DHL 1997 Annual Report Download - page 17

Download and view the complete annual report

Please find page 17 of the 1997 DHL annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.

Page out of 89

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
  • 11
  • 12
  • 13
  • 14
  • 15
  • 16
  • 17
  • 18
  • 19
  • 20
  • 21
  • 22
  • 23
  • 24
  • 25
  • 26
  • 27
  • 28
  • 29
  • 30
  • 31
  • 32
  • 33
  • 34
  • 35
  • 36
  • 37
  • 38
  • 39
  • 40
  • 41
  • 42
  • 43
  • 44
  • 45
  • 46
  • 47
  • 48
  • 49
  • 50
  • 51
  • 52
  • 53
  • 54
  • 55
  • 56
  • 57
  • 58
  • 59
  • 60
  • 61
  • 62
  • 63
  • 64
  • 65
  • 66
  • 67
  • 68
  • 69
  • 70
  • 71
  • 72
  • 73
  • 74
  • 75
  • 76
  • 77
  • 78
  • 79
  • 80
  • 81
  • 82
  • 83
  • 84
  • 85
  • 86
  • 87
  • 88
  • 89

Customer focus and a policy of “consistent quality ”
Our systematic quality campaign continued across all areas
during 1997. The recent records set for letter, freight and international
mail delivery times were exceeded again in 1997. According to studies
conducted by an external institute, our letter mail service was able to
deliver 92.9 percent of all letters the day after dispatch; 99.1 percent of
all letters reached their destination within two days of dispatch.
Quality management throughout the Deutsche Post is based on an inte-
grated concept of quality and the methodological evaluation procedures
used by the European Foundation for Quality Management (EFQM).
The paramount guideline for all our divisions and business segments is a
rigorous customer orientation; this has consistently led to quality gains
along the entire interface between Deutsche Post and its customers.
Continued optimization and innovation
In 1997, we were able to further extend the range of our services
and to improve our production structures in all corporate areas. Produc-
tivity was greatly increased once again. Our focus on innovation gener-
ated a number of successful new products and new business segments.
New letter processing centers continue to go operational (all 83 will be
in operation by the end of 1998), enabling us to deliver letter mail even
faster, more reliably and at lower cost than ever before. In addition, our
mail delivery network was optimized even further in 1997 with the
opening of Direct Marketing Centers; 29 of the 30 centers planned were
already doing business by the end of the year. Thanks to these facilities,
we won many new customers for our “Werbung per Post” (advertising by
mail) service. One example of new services offered is our chocolate gift
service, Praliné Post, which has been well received since its launching
nationwide in late 1997.
14