Vol_01_No_01_Window_On_World

-- - ~inilA" ., ----.. ---~-~~-- ~~--OIJ ~- -~o~~~---------------------

Vol. 1, No.1

Summer 1991

Service Excels Despite Crisis Wartime Capability Attracts Press and Client Recognition

WC Germany's Manager JoachimReese tem– porarily halted the proposed mail piece, announcing "the subject will now be altered to 'what we have done to maintain our service', and will inform our clients about our efforts to provide 'standard' services even to difficult destinations." While the war is now fortunately over, its effects on World Courier's image and reputation with clients may be far-reaching . The following excerpt from a recently published Belgian newspaper article aptly sums up the situation from an outside perspective: "All courier companies suffered heavy delays of up to 48 hours and a reduction of 15% to 20% of shipments to the Middle East. World Courier has always been an exception in the courier business with their personalized service and on-board couriers... their shipments increased by 20%. II

On the sales front, reaction was variable and some stations initially reported reduced volume attributed directly to the crisis. However, given the basic nature of World Courier's service -exemplified by lower volume and overall oper– ational flexibility-management was confident that the company would likely not be affected as dramatically as its competitors. Despite this strong operational advantage, company President Wayne Heyland was adamant that the marketing thrust during this period was to highlight World Courier capabili– ties rather than focus on competitors' short– comings. Several stations met this marketing challenge head-on. Mike Matsushima, Manager of WC Japan, was the first to launch a highly success– ful promotional campaign highlighting WC's ability to provide a top-flight signature acquisi– tion service despite worldwide travel con– straints. New York, Brussels, Amsterdam and Paris quickly initiated similar mail campaigns resulting in extremely positive responses from clients. A speedy end to the conflict, however, necessi– tated a quick change in strategy for offices who had not yet set programs in motion. As Belgian Sales Manager Noel Foucart jokingly quipped, "It took us three weeks to get the mailing sent, but it only took General Schwartzkopf three days to end the war!" QUICK MARKETING RESPONSE

Early this year, the uncertainty of the Gulf situa– tion and its impact on World Courier loomed large in the minds of many managers. When war ultimately broke out in mid-January, operational issues became the first priority. "Increased security and reduced flights were the major obstacles," says Frits Diepen, Vice President of World Operations. While all sta– tions responded admirably to the delays and constraints imposed upon them by the airlines, Frits had high praise for those stations closer to the action. In Tel Aviv, it was business as usual. Manager Ronit Leder and her two colleagues reported to the office each day, linked to the outside by daily communication with the Eurolink office in Brussels. Shipments, tucked next to gas masks, were hastened on delivery. In Saudi Arabia, World Courier agent Raza Noorani actively coordinated weekly handcar– ries into Saudi Arabia from various points in Europe. In Athens, operations functioned effec– tively despite the extreme tension and security restrictions. Nick Richardson, Manager of WC South Afri– ca best sums up the overall operational situa– tion . "We found more communications neces– sary in monitoring our shipments especially with the airlines and security. However, it was pleasing to see no major problems were en– countered and, in fact, we would compliment many offices for the excellent deliveries and transshipments made on our behalf." "EXCELLENT DELIVERIES"

• U.S. Metro Offices Automate • Berlin Office Signals Changing limes • WC Brazil Applauds New Law • Focus on Info Exchange

Made with FlippingBook - Online magazine maker