Swiss Post Innovation Management
From conception through to success
Promoting in-house innovation
Swiss Post employees as a source of innovation
Swiss Post supports and encourages its employees to act in an entrepreneurial way with professional coaching, training opportunities, specific initiatives and an inspiring working environment.
Around 1,000 ideas are received each year from various business units via the internal ideas platform “Postidea”. One in every ten of these ideas is implemented, with a reward being given to the submitter.
Creating freedom to innovate
In EspaceLab, Swiss Post provides a work environment geared towards innovation and customer focus. The projects developed there also benefit from professional coaching services.
Innovating with partners, start-ups and universities
Success thanks to cooperation
Swiss Post is keen to develop and test new business ideas and models in cooperation with other companies, start-ups and young talent. Innovation Management ensures that suitable partnerships come into being and that external ideas are picked up early and implemented as customer-oriented innovations.
Corporate venturing – financial investment in start-ups
With its corporate venturing programme, Swiss Post taps into additional know-how by acquiring interests in selected fledgling companies. In doing so, it focuses on minority interests to ensure that the start-ups retain their freedom and agility. The majority of start-ups receiving investment are Swiss since many of the business models have a local character.
Swiss Post’s innovation process
Identifying opportunities, developing ideas
Swiss Post follows a clearly structured innovation process from the idea, through to the project and implementation geared to the market. This helps it identify opportunities and take up ideas early on. The most promising ideas are implemented in a targeted way and are provided to customers as market-ready products and services.
During each innovation phase, Swiss Post provides support with specific resources, such as the BoostCamp or the early Label. The early Label allows interested customers to test the products and services before their official launch and contribute to their success by submitting feedback.
Monitor trends, understand new technologies, identify opportunities and risks, evaluate impact on Swiss Post, determine strategic thrusts
Understand customer needs, generate and develop ideas and assess their potential, prioritize solutions based on customer feedback and strategic relevance, clarify initial feasibility
Distil core elements of the solution and evaluate technical issues (e.g. legal, IT, brand), build a prototype and optimize it in several stages of development based on feedback from customers and experts, plan market tests
Use market tests to evaluate customer acceptance and willingness to pay, create an operating model, determine business model for achieving market readiness
Evaluate market potential and confirm profitability in a real-life environment, build up business organization, officially launch product and move into live operations, prepare sales organization for scaling
Penetrate market, comprehensive marketing, increase market share and exploit market potential
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