{"id":503,"date":"2016-12-04T15:42:52","date_gmt":"2016-12-04T15:42:52","guid":{"rendered":"https:\/\/lbc.leadershipbt.com\/2016\/12\/04\/one-size-does-not-fit-all-reestruturacao-das-redes-de-terceiros-dos-ctt\/"},"modified":"2026-10-27T14:59:12","modified_gmt":"2026-10-27T14:59:12","slug":"one-size-does-not-fit-all-reestruturacao-das-redes-de-terceiros-dos-ctt","status":"publish","type":"post","link":"https:\/\/lbc-global.com\/pt\/one-size-does-not-fit-all-reestruturacao-das-redes-de-terceiros-dos-ctt\/","title":{"rendered":"Reestrutura\u00e7\u00e3o das redes de terceiros dos CTT"},"content":{"rendered":"

Contexto de desenvolvimento das redes de terceiros<\/h3>\n\n\n\n

As redes de distribui\u00e7\u00e3o s\u00e3o cada vez mais decisivas para o sucesso de v\u00e1rios tipos de neg\u00f3cio, uma vez que representam a interface mais decisiva de contacto com o cliente. As solu\u00e7\u00f5es de gest\u00e3o das redes de distribui\u00e7\u00e3o do tipo \u201cone size fits all\u201d trazem benef\u00edcios pois permitem atuar em larga escala, homogeneizando processos operacionais, simplificando o processo de gest\u00e3o e reduzindo custos.<\/p>\n\n\n\n

No entanto, nem sempre s\u00e3o as mais adequadas tendo em conta os investimentos necess\u00e1rios, especialmente em situa\u00e7\u00f5es onde a intera\u00e7\u00e3o com o cliente \u00e9 mais determinante para o neg\u00f3cio do que a efici\u00eancia do back office. Nestes casos, de forma a conciliar os dois fatores, \u00e9 necess\u00e1rio adotar solu\u00e7\u00f5es mais complexas, avaliando todas as vari\u00e1veis do neg\u00f3cio.<\/p>\n\n\n\n

Com o intuito de racionalizar os seus custos operacionais e de potenciar as receitas da atividade, o Grupo CTT <\/a>analisou as op\u00e7\u00f5es de desenvolvimento estrat\u00e9gicas e operacionais para as atuais redes de terceiros: os postos de correio e a PayShop, tendo para este efeito contando com o apoio da LBC. A rede de postos de correio \u00e9 complementar \u00e0 rede de esta\u00e7\u00f5es de correios. A rede de agentes da PayShop est\u00e1 dedicada \u00e0 explora\u00e7\u00e3o do mercado de pagamento de cobran\u00e7as \u201cover-the-counter\u201d e de carregamento de telem\u00f3veis pr\u00e9-pagos.<\/p>\n\n\n\n

Estas redes t\u00eam diferentes matrizes de crescimento, distintas fun\u00e7\u00f5es e import\u00e2ncia no universo dos servi\u00e7os prestados no Grupo CTT e em termos do conv\u00e9nio de desenvolvimento da rede postal p\u00fablica apresentada ao regulador, mas apresentam um potencial de obten\u00e7\u00e3o de sinergias e de maior articula\u00e7\u00e3o m\u00fatua, especialmente no que respeita ao servi\u00e7o de cobran\u00e7as postais.<\/p>\n\n\n\n

<\/div>\n\n\n\n

Desafio estrat\u00e9gico e operacional<\/h3>\n\n\n\n

Desta forma, colocava-se ao Grupo CTT a possibilidade de adotar um modelo tipo \u201cone size fits all\u201d, integrando as redes de terceiros em termos tecnol\u00f3gicos, processuais e contratuais, ou enveredar pela segmenta\u00e7\u00e3o das redes em fun\u00e7\u00e3o das necessidades dos clientes, tipos de tr\u00e1fego e tipologias de servi\u00e7os a prestar.<\/p>\n\n\n\n

Foram analisadas algumas quest\u00f5es decisivas para a tomada de decis\u00e3o:<\/p>\n\n\n\n

    \n
  1. Autonomiza\u00e7\u00e3o progressiva da gest\u00e3o processual e financeira das redes de terceiros da atual rede pr\u00f3pria de esta\u00e7\u00f5es de correio;<\/li>\n\n\n\n
  2. Homogeneiza\u00e7\u00e3o tecnol\u00f3gica das redes, utilizando a mesma plataforma de suporte \u00e0s opera\u00e7\u00f5es;<\/li>\n\n\n\n
  3. Centraliza\u00e7\u00e3o e coordena\u00e7\u00e3o da gest\u00e3o e reporte das redes de terceiros numa entidade \u00fanica no Grupo CTT.<\/li>\n<\/ol>\n\n\n\n

    Face aos desafios de efici\u00eancia\/efic\u00e1cia e \u00e0 necessidade de servi\u00e7o ao cliente era necess\u00e1rio, qualquer que fosse a solu\u00e7\u00e3o adotada, ter uma abordagem integrada, assegurando as sinergias necess\u00e1rias para o Grupo CTT.<\/p>\n\n\n\n

    <\/div>\n\n\n\n

    Segmenta\u00e7\u00e3o<\/h3>\n\n\n\n

    As diferentes op\u00e7\u00f5es de desenvolvimento estrat\u00e9gicas e operacionais foram, por isso, equacionadas e analisadas em fun\u00e7\u00e3o de v\u00e1rias vertentes: Estrat\u00e9gia, Tecnologia, Regula\u00e7\u00e3o, Contratos, Marca e Comunica\u00e7\u00e3o, Processos, Recursos Humanos e Econ\u00f3mica e Financeira. Foi igualmente desenvolvida uma segmenta\u00e7\u00e3o da rede de terceiros em 4 vertentes fundamentais:<\/p>\n\n\n\n

      \n
    1. Cobertura geogr\u00e1fica;<\/li>\n\n\n\n
    2. Regula\u00e7\u00e3o e contratos;<\/li>\n\n\n\n
    3. Neg\u00f3cio (em termos do tr\u00e1fego realizado);<\/li>\n\n\n\n
    4. Informatiza\u00e7\u00e3o (exist\u00eancia e tipo de solu\u00e7\u00e3o).<\/li>\n<\/ol>\n\n\n\n
      <\/div>\n\n\n\n

      Solu\u00e7\u00e3o customizada \u00e0s necessidades dos clientes<\/h3>\n\n\n\n

      A segmenta\u00e7\u00e3o realizada permitiu encontrar solu\u00e7\u00f5es diferentes para a rede de terceiros, conforme as diferentes necessidades de cada segmento.<\/p>\n\n\n\n

      No segmento de postos com menor volume de tr\u00e1fego, foi decidido manter a situa\u00e7\u00e3o atual, sem uma solu\u00e7\u00e3o tecnol\u00f3gica associada, pois o potencial investimento a realizar n\u00e3o era compensado pelos benef\u00edcios incrementais.
      No segmento de postos com volume e mix de tr\u00e1fego mais vocacionado para cobran\u00e7as postais, a solu\u00e7\u00e3o consistiu no investimento de informatiza\u00e7\u00e3o, atrav\u00e9s da instala\u00e7\u00e3o do equipamento Point of Sales (POS) com leitor \u00f3tico da PayShop, pressupondo os desenvolvimentos necess\u00e1rios ao aumento das funcionalidades do equipamento e interfaces com sistemas dos CTT, com um valor anualizado superior a \u20ac350.000.<\/p>\n\n\n\n

      Para postos de correio com maior tr\u00e1fego e um mix mais acentuado em servi\u00e7os de correio tradicional foi definida a solu\u00e7\u00e3o tecnol\u00f3gica de maior complexidade, para a gest\u00e3o dos servi\u00e7os postais (atualmente tamb\u00e9m presente nas Esta\u00e7\u00f5es de Correio), permitindo uma melhor presta\u00e7\u00e3o do servi\u00e7o e rapidez nas transa\u00e7\u00f5es nestes postos de correio.<\/p>\n\n\n\n

      <\/div>\n\n\n\n

      Simplifica\u00e7\u00e3o<\/h3>\n\n\n\n

      Foram tamb\u00e9m definidas a\u00e7\u00f5es que conduzem \u00e0 harmoniza\u00e7\u00e3o dos pagamentos pelos servi\u00e7os prestados na rede de terceiros, atrav\u00e9s de solu\u00e7\u00f5es que permitam uma solu\u00e7\u00e3o de win-win para o Grupo CTT e para os diversos agentes da rede de terceiros.<\/p>\n\n\n\n

      Em termos de backoffice foram definidos mecanismos para a simplifica\u00e7\u00e3o de diversas atividades nas esta\u00e7\u00f5es de correio ligadas \u00e0 verifica\u00e7\u00e3o do trabalho dos postos de correio, \u00e0 introdu\u00e7\u00e3o de dados no sistema e \u00e0 realiza\u00e7\u00e3o da presta\u00e7\u00e3o de contas, pressupondo a altera\u00e7\u00e3o de processos.<\/p>\n\n\n\n

      Adicionalmente, existe um potencial aumento das receitas dos postos de correio, induzido pelo aumento das opera\u00e7\u00f5es de carregamentos de telem\u00f3veis com interesse para o tr\u00e1fego gerado para o agente da rede externa.<\/p>\n\n\n\n

      Estas melhorias resultam num potencial de aumento de receitas e de racionaliza\u00e7\u00e3o de custos que, em face do investimento, permitem atingir um potencial de cria\u00e7\u00e3o de valor anual de cerca de 1 milh\u00e3o de euros.<\/p>\n\n\n\n

      <\/div>\n\n\n\n

      Ila\u00e7\u00f5es<\/h3>\n\n\n\n

      Desta decis\u00e3o de investimento do Grupo CTT podem ser retiradas algumas ila\u00e7\u00f5es, no sentido de:<\/p>\n\n\n\n

        \n
      1. Guiar primordialmente as decis\u00f5es de investimento pelas necessidades objetivas dos clientes, e n\u00e3o pela oferta de servi\u00e7os ou outro qualquer crit\u00e9rio;<\/li>\n\n\n\n
      2. Evitar investimentos massivos em tecnologia, sem a respetiva componente de rentabiliza\u00e7\u00e3o, quer atrav\u00e9s da racionaliza\u00e7\u00e3o de custos ou do aumento de receitas;<\/li>\n\n\n\n
      3. Analisar a rede de distribui\u00e7\u00e3o de uma forma integrada, evitando potenciais conflitos de canais e focando na presta\u00e7\u00e3o do servi\u00e7o ao cliente final.<\/li>\n<\/ol>\n\n\n\n

         <\/h3>","protected":false},"excerpt":{"rendered":"

        The strategic segmentation of CTT Group’s third-party networks illustrates that \u201cone size fits all\u201d solutions are becoming less and less part of organizations’ daily lives.<\/p>","protected":false},"author":2,"featured_media":502,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[259],"tags":[],"setor":[103],"pais":[91],"servico":[315,320,338],"class_list":["post-503","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-project","setor-public-administration-and-education","pais-portugal","servico-corporate-business-strategy","servico-digital-government","servico-egovernment-strategy-digital-public-services"],"acf":[],"yoast_head":"\nRestructuring of CTT's third-party networks - LBC<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/lbc-global.com\/pt\/one-size-does-not-fit-all-reestruturacao-das-redes-de-terceiros-dos-ctt\/\" \/>\n<meta property=\"og:locale\" content=\"pt_PT\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Restructuring of CTT's third-party networks - 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