In 2001 the Belgian post office (De Post) faced a challenge. European postal markets were being gradually liberalised, opening up the prospect of increased competition for postal products and services.
In addition, the wholly government-owned De Post had suffered for many years from a less than positive reputation. Recognising the need for change, De Post embarked upon a wholesale, design-led reinvention, appointing Fitch:London to help transform it from an out-dated institution into a sharper, more customer-focused retailer.
De Post is similar in many ways to the UK’s Post Office network, with a presence in every major town and city as well as smaller branches in countryside communities – around 1,400 in all. However, many of these were perceived by the Belgian public to provide only rudimentary services and minimal customer care.
The organisation had a clear idea of the task ahead of it, according to Stephen Scott, client director at Fitch:London: ‘Deregulation doesn’t happen overnight, but the early stages had started in 2001, and De Post was keen to put a new strategy in place because they recognised that if they didn’t change their entire approach they would not be a commercially viable organisation. They were well aware of the degree of change needed. They didn’t underestimate the scale by any means.’
In order to achieve such change, De Post needed to work with a design company that would understand its strategic thinking. The initial invitation to tender was extended to 50 companies across Europe, and in August 2001 Fitch:London was chosen out of a shortlist of five UK agencies, because of its key experience with retail clients like WHSmith and its longstanding relationship with clients in the financial services sector.
The task ahead of Fitch was clear: to create a new retail proposition that met the changing needs of society. Alongside that were demands familiar to the consultancy from other retail work: to increase awareness, relevance and revenue and ultimately bring more customers through the doors.
