Mailing Systems Technology Sep/Oct 2018

WHAT TO SEE AT PRINT ‘18 PAGES 26 & 27 SEPTEMBER - OCTOBER 2018 MailingSystemsTechnology.com

MAKING INFORMED VISIBILITY WORK FOR YOU. PAGE 24

TIPS FOR WINNING WITH INKJET. PAGE 12

ADDRESSING FOR SUCCESS: REDUCE RISKS AND INCREASE YOUR ROI. PAGE 22

TABLE OF CONTENTS

SEPTEMBER - OCTOBER 2018 | VOLUME 31 ISSUE 5

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DEPARTMENTS 05 Editor's Note

What Lies Ahead for the Industry?

By Amanda Armendariz

06 Real-Life Management

The Rise of the Millennials!

By Wes Friesen

07 Direct Mail Evolution

Rinse and Repeat: Your Key to Any Marketing Success

By Brad Kugler

08 The Trenches Have You Thought About the First Job for Your New Inkjet Press?

By Mike Porter

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10 Software Byte

Eliminate Hard Copy Postage Statements

By Jeff Peoples

12 Inkjet Info

FEATURES 18 The State of the Industry

What did the past year hold for the mail industry? Our annual survey takes a look at wages, certifications, and more.

By Amanda Armendariz

22 Using Address Information to Reduce Risks and Increase ROI

If you’re not diligent about your mailing data, you risk undeliverable mail, penalties, and lost customers.

By Adam Collinson

Tips for Winning with Inkjet

24 Making Informed Visibility Work for You The data provided by this offering can help you greatly improve your mail operation.

By Nancy Garrison and Anne Skroch

28 Trust: The Linchpin to Client-Service Provider Relationships

Clients and service providers alike have a vested interest in deepening their professional relationships in their mutual quest for success.

By Pat McGrew

14 Connecting Point

Privatization or Prioritization?

By Anita Pursley

SPONSORED CONTENT 15 Transform Your Performance by Changing Your Ink 26 What to See at Print ‘18

By Mark M. Fallon

30 The High Cost of Bad Data

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SEPTEMBER-OCTOBER 2018 | MailingSystemsTechnology.com

EDITOR’S NOTE VOLUME 31, ISSUE 5 MAGAZINE STAFF President Chad Griepentrog Publisher Ken Waddell Editor Amanda Armendariz amanda.c@rbpub.com Editorial Director Allison Lloyd allison.l@rbpub.com Contributing Writers Adam Collinson, Mark M. Fallon, Wes Friesen, Nancy Garrison, Brad Kugler, Pat McGrew, Jeff Peoples, Mike Porter, Anita Pursley, Anne Skroch Audience Development Manager Rachel Chapman rachel@rbpub.com Advertising Ken Waddell 608.235.2212 ken.w@rbpub.com

WHAT LIES AHEAD FOR THE INDUSTRY?

BY AMANDA ARMENDARIZ

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or the past couple of years, it seems as if the mail industry has ended the year on an uncertain note, especially in regards to the lack of a functioning USPS Board of Governors (BOG). As most mailers in the industry know, the lack of an active board means, among other things, that there were no postage-saving promotions offered to mailers in 2018. Since these promotions were first offered in 2011, more and more mailers participate on a yearly basis, which benefits them from a savings standpoint and the USPS from a mail volume standpoint. Win/ win, right? Until there was no board to approve any suggested promotions, and then it became more of a lose/lose situation this year.

In fact, I originally wrote this editor’s note as a lamentation that those in Washington couldn’t get it together enough to approve the nominees for the USPS BOG, because not only does a lack of governors mean that there are no promotions, but also that there are no price increases.

While the lack of a rate hike sounds enticing at first, remember; it is much easier to plan your postage budgets around smaller, consistent increases, rather than the larger, more inconsistent ones that would surely appear once the BOG is finally staffed again.

However, right as we were going to press, I received word that the US Senate had approved two of the nominees for the board. After being nominated by President Trump last fall, Robert M. Duncan, a Kentucky resident, and David C. Williams, an Illinois resident, have now been confirmed to serve on the board.

President Trump has also announced his intention to nominate two other members to the board: Ron A. Bloom (New York) and Roman Martinez IV (Florida). If Bloom and Martinez are also confirmed, that brings the board to almost half-full (a fully staffed board is comprised of nine members, not including the Postmaster General and the Deputy Postmaster General). While half-full may not seem ideal, it is far preferable to having no board members at all. Hopefully, this board will be able to soon release information regarding the 2019 proposed promotions.

After all, we know that mail works, so we keep on sending it. And if we can send it while increasing customer engagement and reducing our postage costs? I’d say that’s another definite win/win.

As always, thanks for reading Mailing Systems Technology.

MailingSystemsTechnology.com | SEPTEMBER-OCTOBER 2018

5

REAL-LIFE MANAGEMENT

THE RISE OF THE MILLENNIALS!

BY WES FRIESEN

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am a card-carrying member of the Baby Boomer generation (defined as ages 54-72). Until fairly recently, Baby Boomers (i.e., Boomers) were the largest-sized generation in the history of our country, and we represented the majority of the workforce. Those days are gone. Boomers have been surpassed in numbers and workforce composition by the generation typically known as the Millennials.

Millennials not only are the largest generation working today, they are also starting to take over the key operational and leadership roles once held

by Boomers. This trend has been accelerated by the retirement of an average of 10,000 Boomers every day! And with the unemployment rate at 50-year lows, it has become absolutely imperative the contributions of millenials are not only appreciated but maximized. In fact, many executives say the biggest challenge that organizations face is the attraction, retention, and motivation of Millennials, especially given the large on-going exodus of the Boomers. Here are the top 10 tips for ensuring millennials are happy at your organization.

1. Provide opportunities to work collaboratively and on teams. Millennials work well with others and can be great team members that accomplish more than individuals working independently.

2. Be a coach and mentor, not merely a “boss.” Millennials appreciate having a positive, supportive relationship with their boss, and they value helpful feedback and encouragement.

3. Provide regular appreciation and recognition. Create regular oppor6

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tunities for peer recognition as well as provide ongoing appreciation and recognition from the leadership team.

4. Leverage and encourage digital and technical expertise. Millennials can be a great resource to help us identify and implement digital improvements to our processes and how we work. Millennials can also be the best teachers to help others learn how to use technology well. Also, don’t prohibit the use of technology and social media — one survey showed that 56% of Millennials would turn down a job that denied them access to social networks.

want to learn new things, develop their skill sets, and broaden their experiences and expertise.

7. Listen to the Millennial employee.

Millennials have ideas and opinions and don’t take kindly to having their thoughts ignored. They possess valuable perspectives and insights that can add value to our decision-making and operations, so we need to invite them to share what they are thinking.

8. Emphasize the value added by the organization. Communicate how the organization adds value to all of its stakeholders, including the broader community in which it does business.

Consider team building times that include volunteering that helps other people (e.g. Habitat for Humanity or helping a food bank).

9. Support a life-work balance. Millennials are used to cramming their lives with multiple activities (such as playing on sports teams, working for multiple causes, and spending time with family and friends). They work hard but are not into the long work weeks practiced by many Boomers.

10. Encourage the Millennials’ “can-do” attitude. Millennials desire to make the world a better place, and they have much to offer to make the world (and our workplaces) better than they are today. Let’s empower them to go for it! ¾

Want to know more about how to effectively work with Millennials?

Read the full article on MailingSystemsTechnology.com/ WorkingwithMillennials.

5. Provide a flexible, fun, employee-centered workplace. Millennials want to enjoy their work and their workplace.

They want to have as much flexibility on work hours, dress codes, and other elements of the work as reasonably possible. They also want to make friends at work and have opportunities to have some fun along the way.

6. Provide opportunities for learning and development. Millennials are sharp and quick learners, and they

Wes Friesen is a proven leader and developer of high-performing teams and has extensive experience in both the corporate and non-profit worlds. He is also an accomplished university instructor and speaker and is the President of Solomon Training and Development, which provides leadership, management, and team building training. His book, Your Team Can Soar! has 42 valuable lessons that will inspire you and give you practical pointers to help you — and your team — soar to new heights of performance.

DIRECT MAIL EVOLUTION

RINSE AND REPEAT: YOUR KEY TO ANY MARKETING SUCCESS

BY BRAD KUGLER

T

he foundation of all successful marketing is repetition, a concept that all marketers know but very few understand.

As we round the bend towards 2019, new ways to market are as common as diet fads. Omni-channel marketing, multi-channel marketing, integrating offline with online, programmatic mail, marketing automation — it is very easy to get lost in a sea of confusion of what really is the correct approach.

Eighty percent of sales are made between the eighth and the 12th contact; therefore, we know that repetition is the key to successful marketing. The brands that not only know this concept but truly understand it and build their marketing plans around it are the ones that succeed.

This is why we all know that “15 minutes could save you 15% or more on car insurance” is GEICO, “Just Do It” is Nike, and “I’m Lovin’ It” is McDonalds. The truth is, an organization will become exhausted with its own message far before its target audience will. On average, people are exposed to over 2,900 marketing messages per day. How on earth will your company stand out above the masses? The only answer is by repeating your message over and over again to your targeted audience.

With so many different ways to reach your targeted audience, it’s difficult to determine what channel(s) are appropriate for your organization. The truth is, in today’s ever-changing digital landscape and the way that human beings operate, an

organization can no longer rely on a single marketing channel. For maximum impact, multiple channels must be used not only for prospecting but also for customer retention. This is where multi-channel or omni-channel marketing comes in. The difference between the two is very simple.

Multi-channel marketing is when an organization uses several channels to promote and sell a product or service utilizing various messaging between the channels.

Omni-channel marketing is when an organization uses the same exact messaging to promote and sell a product or service.

Both marketing strategies are implementing repetition by reaching the same people over and over again; one uses the same message whereas the other

uses multiple messages to get the prospect or customer through the purchasing process. Forty percent of adults start a customer journey on one device and finish it on another. Furthermore, research has shown that brands that use a mixture of display, mobile, social, and video marketing simultaneously achieve up to 500% improvement in ROI from their advertising efforts. Therefore, it is essential for every company to recognize this and implement several channels for maximum results.

Regardless of these proven methods, businesses are still slow to implement marketing strategies across multiple channels. The challenges that organizations face include finding the correct mixture of marketing channels, cost and time considerations, correct messages, and, of course, choreographing campaigns so that they run seamlessly and simultaneously for maximum impact. Lastly, tracking and attributing where marketing dollars are working best across the different channels.

Creating the serendipitous moment when a marketing message is received at precisely the exact time that a person is ready to make a purchasing decision is always going to be an evolving strategy.

However, it is important to note that marketing success is well-rooted in repetition and now marketing across multiple channels.  Brad Kugler is the CEO of DirectMail2.0, a fully integrated marketing solution for the clients of printers/mailers that combines the proven success of direct mail with in-demand features like online advertising and automated campaign tracking. Visit www.dm20.com or call 800.956.4129 for more information.

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MailingSystemsTechnology.com | SEPTEMBER-OCTOBER 2018

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THE TRENCHES

HAVE YOU THOUGHT ABOUT THE FIRST JOB FOR YOUR NEW INKJET PRESS?

BY MIKE PORTER

T

he first jobs run on your new inkjet press are likely to be legacy applications previously run on toner-based printers or offset presses. That’s not a bad strategy.

You’ll be starting with something familiar, and if something goes wrong, you can always return the production job to the older equipment until you work out the bugs or retire the old gear.

Moving legacy work to the inkjet press isn’t exactly a plug and play proposition. It requires preparatory assessments and, frequently, modifications to print jobs before they are suitable for the new platform.

Design You should avoid large areas of solid color on inkjet-printed documents if possible.

Excessive ink use is expensive and can cause operational problems. Maintaining quality on such pages is difficult. Consider changing documents to feature light ink coverage or remove solid backgrounds entirely.

Documents that work perfectly fine on laser printers using pre-printed shells may not process equally well on production 8

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inkjet presses. Unlike toner, which sits on top of the paper, inkjet ink is absorbed.

Characters (especially elements using a small point size or reverse printing) may not appear as crisp and clear; it may be necessary to alter document designs to improve readability.

bill stuffers makes the inserting operation more efficient while simultaneously enabling a level of personalization or segmentation unachievable with pre-printed inserts. You will need document composition software capable of creating the desired content according to business rules to add data-driven onserts to your service offerings. Print/mail service providers working with print image files will need document re-engineering software to add the onserts to the print stream.

Production Efficiency Another attractive feature of inkjet workflows is merging several small jobs so they print and finish together as one large unit of work. As volumes for printed documents drop, this strategy becomes even more important. Fewer breaks between jobs increases productivity and lowers production expenses, so consolidation is a great idea.

Merging jobs has its challenges, however. When documents are mailed, you must select a single outbound envelope to accommodate all the documents in the combined job. Many organizations switch from single-window to double-window envelopes, allowing the sender’s return addresses and logos to appear in the upper window. You may need to adjust the documents to make sure all the sending and return addresses (and no confidential data) align with the windows in the common outbound envelopes.

Tracking and reporting on documents generated from separate applications is

One big advantage of full-color inkjet printing is the ability to replace generic pre-printed inserts used in transactional documents with color onserts printed in line with the documents.

One big advantage of full-color inkjet printing is the ability to replace generic pre-printed inserts used in transactional documents with color onserts printed in line with the documents. Eliminating

essential when merging jobs to improve efficiency or reduce postage costs. You may have to re-engineer documents to move page elements, leaving space for production control barcodes to appear in

the same place on every page so automated systems can track all the work.

In a white paper document environment, you must optimize the data that inkjet presses will process. Improper file formats and organization can turn jobs that should process in minutes into productivity killing marathon jobs that run for hours before a single page is ready to print.

Adding Color Some companies migrating to inkjet printing will deal with color printing for the first time. If your organization has no in-house color expertise, you might consider adding staff members with color management experience to your team.

Even companies familiar with adjusting color on offset presses will notice a difference. In inkjet environments, technicians must make color settings and calibrations before sending jobs to the press. Operators won’t be able to tweak the colors on the fly as they might have done with other printing technologies.

Paper and Ink In toner environments, paper qualities have always been an issue. Grain direction, curled edges, and coatings affect how well the paper feeds through the printers, particularly cut-sheet devices.

In an inkjet world, paper has an even greater impact on the finished product.

As ink is absorbed, paper properties can alter how text and graphics appear on the page. Experts must calibrate colors separately for different papers — something new for operations used to toner printing technology.

For operational efficiency and cost control, printing companies strive to standardize on a common paper stock as much as possible. This move could change the look and feel of some legacy documents. Your organization should talk to customers about how their documents will transform and emphasize the benefits of switching to inkjet, including greater personalization and segmentation, faster production, or lower postage costs.

Besides the operational and design challenges associated with ink coverage, document operations could experience a spike in costs if they fail to optimize page elements for inkjet workflows. Artwork not designed for inkjet printing can require more ink than necessary to reproduce on high-speed inkjet devices. Poorly designed logos, for example, can appear on every page and impact consumable costs over the course of an entire run.

Modern inkjet printing technology has plenty of advantages. To get your operation off to a good start once you’ve installed your equipment, take time to evaluate the first jobs you intend to migrate from the legacy environment and gather all the tools and resources necessary to make the switch.  Mike Porter at Print/Mail Consultants helps his clients implement new technologies and avoid unnecessary costs in their production workflows.

Follow @PMCmike on Twitter, send a connection request on LinkedIn, or contact Mike directly at mporter@printmailconsultants.com.

MailingSystemsTechnology.com | SEPTEMBER-OCTOBER 2018

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SOFTWARE BYTE

new way of doing it, and the more likely it will be that people adopt new habits.

Another step is to meet any resistance with facts and the ability to demonstrate the impact of the efficiencies of electronic statements.

ELIMINATE HARD COPY POSTAGE STATEMENTS

BY JEFF PEOPLES

C

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ertain things in life, like wire clothes hangers and tangled holiday lights, are just so annoying that we’ll do just about anything to avoid them. In the mailing world, another thing belongs on that list — hard copy postage statements.

Whatever the reason, mailers continue to generate and handle these hard copy documents, which is the least efficient method for managing this information.

How can we change behavior and move toward more efficient, electronic means of processing these statements?

Reasons for Using Hard Copy In today’s digital world, it is difficult to understand why some mailers still handle hard copy postage statements.

We’ve been told by clients that there are reasons for using these hard copy statements, such as: } The mail owners insist on getting hard copy statements for proof of mailing or billing purposes. } The job is not claiming Intelligent Mail Full-Service prices. } There is no Mail.dat file for the job. } My logistics provider insists on hard copy 8125 clearance documents. } PostalOne! is down and the mailing must go out today. } The accounting or customer service departments insist on hard copy statements for billing purposes or to be placed into a job jacket. } Detached Mail Unit requests a hard copy statement to make it easier to find the job on PostalOne!

Take Away the Reasons The simple answer is to take away the reasons for handling hard copy statements. However, even if there is no longer a logical reason to do something, people are creatures of habit, and they tend to follow the path of least resistance. As such, it is often difficult to change habits and learn new ways of doing things, even if the new ways are more efficient. The first step is to challenge the “We’ve always done it this way” mode of thinking. When you encounter this type of response, ask “Why are we doing it this way?”

Or, “Is there a better way to do this?”

This gets people thinking about alternate ways of processing these statements and encourages more open thinking.

The second step is to ensure that proper tools are in place to take advantage of more efficient electronic means to process these statements. The easier it is to perform a task, the easier it is to learn a

SEPTEMBER-OCTOBER 2018 | MailingSystemsTechnology.com

Challenging the Reasons Those reasons for using hard copy statements that we mentioned previously?

There are effective challenges to all of them: } Mail owners who insist on hard copy statements for proof of mailing can be provided electronic files as a PDF or other format; these can be easily transmitted to them and printed on their end. This type of process can be automated using software or custom written scripts. This may take some educational effort to work with your clients or, in some cases, implementing document handling fees for processing hard copy documents will do the trick. } Jobs that don’t mail at Full-Service can be submitted electronically to the USPS; no hard copy statements are required. For mailers who submit both Full-Service and Basic mailings, it is more efficient to process all mailings the same way, rather than going back and forth between electronic and hard copy. With the proper software tools, submitting mailings electronically is quicker and easier than hard copy, so there is no need to have both processes in your mailing workflow. } Jobs for which there is no Mail.dat file can be submitted electronically using the Postal Wizard. Once the job is submitted, electronic statements are available on the PostalOne! dashboard.

Again, proper software tools make it much easier to provide the means to generate Mail.dat files (even for low volumes) and to easily download Postal Wizard-generated statements from the PostalOne! dashboard. } Mailers who drop ship to additional entry points should participate in eInduction, which not only streamlines the acceptance process for this mail, it eliminates the need for hard copy 8125 clearance documents. eInduction may be used even for entry points that are not equipped with Surface Visibility scanners, so there is no need to create hard

copy 8125s for those facilities. If your logistics provider is still insisting on hard copy 8125s, educate them on the need to go electronic, or research alternate providers. Once again, with the appropriate software tools, the shipment data can easily be shared electronically. } When PostalOne! has an outage, the last thing mailers should do is generate hard copy statements. The PostalOne! Contingency Plan clearly specifies that mailers should maintain a log of jobs processed during the outage period and submit that log to the USPS acceptance office rather than submitting hard copy statements. Software tools can make the generation of this log as easy as a few mouse clicks. } Companies have varying policies regarding retention of accounting and mailing data, so there may be departments in your company that still require hard copy

statements. This does not mean that hard copy statements need to be generated by the mailing department. Having an electronic workflow, with automated transfer of PDF or XML format files, can free the mailing department from the onus of hard copy documents while still allowing other departments access to the data. This allows the impacted department to print out hard copy documents as needed. } While it is a good idea to maintain cordial relationships with your detached mail unit (DMU) or business mail entry unit (BMEU), it is not reasonable for the USPS to be requesting hard copy documents for electronic submissions. If they are requesting these documents, it is a training issue that may need to be addressed with the postmaster or district level acceptance office. Alternatively, making the electronic files accessible via auto-

mated tools allows the acceptance office to print out the documents they require and not put the onus on the mailer.

Whatever reasons you encounter for resisting the elimination of hard copy statements, it is easiest to tackle them one at a time. With education, persistence, and the proper software tools, making the case for electronic statements becomes easier with each success, and once the efficiencies of electronic statements are realized, you’ll wonder what took you so long! ď‚ž Jeff Peoples is President, Founder, and CEO of Window Book. With over 20+ years of innovative solutions that make using the Postal Service easier and more proďŹ table for mailers and shippers, he has done presentations at industry events, GraphExpo, MAILCOM, the National Postal Forum, Postal Customer Council meetings, Harvard Business Expert Forum, and other industry and direct marketing events.

MailingSystemsTechnology.com | SEPTEMBER-OCTOBER 2018

11

INKJET INFO

TIPS FOR WINNING WITH INKJET

BY PAT MCGREW

T

he printing technology portion of the mailing process has seen revolutions over the last few decades. Pre-printed forms overprinted with impact printers grew into pre-printed forms overprinted with a monochrome laser printer. As printing devices became faster and added color, white paper factories became the norm, starting with blank sheets to produce completed print in a single pass, thereby reducing the time from the release of the data to mail insertion. And then came inkjet — a mature technology applied to the business of printing. For more than a decade, inkjet has been a serious consideration for any printer looking at upgrades to the print shop, whether the print shop is inside an enterprise or in a commercial operation.

The Inkjet Talk Track } Print faster, opening capacity and securing Service Level Agreements (SLA) } Lower cost using dye-based inks and even pigment and hybrid inks } Promise of “cheap color” } Promise of lower paper costs } Promise of lower Total Cost of Operation and Total Cost of Print } Promise of ease-of-use 12

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The production inkjet talk track began by focusing on the ability to achieve color at a viable cost for enterprise printers and print providers who serve the enterprise print market. The talk track continued to develop as new types of paper came to market to support the needs of print and mail organizations. Speeds increased, leading to opportunities to consolidate machines and handle ever tightening SLAs. Early adopters embraced the technology and jumped on board. Over time, more printers made investments in inkjet, and today, we can legitimately say that inkjet is the most common print technology in this market. However, inkjet is a technology on the move. There are many components of an inkjet ecosystem that need ongoing attention. Here are some key points to consider whether you have inkjet equipment installed today or you are considering adding inkjet equipment to support your business in the future.

Understand What Makes Inkjet Different When the first full-color inkjet presses came to market, there were significant constraints. Colors were a bit dull compared to electrophotographic (toner) print. Paper options were limited. Print speed was good, but options for inline

finishing were fairly restricted. However, those first presses opened the door for mailers to create faster white paper workflows, offering full-color bills and statements without offset preprints. For all regulated communication and some direct marketing, inkjet provided throughput and cost solutions.

Fast forward to today, and inkjet is mature. Color is vibrant. Paper options are expansive. And, finishing options now keep up with most of the solutions in the market. But inkjet is still different from electrophotographic printing.

Understanding what makes it different can lead you to better quality inkjet print that delights customers and consumers, while meeting business requirements.

Start with the basics. Many clients will not care what technology is used to print their content, any more than they care what brand of inserter or camera system you use. What they do care about is getting their work produced to an SLA at a quality acceptable to their team and their customers. Some companies never tell their clients when they are changing technologies, but consider it something to celebrate. While your customers may not care, there absolutely is value in letting them know that you are (or will be) an inkjet shop. Consider having an open house so that clients see the power of today’s inkjet, potentially making them an advocate for this technology and your operation.

Remember that inkjet solutions mean that ink and paper work together. There are tips and techniques to designing for inkjet that vendors can share. Each manufacturer has slightly different technology, so it is worth asking them for information on how to manage color and ink profiles to produce the crispest and most vibrant print.

Build an Inkjet Ecosystem Adopting inkjet is more than installing a new machine. Whether you are migrating to inkjet from pre-print plus toner strategy or a white paper factory using electrophotographic devices, you should be assessing your production ecosystem and making a few adjustments. The four areas that often produce the fastest results are

paper, file preparation, color management, and finishing.

Paper: Paper is the most important facet of successful inkjet strategies.

There is a tendency to want to print on the cheapest, lightest paper possible to keep costs of production and mailing weights down — but take a few moments to reconsider. Talk to your paper vendors to get their recommendations based on your volumes and the type of print work you do. They may recommend a strategy to offer a choice between a house paper and one or two premium papers. If that is your path you select, build pricing strategies and print sample kits for each type of paper. You may be surprised at how often the premium papers win!

File Preparation: In regulated mail and direct mail, it is common to see files gen-

erated by production systems that include graphic assets that might not have been developed for the target print environment. Assets with low resolution or overly high resolution pose challenges and may include ink limits and other attributes that conflict with the best practices of the inkjet digital front end. Do some research with the hardware vendors to see what their best practice recommendations are for the type of work that you do.

Color Management and Profiling: Many devices include onboard color calibration tools that provide consistency during a print job. Even with these tools, however, you will want to be aware of the sensitivity of your customers’ logo colors and the image assets that are included in their files. It is always a good idea to ask for a target print for any image asset so that file preparation teams can ensure

that what prints is what will be acceptable to the client. And don’t forget to talk to the vendor’s installation team for recommendations on the best profiles to use for different types of work. You might find that dialing down the ink levels gives you crisper text and reduces costs.

Finishing: Adding inkjet devices should kick off a review of existing finishing options to ensure that older hardware can keep up with today’s inkjet press speeds.

It is also a good time to look at features and functions, like horizontal and vertical perfing or specialized folding options. ¾ Pat McGrew is Senior Director, Production Services, Keypoint Intelligence. If you have stories to share, reach out to her! @PatMcGrew on Twitter, on LinkedIn, or Pat.McGrew@ KeypointIntelligence.com are the best ways to contact her.

MailingSystemsTechnology.com | SEPTEMBER-OCTOBER 2018

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CONNECTING POINT

obligation and the fact that the USPS handles 47% of the world’s mail.

Hopefully, cooler heads will prevail, and the recommendations of the task force will aim toward the goal of returning the Postal Service to a sustainable business model, rather than preparing it for future conversion from a government agency into a privately held corporation.

Let’s Prioritize!

PRIVATIZATION OR PRIORITIZATION?

BY ANITA PURSLEY

O

n April 12, President Trump issued an executive order establishing a task force on the United States Postal Service. The order directed the task force to evaluate the Postal Service’s finances and operations and issue a report outlining proposed changes within 120 days.

Many folks in the industry, myself included, were pleased at the notion that a high level of attention would be focused on the needs of the Postal Service and those of the mailing industry as a whole.

It was assumed that the task force would look closely at the legislative proposals in both the House and Senate and possibly advance some, if not all, of the changes the bills contained. On another positive note, the order specified that “recommendations shall also consider the views of the USPS workforce; commercial, non-profit, and residential users of the USPS services; and competitors in the marketplace”.

But on June 21, when the White House’s government restructure proposal was released, it became clear that the task force had been given a specific mandate to make recommendations for reform consistent with the reorganization proposal.

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SEPTEMBER-OCTOBER 2018 | MailingSystemsTechnology.com

In other words, task force members likely went into the effort with the preconceived concept of privatizing the Postal Service.

The summary of this proposal is as follows: “This proposal would restructure the United States Postal System to return it to a sustainable business model or prepare it for future conversion from a Government agency into a privately-held corporation. Like many European nations, the United States could privatize its postal operator while maintaining strong regulatory oversight to ensure fair competition and reasonable prices for customers.

The President’s Task Force on the United States Postal System will make recommendations on reforms towards this goal in August 2018.”

Since the formation of the task force, the committee actively sought out industry stakeholders for ideas and viewpoints on solutions to fix the ailing postal system. Many reported that it was clear the members of the task force were looking for long-term solutions and nothing shortterm that may just kick the can.

I think most would agree that any attempt to privatize the Postal Service would have to be a long-term endeavor primarily due to the universal service

At the top of my list would be to confirm appointees to the USPS Board of Governors. If the Postal Service were a private sector company, it would rank 37th in the 2017 Fortune 500. How is it possible that an organization of that size and importance can function without a board of directors?

Without governors, it can’t even raise rates by the Consumer Price Index, which is well within its legislative purview.

Second, take the best of the two bipartisan bills pending in Congress to have an immediate effect on the balance sheet.

Both S.2629 and H.R. 6076 contain provisions to rid the Postal Service of billions in liabilities to prefund retiree healthcare.

Regarding future postage rate increases, the bill should incorporate the language in the Senate bill that directs the Postal Regulatory Commission to consider the provisions of the bill before making a determination in the 10-year rate review.

Equally important is to eliminate the mandated 2.15% postage increase. Despite the so-called “consensus” in the mailing industry, I personally have never supported a congressionally mandated rate increase.

If we prioritize first, we may realize that privatization is not prudent and, with time, we may determine that it’s not even possible without devastating effects on the critically important service on which we all so depend. ¾

As Senior Manager of Industry Affairs at BCC Software, Anita Pursley is entrenched in major industry events and associations, representing BCC Software and advocating on behalf of its customers. She has a breadth of industry experience and expertise, including serving for two years as the Industry Co-Chair of the Postmaster General’s Mailers’ Technical Advisory Committee (MTAC) and similar roles at some of the industry’s largest and most influential companies.

APPLICATION ARTICLE

THE HIGH COST OF BAD DATA Digital marketing has had its place in the spotlight for years now and is seemingly the most popular advertising method.

But it cannot be ignored that direct mail is the foundation of any effective marketing campaign — and with new technologies and innovations in the mailing industry, direct mail pieces are continuing to drive response rates for companies who effectively utilize them.

As marketers know, the most influential campaigns have multiple opportunities to engage the consumer and have them act on your offer.

Direct mail is the foundation of such campaigns, as it gets directly into the hands of consumers and starts the conversation, piques their interest, or further builds on existing brand loyalty.

Following up with a secondary mail piece and a digital component is proven to increase the overall ROI of campaigns.

But what happens when these mail pieces are not delivered to the right audience, or not even delivered at all?

Undeliverable as Addressed, or UAA, mail is a consistent issue in the mailing industry. It occurs when mail pieces cannot be correctly delivered

to the stated address, and results in not only consumers missing out on important information, but wastes valuable money, time, and resources for all companies involved.

Mail is deemed undeliverable when the addressee has moved, or when the address is incomplete or incorrect. In fact, according to the USPS®, over 5% of all Standard Mail® and 4% of FirstClass® mail, or the equivalent of six billion mail pieces, is UAA mail, which is costing the industry $1 billion in excess postage per year. This is not just a problem that some organizations face here and there — but it’s a major issue for the entire industry.

So, how can companies combat this issue? Integrating data quality services is the key. BCC Software, the leader in postal software and address quality solutions, offers several data quality products and services designed to ensure that your lists and databases have complete, correct, and current addresses. Take for example NCOALink®, the USPS® database for all changes to residential and business addresses alike.

The caveat? The USPS can only keep

track of moves that are reported to them, and only an estimated 60 percent of U.S. residents file a permanent change of address in a timely manner, if at all.

This leaves nearly 40 percent of annual moves that never get filed with the USPS. Which is why incorporating multiple data quality solutions is key.

To find moves that are not filed with the USPS and ensure you are able to reach those customers, utilize PCOA — a tool that uses third-party databases to find and confirm addresses for consumers who have moved. It’s also important to use correcting tools, like BCC Software’s Address Resolution Service, that will compare lists of submitted address and compare them to up-to-date, private database sources, repairing incorrect or incomplete records.

Aside from ensuring that direct mail pieces are getting delivered to the right audience, having quality data and records that are complete, correct, and current optimizes postage costs, increases ROI on marketing campaigns, and sets you apart from the competition.

BCC Software makes it even easier than ever before to seamlessly use these data quality services and execute effective campaigns. Plus, these unique services are just a few among many that BCC Software offers to improve the quality of your data. You and your customers will save money and reduce waste by utilizing comprehensive data quality services from BCC Software.

800.334.0442 marketing@bccsoftware.com bccsoftware.com

THE STATE OF THE INDUSTRY What did the past year hold for the mail industry? Our annual survey takes a look at wages, certifications, and more.

By Amanda Armendariz

A

s always, I want to thank all of our readers who completed part one of our annual survey. This survey provides an extremely valuable benchmark of industry wages, certifications, and continuing education initiatives, and we wouldn’t be able to put this together every year without your help. We appreciate your input more than we can say!

It’s interesting to see how the statistics change from year to year (although that is not exactly surprising, I suppose, given the change our industry deals with on a regular basis!)

One thing that stood out to me immediately was that while the average salaries of mail center managers and supervisors

declined compared to last year’s results, the average wages of several non-managerial positions increased. Perhaps those in the higher-up positions are retiring on a regular basis, making room for others to assume their positions (often at a slightly lower salary level than their predecessors). Meanwhile, in order to attract and retain the non-managerial staff, higher wages potentially are being offered. It will be interesting to see if this trend continues in future years.

I’d love to hear how these results stack up to your operation.

Please feel free to email me at amanda.c@rbpub.com or stop by our booth at Print ’18; I’d love to take the opportunity to chat with you!.

Mail Center Managers Male vs. Female

How many full-time employees (FTE) does each manager supervise?

5.77%

42%

58%

These numbers represent a decline in the number of female mail center managers; last year’s survey showed 46% of mail center managers were women.

6-10

16-20

Show Me the Money

The average salary of a mail center manager is $58,248, which is a marked decrease from last year’s $66,054. Sixty-four percent of mail center managers also oversee other departments or functions, such as printing services and customer service.

$58,248 SEPTEMBER-OCTOBER 2018 | MailingSystemsTechnology.com

9.62%

0-5

11-15

18

1.92%

63.46%

19.23%

20+

When it comes to the number of full-time employees (FTE) that a manager oversees, the vast majority don’t have to manage more than five.

Certification

2%

CMDSM

23%

10%

EMCMP

CMM

The number of mail center managers who are EMCMP-certified went up compared to last year, as did the number holding the CMM certification. The managers who are CMDSM-certified went down four percentage points compared to last year.

Time in the Mail Industry

The average mail center manager in our survey has been in the industry about 18.45 years, which is a slight decrease from 2017’s 20.65 years in the industry. Perhaps some of the longer-tenured employees in the mail center retired, which brought down both the average time in the mail industry and the average salary.

The Economy

The number of mail center managers who reported that the economy has had no effect decreased slightly from last year’s 54.84%. However, some of the more negative effects (such as salary freezes, salary concessions, or the imposition of additional responsibilities) also went down compared to last year. Unfortunately, a decrease in the number of mail managers is a statistic that went up considerably from 2017.

60 50

50.98%

40 30

29.41%

20 13.73% 13.73%

10

5.88% 5.88% 1.96%

Has had no effect

Salary freeze

Took on additional responsibilities

Working additional hours

Salary concession

Other

Number of mail managers decreased MailingSystemsTechnology.com | SEPTEMBER-OCTOBER 2018

19

Continuing Education 50

During the past 12 months, managers continued their professional education in the following ways.

43.14%

40

30

20

23.53%

21.57% 17.65% 13.73%

9.80%

10 5.88%

11.76%

11.76%

11.76%

7.84% 1.96%

National Postal Forum (NPF)

Local PCC conferences/meetings

MAILCOM

Vendor’s user conference

National mailing “schools”

Other non-mailing national conferences (i.e., management training courses)

National industry or associationspecific mailing conference (MSFA, NACUMS, Non-profit, DMA)

3.92%

1.96%

Other non-mailing local conferences

Online continuing education classes

None, didn’t find the time to attend

On-site continuing education classes

None, training is not allowed for supervisors

None, due to budget cutbacks

None, no training needed this year

Supervisors The Lowdown

Supervisors and the Economy

} Forty-six percent of our respondents reported having supervisors in their operation, compared to 54% who do not.

60

} Fifty-seven percent of supervisors are male.

50

} On average, supervisors oversee just under eight FTE.

40

} The average annual salary is $53,163.

30

} On average, the supervisors have been in the mail industry for just under 12 years, a definite decrease from 2017’s 15 years.

20

} Thirty-two percent of supervisors manage other departments or functions.

10

47.06%

29.41%

11.76%

11.76% 5.88%

0%

Last year, 65% of supervisors reported that the economy had no effect on their operations. As you can see, this number has decreased drastically this year. Perhaps the most notable occurrence is that almost 12% of supervisors reported a salary freeze this year, compared to just four percent last year.

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SEPTEMBER-OCTOBER 2018 | MailingSystemsTechnology.com

Has had no effect

Working additional hours

Took on additional responsibilities

Number of supervisors decreased

Salary concession

Other

Salary freeze

5.88%

Staff The average mail center employee has been employed for just over 10 years, a slight decrease from 2017’s 11 years. In terms of gender breakdown, the split was the same as last year: 60/40 in favor of the men. Only 17% are represented by a union, a drop from last year’s 21%.

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Average Wages of Mail Center Staff

20

15

2016 - $13.64

2017 - $14.66

2018 - $15.88

2016 - $14.72

2017 - $15.91

2018 - $15.68

2016 - $14.36

2017 - $15.38

2018 - $15.28

2016 - $19.60

2017 - $19.28

2018 - $20.33

2016 - $12.34

2017 - $13.38

5

2018 - $14.02

10

0 Entry-level

Inserter operators

Highest hourly wage

Mail handlers

Addressing machine operators

70 60

Staff and the Economy 59.46%

50 40 30 20 10.81%

10

8.11%

10.81%

13.51% 8.11%

0%

Has had no effect Salary concession

Existing staff work additional hours

Salary freeze

Existing staff do additional tasks

Layoffs

Other MailingSystemsTechnology.com | SEPTEMBER-OCTOBER 2018

21

USING ADDRESS INFORMATION TO REDUCE RISKS AND INCREASE ROI

If you’re not diligent about your mailing data, you risk undeliverable mail, penalties, and lost customers. | By Adam Collinson

M

ailers in many industries have specific regulations about certain types of addresses.

Various addresses have restrictions as to what can be sent, who will be used to complete delivery, and what mailers need to do to maintain customer contact.

If you’re not diligent, you risk undeliverable mail, lost customers, and potential penalties.

We typically find that at least one-third of the Undeliverable as Addressed (UAA) volume could have been identified prior to the mailing. Additionally, more than 11% have special characteristics that may require special handling/use.

Identifying these prior to the mailing enables you to obtain an updated/alternate address, alter how you mail, alter what you mail, and/or simply suppress until you get additional information.

The good news is that with the tools and available data you already have in your operation, you have the potential to reduce your UAA pieces (along with the related costs and risks) and identify those with special needs so you can initiate special processes.

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The goal of a mailing/shipping operation is pretty straightforward. It’s all about getting it right: the right item, person, location, time, method, and, of course, cost. However, this may mean different addresses and processes for packages vs. bills/invoices and promotions for future business.

There are dozens of different address characteristics with multiple potential values leading to thousands of combinations. The key is to identify those that are applicable to your business and make the necessary process modifications to identify and handle them. Here are a few scenarios: NON-PHYSICAL MAILING ADDRESSES Several industries have requirements to collect the physical address where a person/business is actually located instead of a non-physical address where they may just receive their mail. These often have restrictions on who can/will deliver to them, what can be sent to them, and even whether changes of address are allowed to/from them and how long they are supported.

The most common examples of non-physical addresses are PO Box addresses and PO Box Street Address (PBSA) equivalents.

The use of PBSAs is growing. A PBSA is where a PO Box delivery has a street address representation, such as: PO BOX 32

12 MAIN ST UNIT 32

With a PO Box address, the USPS must be used. For a PBSA address, other carriers can be used to get the item to the post office, but final delivery is performed by the USPS. As a result, using a carrier other than the USPS can lead to issues.

For example, if a signature is required, the initial carrier would not receive an actual signature from the recipient on delivery.

It could also be hard to determine responsibility if damage occurred somewhere in transit. So, the way to reduce risk is to use the USPS as the carrier.

PO Box and PBSA addresses commonly make up about five percent of the addresses in a mailer’s file. This may seem high, but remember, there are areas where

the USPS does not deliver to the physical addresses while other carriers will. In these areas, it is more cost-effective for the USPS to provide a free PO Box. Indicators available via the Coding Accuracy Support System (CASS) can identify when a physical address is considered valid but is in an area requiring a PO Box/PBSA address for USPS delivery.

Another type of non-physical address is provided by a Commercial Mail Receiving Agency (CMRA). These are basically PBSAs offered by non-USPS entities and rented by individuals or companies for mail delivery. CMRAs typically account for 0.3% of a mailer’s file.

The address used is typically the address where the CMRA is located plus a Private Mail Box (PMB) value that indicates the specific box being rented by the addressee.

The USPS is only aware of the base address for the business offering CMRA services.

Therefore, USPS processes cannot validate PMB information.

Additionally, while the USPS will accept changes of address from individuals into CMRA addresses, the USPS will not accept changes of address from individuals from the CMRA. The policies of the specific CMRA determine what happens to items received after the person moves out.

To reduce risk, when you see a CMRA identified by CASS, request a second method of contact to ensure that you can maintain an ongoing relationship with the individual.

Additionally, some CMRAs offer extra services, including re-packaging and/or shipping to another location, potentially international. If your product has restrictions as it relates to shipping to a foreign location, identifying CMRAs and inquiring as to the final destination is vital to limiting risks.

PHYSICAL LOCATIONS VS. MAILING ADDRESS Some mailing addresses do not reflect the physical location of the address. In most cases, the difference is relatively minor, but it can still lead to an incorrect evaluation of the county or city of residence.

For example, the state in a mailing address represents where the post office that handles delivery to the address is located. In addition, ZIP Codes do not always align with state borders. As a result, you end up with the mailing address and the physical address being the same except for the state. The USPS recently indicated that 6,300 addresses are currently impacted by this, which translates to roughly one in every 25,000 addresses.

These can lead to issues if you have location-specific factors where offers/ communications are intended/limited to specific areas. To reduce risk and increase the ROI of your mailing, you need to know if your mail is being sent to people to whom the communication does not apply — and if it is not being sent to people for whom it does. These addresses are also important to know in order to ensure that you are charging the correct state/local tax rates and fees.

There are more special cases with a combination of special characteristics like: } Limited forwarding time, as little as 30 days. } Valid for packages only and delivery only by the USPS. } Domestic address for personnel in foreign countries that are subsequently shipped internationally. } Change of Address restrictions — not allowed at all, allowed to but not from, allowed from but not to, allowed only for certain names. } The USPS has never, does not yet, or does not currently deliver to. } The USPS does not handle the final delivery to the recipient.

} Historical information indicates delivery is either not likely or likely but not to the intended recipient.

To reduce risks and increase ROI, you need to know information about an address. Knowledge about an address gives you the power to ensure that the right address is used, for the right purpose, and in the right way to increase delivery rates, reduce costs/waste, and reduce the risk of sensitive information getting into the wrong hands.

For more information on using address information to reduce risks, reach out to your vendors, various industry associations, and workgroups such as the Mailers’ Technical Advisory Committee (MTAC). ¾ Adam Collinson is Director of Research and Development, GrayHair Software. In this role, Adam utilizes his roots in research and theoretical processes along with his past software engineering experience and analytical skills to provide a base in the development of new GrayHair offerings.

Adam is constantly involved in the leading postal initiatives, associations, and workgroups and is a key speaker at such venues as PCC events, National Postal Forum, and MAILCOM. MailingSystemsTechnology.com | SEPTEMBER-OCTOBER 2018

23

MAKING INFORMED VISIBILITY WORK FOR YOU

By Nancy Garrison and Anne Skroch

U

nlike legacy IMb Tracing, which only provided piece tracking for subscribers, the U.S. Postal Service’s Informed Visibility (IV) makes a variety of data available from a single system to everyone in the supply chain. It provides visibility to the movement of various types of mail objects (such as individual mail pieces, bundles, handling units, and containers) as they move within the USPS processing network.

Your visibility to different types of data within IV depends on your role in the mail supply chain. The default visibility and delegation rights you have are driven by your Customer Registration ID (CRID) or Mailer ID (MID). } If you are identified in the electronic documentation (eDoc) as the mail preparer and/or eDoc submitter, you have access to containers and handling unit scans. } If you are identified in eDoc as the FAST scheduler, you have access to container information. } If you are the owner of the MID on any mail object, you have access to scans for those objects.

MAIL TRACKING AND REPORTING (IV-MTR) IV-MTR provides scan data from the point of USPS possession of the container through the mail piece’s delivery — and everything in between. And the data is cumulative, which

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SEPTEMBER-OCTOBER 2018 | MailingSystemsTechnology.com

means if you are identified as the owner of the MID on a mail piece, you have visibility to all your pieces and all the associated mail objects that carried your mail piece, such as containers and trays.

Data access and visibility is based on role-based permissions, available through the Roles and Permissions tab. These roles are managed by your Business Service Administrator (BSA) or BSA delegate. These permissions determine which mail objects and handling events each user can access.

IV-MTR has made sharing the data easy and flexible. Users with the appropriate permissions can delegate or provision any of their data to one or more third parties.

For example, you can share piece scans with a mail tracking vendor or container scans with a logistics vendor.

In addition, IV-MTR allows many customization options for data access at a CRID or MID level.

OPTIONS TO VIEW AND DOWNLOAD DATA: QUERIES AND DATA FEEDS One-time queries allow you to create ad hoc reports to retrieve mail object scan events from the last 45 days. Queries can be used for containers, handling units, or bundles. Note that queries have a 10,000 record limit for container or handling unit events, and piece scans aren’t currently available through queries.

Setting up a data feed will provide scan data on a recurring basis for the requested type of handling events going forward. Data feeds don’t have the volume limits for container or handling unit events and can be used for all mail objects including mail pieces.

NEEDED: A BETTER WAY TO RETRIEVE MAIL QUALITY DATA (MQD) Access to MQD through IV began with an industry request to be able to retrieve all the raw data needed to review and troubleshoot warnings or errors through one self-serve tool. The Mailer Scorecard was the original tool created to assist with identifying mail quality issues. The scorecard displays a dashboard view of the results for letter and flat mailing activity over a calendar month that may result in a postage assessment.

Mail quality and mail preparation are measured against established thresholds.

The scorecard is a great tool for monitoring compliance with assessment thresholds, but it also has limitations. Although it has the ability to drill into a type of error and identify details of that error, it can take more than eight steps just to retrieve one program error type: 1. Log into the Business Customer Gateway; 2. Go to Mailer Scorecard in the reports area; 3. Select month; 4. Select CRID; 5. Drill into the errors;

6. Select program type; 7. Select error type; 8. Drill into each job with that error type, one at a time; 9. Export the data for each separate job into your preferred application.

This can be very time consuming. In addition, the data is limited to only 100 to 200 records per program and error type, which is not always enough, depending on the type of error you are investigating.

Mailers found the need for more data than the scorecard could provide, so the Postal Service assisted the industry with retrieving the full data via a request form to the Help Desk, which is referred to as “legacy requests.” With the legacy requests, you only receive data weekly or monthly, and you cannot retrieve data from the past.

COMING SOON: USE IV TO ACCESS MQD The Postal Service continued to receive requests from the industry for a better self-serve option and is now piloting MQD subscriptions through IV. This new functionality allows you to receive all your raw data

by going to the Create and Manage Feeds page in IV. (All IV users have access to the MQD section, although it is still in pilot.) If you manage mail across multiple entities (CRIDs or MIDs), you can filter by entity, and you can define filters to present the data many different ways with more frequency options available.

You have the ability to select all or multiple error types at the same time during one setup process. Keep in mind every error type you select will generate an individual feed. Once you have saved the feed, you will have the ability to modify, delete, or just view details without modification. The data files have a standard naming convention, which is very useful when identifying and filtering data files. For the MQD files, that convention includes a date and time stamp, MQD program (such as SE for Seamless Acceptance), error type (such as NS for Nesting Sortation), frequency (daily, weekly, or monthly), and USPS unique identifiers.

Data is available as an online download or through Secure FTP data feeds, both of which are available in output history for up to seven days. Note that there will be

an entry every time the feed runs, even if it has zero records. With the Secure FTP option, you would retrieve the files from the FTP server. Be aware there is a 100,000-record limit to each file, so if your data exceeds 100,000 records, it will generate multiple output files until all of the data is downloaded.

Compared to retrieving error data from the Mailer Scorecard, this is a much simpler process: 1. Create a feed; 2. Retrieve the data from the Output History or the Secure FTP server; 3. Open or import the data into your preferred application.

Just three simple steps — definitely an improvement!

For more information, you can call the IV Help Desk at 1-800-238-3150 (select option #2) or email InformedVisibility@ usps.gov.  Nancy Garrison is Compliance & Monitoring Analyst and Anne Skroch is Application Analyst at IWCO Direct. Contact Nancy at nancy.garrison@ iwco.com or Anne at anne.skroch@iwco.com.

MailingSystemsTechnology.com | SEPTEMBER-OCTOBER 2018

25

WHAT TO SEE AT PRINT ‘18 Looking for a GameChanging Solution?

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14 OOT 16 H

B

16 OOT Direct Mail Should Be Simple. 47 H

BCC Software offers the most comprehensive and flexible direct communications solutions that integrate anywhere along the workflow, from powerful presort software that will save you valuable time and money, to data services that ensure top-tier address quality and correctness, and automation solutions that will transform your organization.

Easily grow your mailing services with ConnectRight Mailer’s unlimited CASS and unprecedented unlimited Full Service National Change of Address (NCOA). Always up-to-date SaaS processing also provides advanced list services such as DMA™ do not call, prison suppressions, and merge/purge capabilities so you can offer your customers more.

BCC Software 800.337.0442 marketing@bccsoftware.com bccsoftware.com

Pitney Bowes pitneybowes.com

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2 OO Matching, Sequence Checking, 541TH

Verification, Read & Print…

From the lowest price visual match system to the automated OCR/Barcode match system, to our latest Read & Print system, we have a solution for you. All of our Picture Perfect Match System products are modular, so you only buy what you need today but have the flexibility to upgrade tomorrow.

Clear Image Technologies larry@clearimagetechnologies.com 314.853.5867 www.clearimagetechnologies.com

16 OOT 47 H

Control all of your shipping and mailing spend with one cloud-based solution and save every time you send. You’ll see significant savings that you can pass onto your clients.

SendPro® Enterprise instantly identifies the lowestavailable shipping rates across major carriers for savings up to 75%.

Pitney Bowes 800.408.7731 pitneybowes.com/us/spe

Kirk-Rudy will, once again, fill their booth with exceptional quality equipment for mail addressing and finishing.

Showcasing their entire line of inkjet printing systems and featuring their latest 4-color UV Phoenix as well as the KolorJet envelope press. Their popular dual roll tabber (KR545D) and an amazing in-line card attaching, score and folding system will be running in the booth.

Kirk-Rudy, Inc. 770.427.4203 info@kirkrudy.com www.kirkrudy.com

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Savings Are in the Cloud.

Equipment Built to Last

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20 OOTH 36

Achieve Excellence in Full Color

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30 OOT 42 H

Amplify your direct mail and marketing efforts with the Neopost MACH 6 Digital Color Printer. With innovative Memjet® technology, attain the lowest cost per piece and the fastest ROI while producing exceptional full color text and images on a wide range of materials, including thick media.

Neopost 888.444.7362 w.longua@neopost.com www.neopost.com

WHAT TO SEE AT PRINT ‘18 iJetColor NXT

20 BOOT 00 H

Buskro’s Innovative Wide-Swath Inkjet Printer

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26 OOT 46 H

iJetColorNXT: the next generation of Memjet based inkjet press, is the world’s fastest and most profitable short-run envelope printer. The iJetColorNXT is faster (6,500/hr), prints higher (3/8” media height) and feeds wider range of media (4x4” to 10.5x17”) all with vibrant inkjet PMS colors with full bleeds and smooth feeds.

Buskro is pleased to present a seamless 8.5” printhead to our family of Quantum inkjet printers. The Quantum is available in water-based and UV curable print options and can be integrated onto any 3rd party transport, making this print engine ideal for all your printing needs. Stop by Booth#2646 to check it out.

iJetColor by Printware 800.456.1400 sales@ijetcolor.com www.ijetcolor.com

Buskro 905.839.6018 sales@buskro.com www.buskro.com

Innovative Hardware and Software Solutions

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Debuting at PRINT18, The Kao Collins XBAR Print Module and Controller. The print module utilizes Samba technology, producing excellent, high-quality images on everything from porous bond to high-gloss coated stock. Replace end-of-life controllers and integrate multiple print head technologies on a single platform, with significant cost savings over the competition.

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47 H

Save approximately 30 minutes a day by removing the need to manually record the receipt of incoming packages. On average, clients who use our SendSuite Tracking Online solution enjoy a total daily time saving of 50-75 minutes. With this extra time, you can work on more pressing business projects.

Pitney Bowes 800.408.7731 Pitneybowes.com/us/ssto

Kao Collins 513.948.9000 kaocollins.com

Productivity’s Never Been this Accurate.

Need More Hours in Your Day?

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16

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47

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Upgrade Your Business

24 OOTH 6

Keeping our clients’ business challenges as the focus, we designed the Relay 4500 to be simple, accurate, and productive. The Relay inserters work seamlessly with our SaaS document enrichment software, giving you a secure mailing process that ensures the right documents reach the right recipients every time. Preview now before it’s officially launched!

While the print market continues to rapidly evolve, service providers are taking advantage of growth opportunities with new technologies and capabilities. It’s time to rethink your business model as a service provider. Visit us to find out how you can upgrade your business to run at the speed of today’s commerce — from CCM to Data Processing and Data Services.

Pitney Bowes pitneybowes.com

Quadient 800.553.6477 info@quadient.com www.quadient.com

TRUST: THE LINCHPIN TO CLIENT-SERVICE PROVIDER RELATIONSHIPS

By Mark M. Fallon

A

s a mailer, you took the right steps to select a service provider for your documents. The request for proposals (RFP) process helped you select the vendor with the best services at the best prices. Careful contract negotiations locked in pricing and service levels.

As a service provider, you bring on customers that best match your capabilities.

A contract is signed that provides value for the customer, while also providing a reasonable profit for the company. The next step is to complete the onboarding process.

Client and provider work together to transition work. Following a project plan with ample testing, documents are reviewed and approved. On schedule, the mail is moved into production.

Sounds simple, right? However, this is only the beginning of the relationship. Just like a relationship between two people, there must be trust between the two parties. Establishing trust isn’t a one-time event, but an ongoing activity with the customer and the service provider taking active roles.

In preparing this article, I reached out to customers who have experience with multiple service providers. Some clients 28

SEPTEMBER-OCTOBER 2018 | MailingSystemsTechnology.com

have been with the same vendors for over a decade, while others have been forced to change providers. However, all agreed on the key aspects of establishing and maintaining trust.

OPEN AND HONEST COMMUNICATIONS The client needs to clearly express their goals and take steps to make sure the vendor understands those goals. When launching a new product or document type for customers, start with meetings that include the project team and the operations team. Make sure everyone involved has access to the same information.

Vendors will have to upgrade software and equipment regularly. Share the highlevel project plans with customers, with emphasis on testing and “go-live” dates.

Set up conference calls to address any concerns or potential issues.

Leaders from both sides need to make themselves available. Often, senior management are involved with selecting a vendor or completing a sale. Make sure senior leaders remain involved and are aware of progress or any potential roadblocks. Direct phone lines and cell phone numbers should be exchanged.

SCHEDULE FACE-TO-FACE MEETINGS In most cases, the client and the service provider are located in different cities. The prevailing forms of contact will be phone calls, web conferences, and emails. But open and honest communication involves more.

The schedule needs to include faceto-face meetings with all principals in attendance. People are more comfortable when they have the opportunity to meet the person on the other end of the phone or the face behind the name on the email.

Be sure to alternate the location of the meetings — some should take place at the client’s place of business, and others should take place at the vendor’s. This allows for everyone on both teams to be involved.

Meetings at the vendor’s should include time to watch the client’s work being processed on the floor and introduce the operators who get the work done every day.

Recent years have seen more vendors holding client conferences. This technique allows multiple clients to share best practices — not just on dealing with the vendor, but on document management. Open sessions allow direct feedback to the vendor, creating an environment of transparency.

DISCUSS MUTUAL CHALLENGES Understanding issues that impact the relationship is especially important for companies that work in highly regulated industries — finance, insurance, and healthcare. Privacy matters, timeliness, and disaster recovery are just a few of the subjects that clients need to address.

Similarly, vendors are required to meet tightening postal regulations on preparation and submission of mail and associated electronic documentation.

Compliance and risks need to be reviewed regularly. Remember that not every member of the team is a healthcare guru or postal expert. Both sides need to translate technical jargon into simple terms. When everyone understands the issues, they can work together to craft a mutually beneficial solution.

ADDRESS ISSUES IMMEDIATELY Mistakes will happen. The wrong files will be sent. Deadlines will be missed.

Machine errors may not be caught.

Delaying bad news doesn’t improve the situation — it makes it worse. For many companies, there are governmental or contractual requirements to report any errors in

a timely fashion. Companies can be faced with penalties, fines, and lost business.

There may be a tendency to withhold notification about an error until a solution has been found. Don’t take that path. Notify the client about the problem, let them know people are working on a solution, and provide a timeline for updates. This allows the client to take steps to notify their impacted customers about the problem quickly.

Sometimes the issue isn’t a specific event, but an ongoing trend. Print files continue to arrive late, or service levels decline. Bring the entire team together — client representatives, account managers, operators, and leaders — to review the situation and either resolve the issue or set new expectations.

MAINTAIN EMPATHY AND UNDERSTANDING Open and direct doesn’t mean rushed and rude. Recognize that there are human beings on both sides of the equation trying their best to do the right thing. Clients and vendors are professionals with a common goal to resolve issues.

It’s important to keep anger and frustration in check. Raising the volume or using

insults don’t help solve the problem. Keep the focus on the issue.

One of my clients put it best. “Be respectful at all times; kind but firm when talking about issues.” Respect and kindness are essential elements of every relationship — personal or business. Treat the other person as you want to be treated.

Vendors and clients must work together to achieve their common goals. Through clear consistent communication, both sides will better understand the challenges being faced. Holding in-person meetings strengthens bonds and improves connections. Both sides must overcome similar problems to win. When things go wrong, let everyone know.

Throughout it all, be kind, be respectful, and be professional. Create a long-term relationship with both parties achieving success.  Mark M. Fallon is President & CEO of The Berkshire Company, a consulting firm specializing in mail and document processing strategies. You can contact him at mmf@berkshire-company.com, or visit his blogs at www.berkshire-company.com/the-berkshire-company-blog or www.markfallon.com/blog.

MailingSystemsTechnology.com | SEPTEMBER-OCTOBER 2018

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APPLICATION ARTICLE

TRANSFORM YOUR PERFORMANCE BY CHANGING YOUR INK As direct marketing has evolved, customer expectations have increased. Customers want specific fonts for addressing; they want insert personalization and envelopes to look laser quality without paying laserquality prices. HP 2510 black ink is helping Andrew Associates achieve these goals.

“Customization, handwriting fonts and images were not available ten years ago except at enormous cost,” says Graeme Bazarian, President, Andrew Associates.

“Now, they are part of everyday jobs.”

Andrew Associates offers end-to-end direct marketing services to leading financial and insurance institutions, and large non-profit organizations. The company has found that thermal inkjet printing is able to meet customer requirements at a price they are willing to pay.

“While our choices of technologies have meant we have always offered the best available quality, there are always areas for improvement,” Bazarian explains. “Porous papers used can cause feathering, giving a blurred image. This can lead to the type not looking as black as it should, and more seriously, it can cause errors in machine reading. Failure delays production and can be very costly.

“The other serious issue is decap time,” David Ham, sales director, Think Ink, Inc. says. “This is when the ink dries

and clogs the nozzle during periods of non-use and results in print failure.”

Decap time is the most overlooked ink feature, according to Ham: “Most companies focus on the immediate cost first, then look at print quality and optical density; they don’t appreciate the impact that decap is having on their bottom lines through print head maintenance time, delayed production, and poor print quality after production stops.”

For the past decade, Andrew Associates has been working with Think Ink, an HP Specialty Printing Systems (HP SPS) partner that supplies ink and ink systems.

HP SPS works with partners around the world to offer thermal inkjet solutions for commercial, industrial applications.

“About a year ago, Think Ink introduced us to the new HP 2510 black ink,” Bazarian explains. “The ink not only has extended decap times, but also performs well on porous papers and is the darkest black around.”

The impact of using HP 2510 black ink was immediate.

“Decap issues have been dramatically reduced, and productivity increased by up to 40%,” he says. “The biggest improvement is the 75% reduction in accidental cartridge damage due to mis-handling and dropping. We have also been able to achieve higher ink yields by printing at 200-300dpi with results comparable to printing at 300-

400dpi previously. Text and barcodes are crisp and black, and decap times have been extended by a factor of 10.”

HP SPS reports experiences where equipment has even been left overnight without any start-up issues or wiping required.

“Our employees who run the machines are much happier, too, since we started using HP 2510 black ink,” Bazarian concludes. “There are fewer problems, much less operator intervention, and all those benefits go straight to the bottom line.”

For more details on how HP2510 black ink adds value, download a white paper at www.thinkink.com/2510-whitepaper.

Lisa White is the General Manager of Think Ink, Inc., of Gaithersburg, MD. Contact lisa.white@thinkink.com or visit Print 18 booth #2643

Inkjet Technology