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

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