Deutsche Post / Christensen Associates / General Motors / Fannie Mae / Chrysler / USO / Bank of America / Huffington Post / Ford / Laurits R. Christensen Associates Inc / Freddie Mac / Open Competition Industries / Large Costly Networks / Citigroup / Deutsche Post DHL / Starbucks / /
Country
Germany / Netherlands / Italy / France / United States / United Kingdom / /
Currency
GBP / USD / /
Event
Man-Made Disaster / Reorganization / /
IndustryTerm
nonpostal services / wider communications / volatile electricity prices / broadband infrastructure / telecommunications services / close retail outlets / telecommunications industry / logistics services / postal products / airline industry / rural telephone service / customers products / airline industry example / mail services / retail outlets / retail stations / internet providers / large network / communications services / financial services / bank / telecommunications / telephone / banking / digital media / insurance sector / broader communications context / air travel / postal services / e-substitution / telephony products / /
Organization
Brookings Institution / Universal Postal Service / Association of Railroads / Interstate Commerce Commission / Federation of Small Businesses / Postal Service / Congress / Federal Government / Surface Transportation Board / European Union / /
Person
Clifford Winston / Matthias M. Bekier / Brian Slack / Theodore E. Keeler / Seelan J. Singhman / Heath Has Improved / John D. Bitzan / Dorlisa K. Flur / Braden Cox / Fred L. Smith Jr. / /
Appendix B. Lessons Learned from Other Posts and Industries While the Postal Service’s business and regulatory model is unique in some ways, due to its size and the fact that it is a labor-dependent industry, “lesson