsource their logistics requirements to third-party logistics service providers and concentrate on their core-competency of manufacturing and marketing.

Besides, the opening up of banking, insurance, telecom and retail sectors would boost the demand for value-added express services in India, as these are major user industries.

What is the size of the industry? How well are you placed in India? The organized domestic air express market is pegged at around Rs. 15bn, which grew at a CAGR of 78% in the last five years, while the domestic organized ground express market is pegged at around Rs. 1,700cr, which grew at a CAGR of 14-15% in the last 5 years. (Source: Market Sizing 2009).

Blue Dart Express Limited is South Asia's number one express air and integrated transportation, distribution and Logistics Company and commands a market share of 40% (Source: Market Sizing 2009) in the domestic air express space. We have the most extensive domestic network of 26,804 locations serviced through 390+ DHL Blue Dart retail outlets, 7 dedicated aircraft, 5885 vehicles and reach to over 220 countries worldwide through our parent company DHL.

How is Blue Dart positioned as a company today? Is it more of a courier or logistics or one stop solution / warehouse? We are commanding a 40% share in the domestic air express market is the only company providing a gamut of services air express (both domestic and international through DHL), air freight, ground and charters. It is a one stop solution for any logistical requirement. Blue Dart has predetermined goals to become the Express & Logistics Provider of Choice for Indian businesses. It continues to be the Trade Facilitator of the country and focuses on specific customer needs, rolling out relevant solutions that meet and exceed customer expectations. Blue Dart has built on its experience and expertise to offer logistics support that provides its customers a competitive advantage and edge in the marketplace. Through our logistics support, we simplify our customers lives and make them more successful.

What is your view on logistics industry and warehouse? What growth rates do you see? The organised Indian express market is expected to grow at a CAGR of 17 percent till 2015 (Source: Market Sizing 2009). As we witness the mall culture and consumerism wave sweeping the Tier II & Tier III cities and towns, we see market growth for the industry in these locations. Impressive growth of manufacturing sector and organized retail sector has definitely boosted the domestic warehousing market. With domestic retail chains and international retailers eyeing a big market in India, now there is a greater demand for advanced and comprehensive warehousing services. The private warehousing sector which is highly fragmented should reorganize itself and capitalize on the substantial opportunities.

What are the entry barriers? Your take on third party logistics. Express today plays an important role in trade and distribution because of the time-sensitive nature of many goods. For those looking at reliability, speed and security it is still the preferred option over other modes. However, inadequate infrastructure, increase in fuel cost and shortage of skilled manpower are some of the major challenges for this industry. Over the last several years the use of third party logistics providers has grown dramatically and it has increasingly become an effective way to reduce costs and spread risks for traditional, vertically integrated firms. This not only helps the companies to concentrate on their core business but also eliminates investment in infrastructure, quick adaptability to changes in business environments, reduction in operating costs, risk sharing etc.

In terms of Outsourcing logistics, what trends are you seeing here as far as Indian companies are concerned? The Logistics Service Providers have evolved in India and now there are large operators who offer complete supply chain solutions across industries. Apart from the usual logistical activities such as transportation and warehousing, these players also provide value added services such as customs clearance, freight forwarding, import-export management, inventory management, assembly / installation, packaging and labelling, distribution after sales support, reverse logistics etc.

The benefits of logistics outsourcing are being understood and appreciated and also the realization that apart from cost, customer service and delivery performance are also important to remain competitive on a global level where logistics are much more evolved and advanced.

What kind of investments do you see in the logistics sector, especially by PE funds etc? PE investment in the logistics sector has been active after being on a low for a while. The primary reason for this was valuation mismatch of the proposed deals; but this year has witnessed good number of PE deals and going forward more are likely to happen. Now within logistics the cold storage segment is set to see some action due to the anticipation of the sector opening up. This is likely to see new players entering whilst the existing players feel the need to ramp up their offerings to more than just transporting the shipment.

Are you seeing a capacity crunch, especially at the ports? Do you see a near term solution? Yes, we do have a capacity crunch at our ports. Albeit ambitious expansion plans have been laid out significant chunk of those projects are yet to take off and also we haven t been able to add capacities at our ports. Delay in projects is another concern area as it not only results in cost over-runs but also affects trade and commerce adversely. Increase in private participation at ports is a positive development and the need is to add to the momentum.

How long does it usually take for importing a cargo container into India and for exporting one from India? How does it compare with other countries? While international norms state that a gap of at least 30% should be maintained between installed capacity and actual throughput; the gap is about 8% at our Indian ports resulting in waiting time for the ships. As per a Parliamentary Committee report the average turnaround time for a ship in waiting at our ports was around 3.85 days in 2008-09 in contrast to the turnaround time of 10 hours at Hong Kong port. Indian ports are developing but need to catch up with their global counterparts at the earliest.

In terms of regulations or taxes, what would be your wish list from the government? GST has thrown up an opportunity and will undoubtedly change the way we do business. It will be a move from Fiscal Supply Chain to Physical Supply Chain. Introduction of GST will make it economically viable to simplify distribution network and result in economies of large scale operations and process optimization. The Government has allowed 100% Foreign Direct Investment (FDI) to the courier industry in India. However, it is imperative to simplify the tax structure of the logistics industry to reduce complexities. Also better understanding on Government s part about the role played by logistics in order to give it an industry status and less cumbersome regulatory requirements of ST/Octroi/Customs will lend an added impetus.

How do you manage the spike in crude prices etc? To what extent are you able to pass on the rise? Volatility in crude oil prices is a cause of major concern globally. Blue Dart has a fuel surcharge mechanism in place since December 2002 to neutralize the impact of the Aviation Turbine Fuel (ATF) costs. This has enabled us to manage and mitigate the phenomenal increase in costs.

Are you seeing consolidation in the sector? With recession behind us now and the economy peaking we not only anticipate increased activities in the sector in terms of investments but also consolidation in the sector.

What is your warehousing capacity now? Currently we have warehouses at 53 locations across the country, as well as bonded warehouses at the 6 major metros of Ahmedabad, Bangalore, Chennai, Delhi, Mumbai and Kolkata.

What are your capex plans? How would they be funded? We plan to invest approximately Rs. 800-1000mn for expansion. All our capex plans are funded by internal accruals.

Brief us on your financials and your outlook. Blue Dart posted Rs. 943.7mn profit after tax for the year ended December 31, 2010. Income from Operations for the quarter ended December 31, 2010 was Rs. 3188.8mn. The Income from operations

(inclusive of fuel surcharge) has recorded an increase of 26.75% for the year ended December 31, 2010 as compared to the corresponding year ended December 31, 2009. The 2010 results have been in sync with our outlined expectations for the year.

While continuing to be the `Trade Facilitators in the country handling over 87 million domestic shipments, 0.74 million international shipments and over 3,38,990 tonnes of documents and parcels across the nation and 220 countries worldwide, we shall continue our focus on addressing specific needs of the customers delivering customized solutions.

Being a customer centric brand, Blue Dart has robust plans for India and will continue to focus on product innovation, reach expansion, transit time improvements, small town (Tier-II and III) activation and strengthening channels.

We are delighted to serve in Blue Dart country with a business and human conscience to remain the customer s First Choice.

Tell us more about your international operations. What steps are you taking to increase the same? DHL Express (Singapore) Pte. Ltd. owns 81.03% stake in Blue Dart and the coming together of the world's No. 1 international air express service provider and South Asia's premier courier, and integrated express package Distribution Company has created a force to reckon with in the Indian logistics space. Through DHL s international network, Blue Dart has access to 220 countries and territories worldwide. Likewise any shipments coming in to India is delivered through Blue Dart s network across 26,799 locations in the country.

On the facility and infrastructure front, the Blue Dart-DHL facility at Bangalore International Airport Ltd. (BIAL) is the first of its kind in India and unique because of its fully integrated domestic and international express operations. This new facility will help synergize the domestic and international express operations of both businesses in South India.

How many aircrafts do you own and lease? Currently we have 7 aircrafts three Boeing 737 and Four Boeing 757. All these freighters are on lease.

What is the game plan now of DHL Express as far as Blue Dart is concerned? The alliance between Blue Dart and DHL brings together synergies of two strong brands with premier offerings in the domestic and international air express and logistics arenas. DHL s market leadership in international air express complements Blue Dart s established domestic strengths and unique infrastructure, to provide customers with a complete spectrum of domestic and international express services, airfreight, ground and charter services in the country.

We have a strong team and an extremely well thought-out strategic focus till 2015. As part of this strategy, Blue Dart and DHL have formed an X-BU (cross Business Units) initiative that aims to collaborate and simplify customers lives. This also includes increasing the count of ONE-RETAIL stores from 390+ to 1000 across India by 2015.

Both Blue Dart and DHL are well established brands, with strong brand recall and loyalty. Though the two businesses continue to work independently, both Blue Dart and DHL draw on each others strengths through collaboration and sharing of knowledge and best practices that make it a formidable unified team in the eyes of the customer. This alliance has given them a distinctive edge in the competitive market, where the customers stand to gain from DHL s global reach and Blue Dart s domestic network.

What is your vision for your company? Our vision is "to be the best and set the pace in the express air and integrated transportation and distribution industry, with a business and human conscience. We commit to develop, reward and recognise our people who, through high quality and professional service, and use of sophisticated technology, will meet and exceed customer and stakeholder expectations profitably."

We want to establish continuing excellence in delivery capabilities focused on the individual customer. Blue Dart would like to bring immense value to internal and external stakeholders by incorporating high benchmarks and quality standards in every aspect of business. This would ensure that Blue Dart advances as a Brand with a clear focus on fundamentals and stands for Quality, Consistency, Reliability, Passion and Commitment. With this holistic approach, Blue Dart will remain a dominant force in the industry and consistently achieve higher growth in the years to come.

What are some of the innovative schemes brought up by Blue Dart in recent years to add value to the customer?

Blue Dart constantly rolls out promotions for our customers to keep them updated on our various offerings. Recently we announced the launch of a unique customer incentive campaign Ship and Win for its Time Definite Delivery (TDD) domestic retail customers. The campaign is a slogan based contest wherein TDD customers need to complete the slogan I prefer Blue Dart-DHL TDD because on the TDD forms available at retail outlets. The best slogan can win bumper prizes.

Apart from this, we also introduce several sector-specific, innovative products and services in a phased manner, in line with specific needs and requirements of different industries like BFSI, Pharmaceuticals, IT, Consumer Durables, FMCG, Automotive, Retail, Textiles, Telecommunications etc. The new initiatives will upgrade our product range and improve service quality, thereby offering customers state-of-the-art air and ground express solutions across the country. These products provide the much-required flexibility to the shipper and consignee. Some recent additions to our product portfolio include Express Pallet, Smart Box: Ground Express and Time Definite Delivery to name a few.

In terms of security issues, where does Blue Dart stand? Blue Dart is best equipped to address any issues related to security and follow strict guidelines to keep check on what we move. Every shipment undergoes 17 scans during its transit period from the origin to its actual destination. Also the 24x7 tracking mechanism empowers customers to monitor the status of their shipments at any given time. Our vehicles are installed with the GPS device that can be tracked from a centralised unit. This enables real-time visibility of each package and dynamic routings thus ensuring total control.

Tell us about your technology initiatives and what edge do you have here? Blue Dart has been the only Indian Air Express Company that has invested extensively in technology infrastructure to create differentiated delivery capabilities, quality services and customised solutions for the customer. With over 3,465 computer terminals connected by dedicated leased lines, VSATs and Microwave links, Blue Dart has one of the largest private computer networks in India. We also employ wireless, mobile telephones, radio sets extensively to enhance our communication speed and connectivity with our troops on the field. Our Customer Service Cell is equipped with Automated Call Distribution Systems (ACDs) to provide quick response and support to our customers.

Blue Dart had foreseen how internet would benefit the core business of the company way back in 1996 and started exploring web-based solutions to extend the range of services available to its customers and integrate them into its core products.

We are the only Indian express company to have indigenously developed an advanced state-of-the-art track and trace system for all our shipments. Shipments are scanned from pick up to every transit point till delivery, using bar coding and laser scanner technology, transmitting updates automatically to our Oracle database. This enables our customers to receive real-time, complete and accurate information about their shipments.

For our aviation system, our in-house team has developed an in-house technology system, which allows real-time space and revenue management on the Blue Dart Aviation network. It ensures that the aircraft is filled profitably, and that all customers with space confirmed on the aircraft have the assurance that their packages would travel.

Technology at Blue Dart is designed to enhance the reliability of our operations and process efficiency, and add value to the customer through time and cost savings. All these ensure timely, secure and reliable pick-up and delivery of shipments thereby providing our customers peace of mind.

What is your staff strength in India? What are your recruitment plans? Blue Dart customers are serviced through Blue Dart's national workforce of over 7204 employees, fleet of about 5885 vehicles, 7 dedicated aircraft and service centres that reach over 26,804 locations across India. This vast network ensures timely and reliable services o customers across Blue Dart country thus exceeding their expectations.

All our achievements have been possible because we have a team who believes in themselves and their company, a team with a winning attitude. We are a learning organization, we value self-development, and most of our managers are home-grown. Our team is a healthy mix of long term employees with solid industry knowledge and experience and new employees with path-breaking ideas that constantly provide fresh perspectives. Even though we strongly believe in promoting from within the system, we are also on the lookout for skilled and qualified people who are in sync with the organisation s vision and effortlessly fit our culture.

Do you recruit from B-Schools? What do you think needs to be done by B-Schools to make their graduates job ready?

Yes, we do often recruit from B-schools. In my opinion, B-Schools should have more curriculums that give the students an insight of industries in a more realistic way and aligned to the fast changing economic landscape.

What is your message to those wishing to join your company? Blue Dart is an organization which focuses strongly on customer requirements along with employee needs. People First policies have always been an integral part of the core value of Blue Dart.

Committed, diverse and over 7,204 strong are our most valued asset. All our achievements have been possible because we have a team who believe in themselves and their company, a team with a winning attitude. We are a learning organization and we value self-development.

Human Resources at Blue Dart is not merely a support function but more strategic in its approach with programmes like leadership development, succession planning, development of talent pipeline, vision and values actualization, building and sustaining culture, inculcating best practices etc. aimed at honing the skills of our talent pool.

We encourage the spirit of excellence in our employees through various rewards and recognitions like Bravo Blue Darter, Super Blue Darter, True Blue, and Employee of the Year. We also support employees to meet their financial commitments, responsibilities towards family and educational aids trough STEP (Blue Dart s educational aid scheme), BRACE (Blue Dart s reimbursement of accident claim and expenses), and DBF (Death Benevolent Fund).

In the 2010 Employee Satisfaction Survey (ESS), 98.25% of eligible employees participated and rated Pride for Working for Blue Dart as the highest scoring parameter. It is therefore not a coincidence that in 2010, Blue Dart won the prestigious recognition of being One of India s Best Place to work .

We are proud to say that Blue Dart still has Day 1 employees who come to work with the same enthusiasm, dedication and commitment they displayed 27 years ago.

We will continue to invest in our people and remain an Employer of Choice .

BLUE DART EXPRESS Stock Price Information

BSE NSE P/E*

Rs Rs x

1,502.9 (1.4%) 1,505.5 (1.2%) 37.7 Rs 35,663 1,559/901 39.9

EPS (31/12/2010) Market Cap* 52-Wk H/L* Rs m Rs

Prices as on 04/07/11. *On BSE price

BLUE DART EXPRESS Stock Price Graph

One-year comparative graph with BSE

BLUE DART EXPRESS Financial Summary

No. of MonthsYear Ending Net Sales Sales Growth Rs m % 9,767 % 612 Rs % 20.8 13.5 x 9,075 -7.1 12.9 947 -21.5 1.00 3.0 25.8 17.4 0.0

12 31/12/2008 11,499 26.7 11.5 13.5

12 31/12/2009

12 31/12/2010

Gross profit margin PAT Rs m 780 %

PAT Growth

54.7 1.00 3.9 1.00 2.5

Dividend per share Dividend payout RoCE % 30.4 19.8

RoNW %

Debt to equity ratio Mkt Cap Rs m

0.0

0.0

14,262 12,826 20,087 1.5 1.4 1.7

Mkt Cap / Sales x

DETAILED FINANCIAL INFO | HISTORICAL QUARTERLY RESUL

SPEED POST: THE COURIER SERVICE

Till the late seventies in India, a consumer of mail transfer service had no choice but to depend on the "PostOffice". One had to live with its postal imperfections and with no compensation for non-delivery or misplacement of items. This monopoly was broken in 1980 when SkyPAK came in the market and promised safe delivery of documents. Soon, the business of SkyPAK picked up and by the mid-80s, after tie-up with the international couriers, TNT, their profits jumped from lakhs in 1985 to crores by 1987. By this time many other companies, small and big mushroomed. Noticing the boom, the Department of Posts also launched Speedpost in 1986. Courier services launched in 1980 promised to deliver packages and urgent documents in time. The decade of business grew at a phenomental rate of 30 to 40 percent, annually. However, the business has grown without courier companies providing any foolproof guarantee to the customers for safe delivery of their documents. Today the organised market is estimated at worth Rs. 200 crores, and it is growing at the rate of 40 per cent per annum. The market share of leading players is estimated to be DHL-45 crores, SkyPAK-30 crores, Speedpost 30 crores, Blue Dart-26 crores, Elbee-24 crores. Unlike ten years ago, when these big companies entered the fray, the situation in the market place has considerably altered. First, the number of players in the arena has grown rapidly. Though there are still a handful of companies in the organised sector holding a major share of the market, an estimated 4,500 courier shops have mushroomed in the past few years and have begun to pose a threat. Secondly, marketers are increasingly realising that the age of generic selling is over. Although their advertising still harps on "reach" (DHL and Sky PAK), "reliability" (Blue Dart) and "caring" (Elbee), the organised sector has become conscious of the need to carve out distinct niches through strategic changes in their marketing game plans. ---------------Source: Case Study written by Dr. Ravi Shanker for Class Room discussions only. The data given in this case was obtained from the Department of Post, Government of India.

Thirdly, till recently, business has mostly entailed handling documents. But it wasn't long before companies began realising that there was money to be made from the non-document segment too. As a result each courier company is now encasing in this market with innovative marketing strategies, like value add-ons. While companies have included value added services in their product portfolio, they are at the same time laying emphasis on an enlarged network. The feasible route that most companies are adopting is to tie-up with a foreign affiliate. Today the major foreign tie-ups include DHL-Air Freight, Sky PAK-TNT (broken up recently), Blue Dart-Federal Express, and ElbeeUnited Parcel Service. Tie-ups with international networks provide a common identification in the global sense and consistency internationally. While there is no doubt that with expertise comes an enlarged network, the foreign affiliations has also lended a large dose of credibility to an industry that largely subsists on promisespromises that are more often that not broken by an erratic transportation system and delayed flights, on which the courier operator has no control. SPEED POST HISTORY AND GROWTH Speed Post service launched in the year 1986 covering 7 domestic and 3 international destinations. Today the service is available for 62 cities, 61 countries and more than 664 point to point destinations. It has more than 550 booking offices, with many round the clock counters. It has a unique money transfer (SPMO) facility, Bookyour-own-article scheme, book now pay later facility, and contractual service to any point in the country. Lower price and wider network is its strength. While its image suffers being a government organisation, the consumer's perception is that it is bound to be inefficient as it is the service offered by a government department. The customer also think that the speed post has a unprofessional approach at operating level because of non delivery of "Proof Of Delivery"(POD). The International Speed Post Service(Document) was introduced in August 1986 with three countries, namely, Hong Kong, the then FRG and the United Kingdom. The Merchandise International Speed Post Service was introduced in April 1988. An important feature of International Speed Post Service is the imbalance charges which are paid to the country which receives more EMS items than it despatches during the year, to compensate for the cost incurred in the delivery of EMS items. This imbalance charge is determined by the country of destination and is paid per item beyond the predetermined by the country of destination and is paid per item beyond the predetermined threshold limit. The growth rate of International EMS traffic between 1990 and 1991 is 12% for incoming and 94% for outgoing. The average growth rate of International EMS traffic for the last three years is 52% incoming and 97% for outgoing. COMPETITIVE ENVIRONMENT Apart from the Speed Post, as mentioned earlier, there are four major players. A few details about each have been summarised in Table-1.

Company DHL

No. of Years 20 years

Turnover 45 cr.

International 183

Network World

Position

SkyPAK

10 years

30 cr.

180

Blue Dart

8 years

26 cr.

125

Emphasis on wide technology, automation, Speed, International markets. All India Network Specialised product promotion Kidglove-fragile items-Night birdlate night delieriesExpressionscarrying personalised messages. International Value added partner Federal services-Just-InExpress Time service Good ground transportationReliability International Focus on bulky partner- products United Parcel emotional tone Service

Elbee

10 years

24 cr.

180

As a marketing strategy DHL emphasises on product differentiation. It is primarily trying to differentiate its service from those of its competitors. DHL's basic aims is to use technology in a strategic sense, by bringing in automation into the house of the consumer and also increasing the speed of the delivery. The philosophy followed is that value add-ons are the only way to retail customers and stimulate more users. SkyPAK had adopted a marketing strategy of market segmentation and has created Brand for target markets. It has three distinct branded offerings-'Kidglove' for fragile items, 'Night Bird' for late night deliveries and 'Expressions' for conveying messages. It positions itself as a multi-product company, which has customised products for various segments. Elbee believes in "Quality of Service". This is reflected in all facts of their operations. Elbee's strategy is to be a leader in technology improvements in the form of supertabs which will shrink confirmation time of delivery parcels amazingly. It tends to set new standard of feedback in the business. As a marketing strategy Elbee aims to position it as an integrated package of services which will enable the customer to view 'Elbee as a one-stop shop for all express requirements. They are introducing Domestic Expedited Parcel Service (DEPS) to handle heavier surface loads, Parcel Air Cargo Express (PACE), a multi-modal transport for heavier packages, International Parcel Air Cargo Express (IN-PACE) for larger air packages on the international sector.

Blue Dart looks itself fitting neatly in the role of a value-added transporter. The concept is to provide a superfast, dedicated road transport service to deliver high-value items at desired destinations faster than the existing framework. The advantages offered are reliability, speed and tracking of cargo right upto the delivery point. As a marketing strategy Blue Dart, has evolved a concept of inventory control for its clients in the form of its "Just-inTime service and it claims that their hub and feeder system is the fastest thing going in the country today. MARKETING STRATEGY OF SPEED POST During 1989-90 Speed Post earned a revenue of Rs. 9.76 crores. In the following financial year there was an increase by 40% and the revenue rose to Rs. 13.60 crores. For the year 1991-92 the revenue was estimated to be about Rs.30 crores, and an increase in revenue of about 85% was targeted for the year 1992-93. The market share on the other hand has also grown for Speed Post, from 15% to 20%. The market in the organised sector was about Rs. 200 crores during 1992-93 and it is expected to grow at the rate of 40 per cent. The information about the market and the competition is not very authentic since it is based on observations and guesstimates. In this growing market, the strategy should be based on the aggressive marketing approach. In a fast growing market it is the leader who takes the initial advantage but the market remains so unsaturated that even the immediate followers make a lot of profit. speed Post is trying to stabilise itself before surging ahead and taking up the leadership in the market. Speed Post is trying to stabilise itself before surging ahead and taking up the leadership in the market. Speed Post focus market should be the domestic sector both document and nondocument transfer, as shown in the following figure: Domestic Document Non-document Corporate Individual Corporate Individual Speed Post service (the product) is well designed and is reaching the maturity stage of its life-cycle; the service quality is comparable with its major competitors; prices are advantageous; and it has the best distribution network among all the couriers; the strategy is be to give maximum importance to the promotion mix in the marketing mix. The promotion strategy aims to create new users/consumers of the service by making them aware about it, and by persuasion, to aggressively converting consumers of other private couriers to the consumers of Speed Post by highlighting the advantages and to correct presumptions about the Speed Post. STRENGTHS WEAKNESS Good network especially domestic Price-A definitive advantage Minimum weight -A unique feature Channelised Business from Govt. sector Less sensitive to hike in air rate. Perceived as less customer driven Yet another Govt. Organisation Levels of service not at par with competition Positive consumer perceptions need reinforcement.

OPPORTUNITIES Domestic Market-(Primary)-Good Scope for growth Can use rates and minimum weight to advantage. Can capture potential markets more easily.

THREATS Competitors more market/customer driven Faster response by competition to market needs. Customer expectations going up.

The Product A product is anything that can be offered to a marketing for attention, acquisition, use, or consumption that might satisfy a need or want. Table 2 lists the product comparison of courier companies: Keeping this in view it was thought that it could ideally price the service to cost between Rs. 20 to Rs. 30 per article for different destinations. The Speed Posts tariff could be fixed lower to that of its competitors because of the inbuilt facilities and existing infrastructure. The per unit fixed cost therefore, became less. Hence, the initial decision on pricing was based on the concepts of going rate and cost-plus pricing. Distribution Speed Post has 62 domestic stations, 61 international stations, 6 extension centres and 664 pairs of point to point links in its network. Apart from having a point to point networking Speed Post has contractual arrangements with thousands of firms. In Delhi alone there are over 700 firms with which Speed Post has contractual arrangements. The objective of point to point speed post service is to provide the courier facility between two specific towns at the state level and also between a specific pair of stations at the inter-state legel. In the case of point to point services one station can be connected with more than one station, each forming a pair individually. To provide a flexible and made to order speed post service a specific public sector undertaking or private organisation which have wide network at the station is served by Speed Post. The contractual arrangement is made with those who have regular traffic either daily or with a fixed periodicity for the station to be served. Speed Post Campaign (1991-92) Courier Companies:Positioning Analysis S.No. Company Positioning 1. DHL The global courier service. 2. SkyPAK The fast, reliable courier service which can deliver anywhere in the world. 3. Blue Dart The courier service which offers reliability almost with religious zeal. 4. Elbee-UPS The courier service that is reliable committed, cares and is willing to do the little extra that makes all the difference in good service.

The positioning statement of Speed Post is in accountable, reliable and efficient service at half the cost. It will amount to formulating some kind of benefit, motivations, identification or reason why the target audience should think about or investigate the product. Speed Post shall emphasise upon the rational appeal for the product. Speed Post campaign for the year 1991-92 was planned for six months i.e. September 91 to February 92. The campaign was divided in two parts of three months each. Part-I: September to November 1991: The Campaign was launched in September 1991, but before that a preliminary campaign was done in August, to celebrate Speed Post 5 anniversary. The purpose of this campaign was to launch the Brand name. Though publicity of Speed Post was done earlier too, it was not a systematic effort. So it was decided to start it afresh. Anniversary campaign was well noticed by the customers. The design had five steps (small to bigger in size) going ahead, and the headline was 'Five years your' the body copy had some facts and figures about the 'Speed post service'. The campaign designed by an advertising agency was released in Economic Times, Financial Express and Hindu. The main campaign was in three segments. a) For Higher Income Group: Corporate Sector b) For Higher Income Group: Non-Corporate Sector c) For Middle Income Group: Corporate & General Sector Corporate Sector (H.I. Group) was, covered by India Today, Business India, Business World, 'Swagat'. First campaign of three designs 'Never'. 'Impossible', and 'Out of Question' had one insertion each in all these magazines. By-line "you will be surprised" tried to hit at the wrong perception of the target audience that Speed Post was inefficient, unreliable and unaccountable since it is run by a Government department. The black and white and non-priority treatment by the magazines was the weakness of the campaign. The designs were changes after only one insertion each and it was decided to have a direct attack on the perception of the target audience and hence the three designs taken up were "A public courier serve-And Reliable" A public courier. Courier Companies: Product Comparison DHL - Tie-up with Airfreight - Domestic & International Service SkyPAK - Besides regular domestic & International service - Kidglove - Fragile items
th

- Night bird - Late night deliveries - Expressions - Carrying personalised messages

- Tie-up with TNT(broken up now) Blue Dart - Domestic service of two types- Domestic & Express - Value-added services-Just-in-Time. - Tie-up with Federal Express. Elbee-UPS - Besides regular domestic & International services - DEPS:Domestic expedited parcel service - PACE:A multi-modal transport for heavier package - IN-PACT:International Parcel Air Cargo Express Though Speed Post is a part of product mix offered by the Department of Posts, it is unlike all other products in the product mix, or in the same productline i.e. 'Mails' service. A product-mix is the set of all product lines and items that a particular seller offers for sale to buyers. A product line is a group of products that are closely related because they function in a similar manner, are sold to the same customer groups, are marketed through the same type of outlets, or fall within given price ranges. The department of Posts offers different product-lines such as, Mails, Savings, Insurance, Philately, Letters, Value Paid Parcels, Registered letters, Insured letters, Money Orders, Business Reply Cards, posting of printed matter, Speed Post & parcels. Speed Post is different from others since it is a fast hightech and commercial product. This is the only product which is having a direct competition from private couriers and also it is one of the few revenue earning products or the Department of Posts. Branding can add great value to a product and is therefore an intrinsic aspect of product strategy. Speed Post itself is a brand name of the EMS International service. The family brand name Speed Post may be used for all the product variations and brands created by differentiating the product Speed Post. At present we have 'Speed Post' and 'Speed Post Money Orders'. Department of Posts may introduce some other brands like 'Speed (Post) Cargo for non-documents, "Speed(Post) Sensitive" for fragile items, ":Speed(Post) Talk for STD & ISD facility. It shall follow a brand extension strategy to extend the successful brand name to launch new or modified products. Packaging is the activity of designing and producing the container or wrapper for a product. Providing standardized covers for articles booked by Speed Post will not only bring in standardization of size and convenience for the customer, it will also give Speed Post a good image and positive publicity and will be a tool of corporate identity. Columns printed on the cover or package will make the job easier for the booking clerk for filing, and will make the article mechanisable. Decisions on elements of package design, size, shape, materials, colour, text and brand mark will have to be taken before introducing the cover. To improve sales or profits, the quality might be raised or lowered, features might be added or withdrawn and the staying might be changed. Over the years various add-ons have been created with the product' Speed Post' which

are, (1) Free Pick Up Service, (2) Book Your Own Article, (3) Franking Facility and (4) Book Now Pay Later Scheme.

Pricing In the year 1986 when Speed Post was introduced, a detailed study of the competitors products and their pricing was done. It was found that the minimum rate for an article to be couriered by a competitor was between Rs. 35 to Rs. 45. The awareness making stage was over after the first three insertions and it was decided to direct the campaign towards positioning of the product. The uniqueness of the product vis--vis competitors was it being public and network and low price was its advantage. Hence the perfect position for the product was 'A public courier service' and the job of publicity was to put it as a strength. So it started with a question mark which was later to be converted into a 'That is why'. This campaign was humble, first hand account, and headline was bold. Message was to 'Try; the product. And again the by-line was "you'll be surprised". The feed back about the campaign was very positive. Speed Post had started registering itself in the market as a brand name. Non-corporate sector(H.I. Group) was covered through 'Frontline' and 'Sunday'. Since the campaign was meant for general/casual users, institutions and non-corporate bulk users were given an identity with the Department of Posts. Hence the formal of an envelope and stamp with cancellation mark. Popular theme of sports was chosen. This was a campaign to three designs having one insertion each. Some add-on facilities were also listed. The headlines were trendy and 'claiming' sorts. They talked about perfect co-ordination, reliable network, spectacular reach, safe,sure delivery, matchless performance and flawless timing. The campaign was informative generate awareness. Middle Income Group was covered by business newspapers, English national newspapers, and language dailies. The campaign was far too simple. Magic was the headline with an attractive visual. It carried special features in the body copy. The campaign did attract the target audience but impact was not much positive as far as target audience reached through business dailies are concerned. The campaign carrying caricature did not go well with the image of the product, though it did make a noticeable impact on less educated target audience, through language newspapers. Part II: December to February: This campaign was used as a precursor to the campaign to be launched next year (1992-93). The positioning of product as public courier service was done by heavy publicity through Press and TV. Only SkyPaK and DHL were ahead of Speed Post as far as market share is concerned. The slightedge which SkyPAK (revenue Rs. 16 crores in 1990-91) was having on Speed Post was lost. Speed Post had ahead of it only DHL as the market leader. To fight for the market leadership Speed Post was gearing up. Emphasis was required to be more on enhancing the share in the international 07.3 courier traffic, since in domestic market Speed Post was already a leader and it only had to sustain the pace.

"A public courier service", And-? Was adopted for part II campaign for corporate sector, (higher Income Group). A new campaign for the general sector (Higher Income Group) was also launched. This campaign was directed towards the positioning of the product with add on facilities

and strengths given in the body copy. It tried to put the product as a Global Serve and was so designed that it is meaningful to general sector as well as the corporate world. Speed Post Campaign 1992-93:Positioning was changed to the price advantage. Speed Post was positioned as service which is as efficient, accountable and reliable as its competitors at half of their cost. The three adcampaign was directed towards the corporate sector. It was a direct, aggressive and hard selling campaign. The campaign was in colour and launched in all business magazines, India Today., Time, Swagat and Readers Digest. This campaign was worked out only for 3 months starting in April and ending in June. A hoarding Cut your courier cost by half with a visual of half cut demn and a full demon was also put up all over the country. During october to December the same campaign was relaunched with changed visual and a new by-line Half the cost. Do use the value. Research Which the release of advertisements continued, the Department of Post got a study done by the Parthfinders. The highlights are as follows: Sample 152 respondents from as many organisations in Bombay, Calcutta and Delhi. 48% of the respondents were from large public and private organisations. 52% were from small firms/partnership etc., Respondent Profile Administrative OfficersManager (Operations) Departmental head Branch Officer Partner Owner Findings 1. Top of mind recall Blue Dart 18% DHL 14% SkyPAK 14% MES Speed Post 4% 2. Unaided recall DHL 62% Blue Dart 58% SkyPAK 44% EMS Speed Post 2% Even a medium sized courier company like First Flight had an unaided recall of 14%, but it was only 2% for EMS Speed Post. It clearly emerges from the above figures SP is seen more as a faster postal service rather than a courier service.

3. Aided recall DHL 96.2% Blue Dart 92.3% SkyPAK 94.2% EMS Speed Post 94.2% Overnite 85% First Flight 56% This shows that Speed Post is a service that almost every members of the target audience has heard about 4. The No. Courier Service Recommended DHL 34% of respondents Blue Dart 20% of respondents EMS Speed Post 16% of respondents 5. Among the top 3 courier services DHL 56% Blue Dart 56% EMS SP 20% Overnite 34% First Flight 9% Rate below DHL, Blue Dart and Skypak (considered the top bracket) EMS SP was definitely above the second bracket of courier companies like Blaze Flash, First Flight and Continental. 6. Importance of attributes of courier services Reliability 56% Speed of delivery 44% Cost of service 26% 7. Top of mind for Speed Post Government run 52% Reliable 44% Unreliable 36% Punctual 28% Economical 22% The dichotomy in Speed Post's image (reliable or unreliable) is related to the fact whether the respondent has used Speed Post or not.

82% of the users thought that Speed Post was reliable, while it was largely the non-triers and non-users who perceived Speed Post to be an unreliable courier service(possibly due to its association with the government). 8. Awareness of value add-ons EMS Speed Post Officers Know all services (4) 35% of respondents Know none 31% of respondents Know about 3 15% of respondents

Know about 2 11% of respondents Know about 1 8% of respondents 9. Efficacy of Speed Post Advertising Seen 79% Reall 26% Clearly, the advertising campaign attracted attention, but was unable to motivate the reader to use it. Further, the message has not penetrated into the minds of the target audience.

ANALYSIS ON USERSHIP OF EMS SPEED POST COURIER USER SERVICE TOP SERVICE DHL BLUE DART SKYPAK OVERNITE FIRST FLIGHT EMS SP ELBEE 42% 8% -17% 8% 25% -REC. TOP 3 SERVICE 58% 17% 42% 58% 17% 58% --

NON USER REC TOP SERVICE 30% 20% 7.5% 15% -5% 12.5% REC. TOP 3 SERVICE 52.5% 67.5% 37.5% 27.5% 10% 10% 17.5% REC

WHAT EMS SPEED POST MEANS TO THE RESPONDENTS? USERS NON USERS GOVT. RELIABLE ECONOMICAL GOVT. UNRELIABLE 84% 25% 17% 50% 67% 50%

Also a significant number, i.e., 52% of the respondents who are not currently using EMS SP said the would try it, when fully informed about the entire ambit of EMS speed post service