Delivery Programs, Retail, and the Postal
Inspection Service, is bringing improved
organizational efficiency to this activity.
h. Corporate Customer
Contact
Corporate Customer Contact (CCC)
provides Postal Service customers with easy
toll-free access to a broad range of products
and services through 800-ASK-USPS. CCC
also handles domestic Express Mail and
Priority Mail tracking and tracing calls to 800-
222-1811, stamp orders through
800-STAMP-24. CCC also provides support
for the majority of customer contacts
received via e-mail through the Contact Us
page on www.usps.com. The overall goal of
CCC is to improve customer service and
operating efficiency, decrease general information
calls to Post Office branches and
increase revenue through establishment of
an effective national contact-handling infrastructure.
The CCC network includes two
centers in Denver, CO, and Orem, UT, which
annually respond to more than 68 million
phone and e-mail inquiries from across the
nation regarding general information, mailing
rates, hours and locations of local Postal
Service facilities, service opportunities, and
stamp orders, as well as technical problems
related to the Postal Service Web site.
After transferring contact center responsibilities
to the Vice President, Consumer
Advocate's organization in 2001, the
program has been enhanced with automated
voice recognition technology that answers
customer requests for ZIP Code information,
rates, and local Post Office hours and locations.
CCC is currently transitioning the
program to streamline and consolidate the
enterprise contact center and customer care,
and to leverage the CCC infrastructure to
support personalized product and service
transactions, whether by telephone, e-mail,
or online.
B. Products and Services
The Postal Service has a fundamental
requirement to provide products and services
that meet the varied needs of its business
and residential customers. The Postal Service |
continues to monitor the business environment
for specific products and customer
segments through market research,
customer satisfaction/loyalty measurements,
and customer value analysis. The Postal
Service continued to pursue a number of
initiatives in 2003 focused on improving the
value of existing products and services and
developing new products and services to
meet customers' needs.
1. Letters
Letter-shaped mail accounted for
73 percent of the Postal Service's total
domestic mail volume in 2003. Of that,
approximately 64 percent of letters delivered
in 2003 were mailed using First-Class Mail
service and 36 percent using Standard Mail
service. Efficient service is the foundation of
these flagship products. The continued focus
on transaction mail (bills, statements, and
payments) positions the Postal Service to
remain the primary channel for businesses
and consumers to conduct financial transactions.
Ongoing refinements of the National
Firm Holdout program, redesign of Business
Reply Mail (BRM) service, and constant attention
to two- and three-day service
performance have supported service
improvements in this critical part of the mail
base.
The Postal Service is also exploring other
avenues for its customers to use letter mail to
promote their businesses. The Postal Service
continues to test and develop several new
initiatives and enhancements for letter mail,
including the USPS MicroPayment concept,
and Repositionable Notes™.
a. USPS ValuePost
The concept and development test for the
USPS ValuePost would allow customers to
use First-Class Mail postcards as an innovative
customer acquisition and reply
mechanism for direct marketers and nonprofit
organizations. The program would
deliver the card images, rather than hard
copy, and would provide a platform for
postage stamps to be used for low-pricepoint
purchases or donations. In 2003, the
ValuePost program would enhance central |
Chapter 1 Compliance with Statutory Policies Introduction
Chapter 2 Postal Operations
- Public Perceptions, Customer Outreach, and Mailer Liaison
- Products and Services
- International Mail
- Mail Volume and Service Performance
- Mail Distribution
- Delivery Unit Operations
- Stamp Services
- Licensing Program
- Service and Market Development
- Retail Programs
- Pricing and Classification
- Technology
- Intelligent Mail
- Financial Management
Chapter 3 Financial Highlights
Chapter 4 2003 Performance Report and Preliminary 2005 Annual Performance Plan |