DHL 1999 Annual Report Download - page 41

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43
FINANCIAL SERVICES – Strengthening our sales
power
With strengths and activities that complement each
other in many areas, Postbank and DSL Bank pose an
excellent match for one another.However,before we can
make use of this potential and integrate their business
operations,it will be necessary to establish the requisite
legal conditions. DSL Bank was converted into a stock
corporation in late 1999. Postbank acquired the federal
government stake in DSL Bank as of January 1,2000. In
the next step, DSL Bank will be merged with Postbank
during the first half of 2000.
The employees of both banks have been working since
early November 1999 on 20 individual projects to create
a strong, efficient bank out of two financial service pro-
viders.Project teams coordinate joint product and price
policies,standardize IT systems and processes,and har-
monize central functions. Thanks to its savings and
deposit business, Postbank provides for a strong bor-
rowing business.At the same time, DSL Bank’s greatest
strength as a specialized building finance bank is its lend-
ing business. We are pursuing a dual-brand strategy
with an eye to putting these strengths to use for our
Group.At the same time, we are opening up avenues for
increasing efficiency by operating a tightly-knit net-
work of sales channels.
Deutsche Post World Net – Establishing an
integrated Group
With an eye to integrating our new acquisitions quickly
into the Group, our PREMIUM-Program, which was
launched in April 1999, has also been dealing with fun-
damental integration-related tasks at Group level.These
tasks include:
• Making necessary adjustments in the Group’s organ-
ization with the establishment of four corporate divi-
sions which bear full responsibility for their business
performance (introduction of divisional boards) and
eliminating a management level in the MAIL corporate
division and in the national express business.
•Setting up panels of experts, councils, which will deal
on a pinpointed basis with cross-divisional issues in
the areas of IT,purchasing,financing and personnel.
•Developing new Corporate Instructions that reorgan-
ize collaboration between headquarters and the cor-
porate divisions.
•Clearly delineating business activities with the reas-
signment of business units within the organizational
structure.
Integration Policy