My prescription to heal the US Postal Service in 8 easy steps. (all direct marketers get behind this)

Looks like the USPS is back in the news again- it seems the five day work week issue has reared its ugly head.

The post office is claiming that declining revenue from reduced mail volume is the culprit.

Well Duh!

The USPS bit the hand that fed them way too many times with it’s rate increases.  They drive mailers out of the market, and they drove other mailers to look at alternative methods of customer acquisition and retention too.  Loosely translated, they helped many marketers shift their dollars to the internet to the point where I would hope that the folks from Google sent them a thank you letter.

I’m going to keep it short this week.  If John Potter and the post office want to get out of this mess, they need to take s few steps.  Now I’m not naive enough to assume that my prescriptions to heal the USPS are alone a cure, but hey, it’s a start

So here in simple form even a gov’t run bureaucracy can understand are some tips for the post office to help increase revenue.

  1. Do everything in your power to seek out customers they lost and woo them back.
  2. By wooing them back I mean, come up with ways for these lost customers to lower their postal costs to the point where they can mail profitably again.
  3. I love the concept of mail sales and discounts. Keep that stuff up.
  4. Don’t make the rules so hard and the criteria to get sale prices so restrictive that the average mailer doesn’t get to take advantage.
  5. Create promotions for smaller companies.  There are two kinds, companies who stopped mailing when prices went up, and companies who don’t mail because they get sticker shock looking at postage and printing costs.
  6. Get some postal ambassadors out to all of the local and regional direct marketing groups and clubs, plus internet/social media clubs and promote the heck out of small business discounts, first time mailer discounts, etc.
  7. Have those same representatives of the USPS start teaching more companies how to do direct mail buy the book.  I know they do some of this now, but it’s not nearly enough.  Teach stuff like analysis – the 40/40/20 principle and how to do mail right.
  8. Getting new mailers to test mail and smaller mailers back in the game will eventually create larger mailers!

Bottom line… USPS your image is damaged, and you need to rehab it.  Create products we can grow with using direct mail, promote the heck out of them on a national and grass roots level, and you will eventually get volume and revenue back.

Note from Jim.  Make a difference too.  Contact John Potter, the Postmaster General here and make your voice heard:

The Honorable John E. Potter Postmaster General

U.S. Postal Service

475 L’Enfant Plaza, SW

Washington, DC 20260-0010


6 Marketing and Management Tips to learn from TV’s Undercover Boss

I had a boss in the early stages of my career, one of the last great bosses I’ve ever had, who was a huge fan of Tom Peters and his “excellence” training.

Tom Peters’ notion of “management by wandering around” (MBWA) is one of the concepts that really hit home and became a career-defining principle for me.

MBWA is defined by as “Unstructured approach to hands-on, direct participation by the managers in the work-related affairs of their subordinates, in contrast to rigid and distant management. In MBWA practice, managers spend a significant amount of their time making informal visits to work area and listening to the employees. The purpose of this exercise is to collect qualitative information, listen to suggestions and complaints, and keep a finger on the pulse of the organization.”

Recently, a version of MBWA has shown up on network TV in the form of CBS’ show “Undercover Boss.”

If you’re not watching, you should be! While it’s not a perfect show by any means — it’s sappy, formulaic, sometimes manipulative, and as reality TV goes, a lot of it feels staged — it does convey the right message.

Each week a different CEO goes undercover in his or her own company, taking entry-level positions. These CEOs learn about their companies, processes and employees (lots of sappiness here) as individuals, in an attempt to better manage their businesses. The bosses in the first four weeks of the show have been from Waste Management, Hooters, 7-Eleven and White Castle.

Somehow — and I find this to be highly disingenuous — all these CEOs managed to have game-changing “aha” moments. The game changers usually centered around actually learning who their normally nameless/faceless employees were on a human level: their medical problems; their multitasking in order to keep roofs over their heads; their stupidity (especially the Hooters manager and his humiliation of his female workers). Somehow these bosses were reminded that they were in business to employ people, and that people matter. Reality show emotional manipulation at its finest. Oh the humanity!

And two of the CEOs managed to cry on camera. Frankly, I just don’t get it.

How could these CEOs be so completely out of touch with their line employees? And how can these bosses, all family men, as seen in the show’s opening sequences stating the exact same thing, word for word, “that their families are their rocks,” seemingly with hearts of gold, not have a clue?

But that’s not why I’m writing about the show. Here’s why: While I highly doubt it’ll happen, every CEO and C-level executive in America should watch “Undercover Boss.” But since they won’t, here are six takeaways for any businessperson from CEO on down:

1. If you listen and get past the syrup, there are deep messages in the show about the disconnect between corporate and line workers. But that’s just a metaphor; the disconnect is from all workers and customers alike. While sanitized for the typical reality show audience, for the savvy boss, the message is there for the taking.

2. Direct marketers should run, not walk to their nearest call centers. Listen to your customer service reps. Listen to your customers and prospects. I guarantee it’ll be an eye-opening experience for you.

3. Send emails to past customers, asking why they’ve left you. This will give you firsthand knowledge of why your customer churn is so high. And along the way, you may find some customers you can reactivate as well.

4. Do the same with present customers. Ask them what you can do better; watch what happens.

5. Ask your employees to write a one-page essay on what your company’s doing right and wrong. Have them anonymously put their essays into a “suggestion” box (remember them?).

6. Don’t assume that since you’re the boss, you actually know what’s going on in your company. Chances are you know the least. Remember the maxim: “Power corrupts. Absolute power corrupts absolutely!” What do I mean? Your employees fear you — much like in the story of “The Emperor’s New Clothes.”

So check out “Undercover Boss” on CBS. Then go on a walkabout in your own company. Post a comment below or email me your experiences at I’ll post them (anonymously) in a follow-up to this article.