The Annual Report of the Postmaster General and the Impact of Terrorist Attacks on Postal Operations: Hearing Before the International Security
by
United States Congress Senate
Original publisher: Washington: U.S. G.P.O.: For sale by the Supt. of Docs., U.S. G.P.O., [Congressional Sales Office], 2002. OCLC Number: (OCoLC ...
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Original publisher: Washington: U.S. G.P.O.: For sale by the Supt. of Docs., U.S. G.P.O., [Congressional Sales Office], 2002. OCLC Number: (OCoLC)50068871 Subject: Postal service -- United States. Excerpt: ... 11 petition for resources along the areas - and, obviously, e-Commerce was one of the areas that was in competition for resources. The reason I did that was because I wanted the organization to focus on one thing. I wanted to focus on core products. We have some $ 68 billion in revenue, and my challenge to the organization is not to become the premier provider in the e-Com-merce world. My challenge to the organization is to see what we can do to grow that core business, because it is a simple analysis. If you wanted to make $ 680 million and you were the Postal Serv-ice, it is a lot easier to grow the core by 1 percent than it is to take a new product and have it come to grow to $ 680 million in revenue. Now, with that said, I want to assure everybody, and our cus-tomers in particular, that we want to move into the Internet. We want to do business, because businesses are moving to the Internet to deal with one another, and that is a channel for payments. I am talking about our major customers - that is a channel that we use to share information. So the Postal Service has to be on the Inter-net. We do have a number of e-Commerce initiatives that have not produced revenue, that are not meeting the expectations of their business plan. We have also eliminated some of those initiatives, but I would be happy to share those for the record with you. The initiatives that we have, we have put under a microscope. We are tracking, monitoring on an accounting-period basis, the revenues that we take in, what our costs are, and over the next 6 months, our plan is to take those initiatives that have not been meeting their business plan, and to put them on a critical watch. If, in 3 months we cannot turn things around, we are going to eliminate those initiatives. We ar...
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