Tnt Business Case

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Business case TNT NV was founded in 1998 when it was separated from KPN, while PostNL exists since May 25, 2011 when TNT was demerged into TNT Express and PostNL. Both companies have about 80,000 employees but the focus of PostNL is on mail, parcels and e-commerce (PostNL, 2011, Our Company) while the operations of TNT Express are primarily engaged in the worldwide shipment of goods and documents. However, PostNL is more than a Dutch market leader because it delivers more and more mail abroad, its market share is growing, it strives to maximize potential operational and commercial synergies and it is actively seeking for new opportunities in partnerships, e-tail, retail and potential spin-off businesses (PostNL, 2011, Business Strategy). On the other hand, TNT Express is the European market leader of worldwide courier and express services of the business market and it currently operates in three geographical segments: (a) Europe, Middle East and Africa (main revenue and profit generator), (b) Asia-Pacific (key growth area), (c) the Americas (most recent expansion) (TNT Express, 2010, p. 9). Both, PostNL and TNT Express, are exposed to some risks. The following specific key risks could have a material adverse effect on liquidity, financial position and results of operations of PostNL: reduction of coverage ratio and requirement of multi-year additional funding because of decline or downturn in interest rates or capital markets, regulation policy, employee redundancies, strikes, work slowdowns/stoppages, additional costs related to contractual liabilities because of exit of certain markets/businesses, forced down prices because of aggressive competition and its relative high stake (29.9%) in TNT Express NV (PostNL, 2011, Resultaten 2e kwartaal en 1e halfjaar 2011, pp. 12-14). The specific, strategic, operational, legal and financial risks of TNT Express could
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