DHL 2014 Annual Report Download - page 39

Tapping into new online and oine markets: We are taking advantage of our expertise
in physical communications to oer eective digital communications. e internet is
making it increasingly easy for customers to access our services, allowing them to cal-
culate and purchase postage and also locate retail outlets and Packstations online and
by mobile device. We are also investing in future growth areas in all our businesses:
beyond our - product, we are a leading provider of target-group marketing in
digital media, provide advertisers with consistent, cross-media targeting and are the rst
parcel delivery service in Germany to operate its own shopping portals. By acquiring
Allyouneed.com we have established an online supermarket, where together with retail
customers we are now piloting same-day food delivery. At MeinPaket.de we oer one
of the largest online marketplaces in Germany and we have also taken our expertise in
transport and network management into the recently deregulated German coach market
with the Postbus. As part of our Strategy , we are working intensively to inter-
nationalise the eCommerce - Parcel business unit. In a number of new markets, we in-
tend to go beyond delivery services to oer domestic value-added e-commerce services.
 division
In line with our strategic programme “Focus”, we have expanded our business, increased
our market share and strengthened our margins in recent years. In the reporting year,
our focus was on merging all areas to respond more exibly and eectively to customer
requirements and changing economic parameters in the future. is will save costs and
enable a more rapid exchange of best practices.
Managing revenue and costs: Our return on sales rises when growing volumes lead
to economies of scale in the network, innovation and automation improve productiv-
ity and costs are strictly managed. We minimise indirect costs through simplied and
standardised processes. For example, we are streamlining our  system architecture
step-by-step whilst paying particular attention to adherence to global standards and
quality requirements.
Structuring sales and prices: Using global campaigns, we specically target small
and medium-sized businesses, which could benet the most from increasing export.
We concentrate upon items whose size and weight optimally match our network and
thereby create economies of scale. In terms of our pricing policy, we encourage global
co- ordination and discipline. At the same time we also work to continuously improve
our customer approach. Our
Insanely Customer Centric Culture programme is intended to
resolve problems more quickly and meet customer expectations more eectively.
Managing the network: Most of our costs are attributable to the air and ground net-
work. We replace aeroplanes with newer, more ecient, and thus more cost-eective air-
cra. We sell available cargo space to freight and forwarding companies, especially 
Global Forwarding, improving our network utilisation and reducing costs in the process.
On the ground, we are automating and standardising processes. For example, vehicles
are equipped by default with shelves and can be loaded directly from the conveyor belt.
We also plan our pickup and delivery routes to maximise time and cost savings.
Customers and quality, page 
Deutsche Post  Group —  Annual Report
33
Group Management Report — GENERAL INFORMATION — Objectives and strategies