Digital Mailrooms: Fixing Your Weakest Link in the Customer Value Chain

............
............ ..........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
..........

Executive White Paper

Digital Mailrooms:
Fixing Your Weakest Link in
the Customer Value Chain
Business case for the centralized digital processing of paper- KEY TOPICS ADDRESSED
• Lifecycle costs of paper-based mail and customer-generated
based mail, business forms, faxes, and email, speeding an documents
organization’s overall time to satisfy customer requests for • Exhaustive inventory of compound documents by industry
• Distributed fast-cycle collaboration with virtual customer
information, order processing, and service fulfillment engagement files
• Featured use-case productivity models:
- Loan processing
Business process benchmarks analyzing faster cycle-time contributions - Order processing
to the customer engagement and revenue pipeline of new customers - Accounts receivable
and existing accounts - Mortgages

TABLE OF CONTENTS
PAGE
3 Summary
4 Executive Primer: Digital Mailrooms
11 Digital Mail Processing
19 Strategic Use Cases and Payback Scenarios
34 Enterprise Content Processing Infrastructure

ECM | Business case for speeding the time to satisfy customer requests for information and service fulfillment with digital mail processing systems

Who helped produce this white paper? Who is GISTIcS?
AuTHor coNTrIbuTorS
mIChael moon alex marTInez
President, CEO Product Marketing Manager
GISTICS Incorporated Open Text
moon@gistics.com amartine@opentext.com THINK TANK For EArLY STAGE-MArKETS
mIChael Cybala GISTICS constitutes a think tank that speeds the adoption of new technology and disruptive
ANALYST Director, Program and
innovations among enterprises and consumers. Founded in 1987, GISTICS Incorporated
joel warwICk Product Management
Principal SAP Solutions Group minimizes the risk of potential buyers through the following:
JAW Consulting mcybala@opentext.com • Interviews with successful early adopters of new technologies
joel@joelwarwick.com • Definition of the critical success patterns of successful early adopters
roland jaGer

DESIGN, LAYouT, Product Manager • Activity-based analyses of adoption benefits on supply chains, workflows, and user
EDITING, ProDucTIoN
Open Text activities
rjaeger@opentext.com
lIanne mUeller • Visual explanations of how new technologies produce economic value
Art Director johanneS SChaChT • Investment analyses that justify the purchase of new technical systems
Fly Design Media Director of Marketing
Open Text Document Technology
• Project roadmaps that break down large-scale organizational changes into smaller two-
lianne@flydesignmedia.com
johannes.schacht@opentext.com week to two-month projects
IrIS alroy
• Practitioner portals that clarify the next steps in rapid deployment and payback
Production Artist Gerhard deTzel
GISTICS Incorporated Strategic Planning • Certified consultants that provide essential skills and resources
research@gistics.com Open Text
GISTICS drives the emergence of shared vocabularies, the adoption of effective problem-
gerhard.detzel@opentext.com
kaThleen mCFadden determination methods, and the development of unassailable investment analyses that justify
kmcfadden@writetools.com jaSon weIr purchases of new technologies or disruptive innovations.
Senior Manager, Product Marketing
STeve TUrner Open Text GISTICS attracts early adopters and pace-setting solutioneers, demonstrating how they can
Turner Associates jweir@opentext.com use new technologies or disruptive innovations to make money by delivering new complex,
steve@turnersf.com
integrated solutions to enterprise or consumer clients.
GISTICS develops breakthrough market-making strategies for vendors of new technologies or
disruptive innovations, using industry thought leadership, executive white papers, Webcasts,
GISTICS InCorporaTed
4171 Piedmont Avenue, specialized Websites, and a global trust network of advanced project managers within large
Suite 210 enterprises, independent consultants, and small master-class solution providers.
Oakland CA 94611 USA
www.gistics.com
+1.510.450.9999 tel
+1.510.450.0954 fax
WHAT’S IN THE NAME?
gist ’jist n -s [AF, it lies (said of
©2009 GISTICS Incorporated. All a legal action), fr. MF, 3d pers.
rights reserved. Printed in the U.S.A. sing. pres. indic. of gesir to lie,
fr. L jacére to lie, fr. jacere to
throw — more at jet (to spout)]
GISTICS and its agents have used
1: the main point or material part
their best efforts in collecting and
preparing information published in
(as of a question or debate) : the
this executive white paper, Digital pith of a matter : essence (the ~
Mailrooms: Fixing Your Weakest Link of a question) <the ~ of all that
in the Customer Value Chain. GISTICS can be said upon the matter—R.
does not assume, and hereby dis- L. Stevenson> 2: the ground or
claims, any liability for any loss or foundation of a legal action without
damage caused by errors and omis- which it would not be sustainable
sions in this white paper, whether
such errors or such omissions —Webster’s Third New International
resulted from negligence, accident, or Dictionary Unabridged
other causes.

GISTICS | EXECUT IVE W HITE PA P ER | Digit al Mailroom s : F i x i n g Yo u r We a ke s t Li n k i n t h e C u s t o m e r Va l u e C h a i n 2


What summarizes the business case for digital mail processing and the deployment of digital
mailrooms?

DigitalMailrooms.2.5 ©2009 GISTICS Incorporated, All rights reserved
WEAKEST LINK OF CUSTOMER ENGAGEMENT SERVICE-FULFILLMENT CYCLES TIME TO SATISFY CUSTOMERS
Most large business-to-consumer and public In the course of interacting with customers, This paper makes the case that sluggish,
sector organizations seek better and less hundreds to thousands of organizational staff, error-prone mailflow processing suppresses
costly ways of serving customers, growing as well as partners, must satisfy a diverse revenues from both new and existing
revenues, and reducing exposure to risk. range of customer criteria for information customers, diminishing overall satisfaction,
or service fulfillment, using all available brand equity, and loyalty.
This paper makes the case that automating
information sources, including paper-based
physical mailroom operations supports all three The digital, online, pan-regional processing
correspondence, forms, and documents.
strategic aims, shoring up one of the weakest of customer-generated paper-based
links of customer engagement: cycle times and The inbound handling and distribution of communications—a function of DIGITAL
mistakes in physical mailflows. individual pieces of mail—letters, orders, MAILROOMS—speeds an organization’s
contracts, etc.—often represents the weakest overall time to satisfy customer criteria for
CUSTOMER ENGAGEMENT link in the customer value chain, adding timely and more personal service fulfillment.
The growing preference of customers for significant time delays, paper management
Faster time to satisfy customers unlocks
online, interactive services continues to drive costs, and barriers to fast-cycle collaboration
revenues already in engagement-revenue
overall expectations of value and satisfaction, among decision-making teams.
pipelines, adding the equivalent of 2.9 days of
demanding that enterprises improve all The manual, duplicated, and physical revenues to the firm.
customer-facing business processes. logistics workflows or mailflows consist
This paper demonstrates how other
The relatively new term, customer of receiving, sorting, distributing, and
productivity dividends (cost and labor savings)
engagement, conveys a new strategic priority using customer-generated paper-based
fund enterprise wide digital mail processing
and operational capability of the enterprise: communications.
and paperless business processes.
how to attract, serve, and keep customers for Mailflow processing that includes orders,
life. change orders, complaints, requests for SUMMARY
Networked customers demand faster, information, and contract amendments Digital mailrooms increase revenues,
more cogent, and transparent fulfillment of (especially compound, multipart documents
speeding an organization’s overall
their requests for information, service, and that require two or more people to review and
contribute to an appropriate response to the
time to satisfy customers in the
satisfaction.
customer) slows an organization’s overall time engagement-revenue pipeline and,
Digital mailroom processing marks the next to satisfy customers and potential buyers. thus, funding enterprise wide digital
logical step in improved customer engagement. mail processing.

GISTICS | EXECUTIVE W HITE PA P ER | Digit al Mailroo m s : F i x i n g Yo u r We a ke s t Li n k i n t h e C u s t o m e r Va l u e C h a i n 3


Section 2
Executive Primer:
Digital Mailrooms

PAGE ESSENTIAL QUESTIONS ADDRESSED
5 What’s the strategic case for Digital Mailrooms, automating the
digitization and process orchestration of in-bound physical mail,
email, business forms, faxes, and compound documents?
6 What assumptions support the case for digital processing of
in-bound mail, business forms, compound documents, and emails
with attachments?
7 What areas of a customer value chain benefit from digital mail
processing?
8 What constitutes a service-fulfillment cycle, framing the productivity
contribution of digital mail processing?
9 What types of mail drive the business case for digital mail
processing and centralized digital mail rooms?
10 How do faster cycle-times of digital mail processing contribute to
major launches, customer engagement, and revenue pipelines?



What’s the strategic case for digital mailrooms, automating the digitization and process orchestration of inbound physical mail,
email, business forms, faxes, and compound documents?

LIFEBLOOD OF ORGANIZATIONS Greater asset-utilization rates FASTER CYCLE TIME INCREASES SALES, LOWERS COST, AND ADDS
represent handling higher PROCESS AGILITY
Finding and serving customers define the
volumes of more diverse and
purpose of all organizations, commercial or
complex interactions with buyers TIME TO SATISFY CUSTOMER REQUESTS FOR SERVICE OR INFORMATION
public sector.
and customers—how firms satisfy
Manual Mail Processing 4.5 Days Days
4.5
If customers represent the lifeblood of evolving customer requirements,
organizations, then communication serves as especially among networked
the heart and workflows as the arteries. buyers. DIGITAL MAIL
PROCESSING
ALL ABOUT CYCLE TIME Greater business process
transparency gives management 1.6 Days 2.9 Day Cycle-time Gain
This paper makes the case that digital new operational and data-based
processing of inbound mail, customer insights—how firms can focus on Productivity Drivers Productivity Dividends
correspondence, and compound documents higher value-added opportunities • Centralized mail-item processing: • Sales pipeline acceleration
speeds the fulfillment of requests for service and challenges. -Extended operation hours / shifts
-Peak level loading with subcontractors
• Incremental closings of opportunistic deals
and information, creating productivity • Faster processing of complex
• Lower lifecycle costs of business records,
dividends. Better visibility of high-priority workflows: forms, and compound documents
accounts means senior managers -Loans • Greater asset-utilization rates through
-Leases consolidated mailrooms and teams
PRODUCTIVITY DIVIDENDS can track and expedite delays in -Multivendor systems
• Greater business process transparency
establishing new major accounts -Statements of work
and monitoring
This paper shows that greater productivity in or the handling of nonstandard
• Faster problem determination:
-Customer complaints • Better visibility and handling of high-
mail workflows returns its investment in several customer requests—how firms can -Change orders and expedited priority accounts and situations
areas:
backorders
make their quarterly goals without -Disrupted vendor supply chain flows

Sales pipeline acceleration represents faster creating a big mess or breaking • Faster receivables workflow:
-Outstanding item resolution
buying cycles—the result of faster, more the system. -Proof of receipt or acceptance • Instant multiparty collaboration:
-Subcontracted work
-Instant bill presentation
informed interactions with new and existing Digital mail processing can deliver • Instant online status:
-Multiproduct / multivendor
configurations
customers. additional dividends, emphasizing
-Rerouting
-Ad hoc “Huddles”
-Risk, compliance, or clearance
-Remote office / call center

Incremental closings represent opportunistic the particular aspects of individual -Peer-to-peer handoffs
-Quick approvals
decision making

sales—often the result of faster approvals and organizations, industry norms, and -Fast escalation / triage

expedited order processing. statutory requirements. Time_to_Satisfy_RFI.A.1.5 © 2009 GISTICS All rights reserved.

Lower lifecycle costs represent going digital Faster processing of inbound physical mail and documents
saves an average of 2.9 days in the time it takes to receive,
earlier in the document lifecycle, lowering costs sort, and route customer communications to the appropriate
of administrative labor, interim paper storage, internal staff or department, producing a number of immediate
and long-term business records archives. economic benefits and longer term process management
options.



What assumptions support the case for digital processing of inbound mail, business forms, compound documents, and emails
with attachments?

NEXT STEP IN THE JOURNEY OF AUTOMATION Faster cycle times in customer- FIXING THE WEAKEST LINK OF CUSTOMER VALUE CHAINS
facing communications, interaction,
Business IT history reveals that automation
and handoffs accelerate the core
of seemingly small units of work throughout a Digital
business process of finding and Mail
large organization often produces significant,
keeping customers. Processing
long-reaching effects.
AUTOMATES Time to Satisfy
The figure to the right depicts the core TIME TO SATISFY REQUESTS Requests for Service
SPEEDING
assumptions that support the case for digital Centralized mailroom operations
Centralized or Information
Mailroom
mailrooms, emphasizing three immediate, speed the routing of digitized Operations
BY WAY OF
long-lasting benefits: items, using workflow engines and
Handoff Delays,
Monolinear Queues,
REDUCING
• Increased productivity of frontline business records managers—how and Manual Searches
knowledge workers and trade partners— firms integrate digital mailflows into
especially those parties that contribute to their core business applications and Throughout a Customer Value Chain
revenues and customer satisfaction business records management. Communications, Interactions, and Handoffs among
• Improved satisfaction of customers Staff, Trade Partners, Customers, and Regulators
Digital mail processing automates
through faster service-fulfillment cycles and Greater

the digitization, profiling, and
better, more informed answers by frontline

ADDING ACTIVITIES
PRIMARY VALUE-

Manufacturing

MA
cataloging of all inbound mail and

Development
New Product

Service and
Distribution
Operations/

Leadership
workers

Marketing

DIF F ERENTIATION
Logistics/

and Sales
Logistics

RG
Inbound

Support
faxes, including email with attached

Digital_Mailroom_Case_A.2.3 ©2009 GISTICS Incorporated, All rights reserved.
IN
• Enhanced orchestration of complex, pan-

R&D
documents or images, business
regional business processes—important in
Organizational Infrastructure

SUPPORT ACTIVITIES
forms, and complex multipart Finance and Legal

the era of consolidation and globalization of documents.
Human Resources

a workforce
ICT Infrastructure
Procurement and Vendor Management Lower
This paper explains each of these
IT THEN FOLLOWS THAT
SERVING CUSTOMERS key assumptions, quantifying D I G I TA L MAILROOMS PROVIDE THE MISSING LINK,
the business value of bottom-up
As wryly noted by Peter Drucker, the guru
automation.
on management and knowledge worker INCREASING IMPROVING and ENHANCING
productivity, “A firm has no other purpose than
to find and keep customers.”
Digital mail processing Productivity of Front Customer Satisfaction, Orchestration of
Customer value-chain models depict the constitutes the next logical- line Knowledge Workers Loyalty, and Share-of- Complex, Pan-regional
primary and support activities of a firm, step in enterprise automation and Trade Partners Wallet Revenues Business Processes

calling attention to the central role that and business process • Customer service • Better informed answers • Innovating new services
management, speeding the • Account development by staff • Launching new offerings
communications, interaction, and handoffs play time-to-satisfy requests for
• Contract administration
• Risk or compliance
• Faster fulfillment of customer
needs
• Processing new accounts and
complex orders
in finding and keeping customers. • Fewer defects, mistakes, • Servicing customer requests
service and information by and do over's
customers and trade partners.
• Greater visibility of priority
customer accounts



What areas of a customer value chain benefit from digital mail processing?

VALUE-CHAIN INTERACTIONS SERVICE-FULFILLMENT CYCLES It then follows that faster inputs to those
service-fulfillment cycles, coupled with more
Each organization within an industry or Over the span of any business day, a larger
complete and accessible “answers” increases
business ecosystem incorporates the value- enterprise will start and complete a multitude of
overall productivity in the customer value
added products or services of upstream tasks in service of customers.
chain: increased revenues!
suppliers, adding distinctive value to its
Service fulfillment describes the basic work
own products or services that downstream
of serving customers and serving those who
customers incorporate and pass along to the
service customers. The faster a firm completes
end-chain customer.
service-fulfillment cycles represents a primary
The figure on the right depicts a value-chain source of revenue: satisfied customers.
business entity, suggesting how digital mail
processing might spread throughout many ANY AREA THAT RECEIVES EXTERNAL MAIL OR DOCUMENTS BENEFITS FROM DIGITAL MAIL PROCESSING
areas of the enterprise.
Communications, Interactions, and Hand offs among Staff,
VALUE CHAIN BUSINESS ENTITY Trade Partners, Customers, and Regulators
Michael Porter, the international authority on
competition, first introduced the concept of a
value chain business entity, emphasizing the Greater
ADDING ACTIVITIES
PRIMARY VALUE-

value-adding activities of the firm.

Manufacturing

Marketing and

MA
Development
New Product

Service and
Distribution
Operations/
In the example shown to the right, the higher

Leadership
Logistics/

DI FFERE NT IATI ON
Logistics
value-adding activities start with R&D and

RG
Inbound

Support
new product development and conclude with

Sales

IN
R&D

service, support, and leadership.
However, every firm must build and maintain
Organizational Infrastructure
SUPPORT ACTIVITIES

SERVICE
(or access a partner’s) organizational FULFILLMENT
infrastructure—support activities. Finance and Legal CYCLE SS F

E
ASS
In particular, the ICT infrastructure

UL
Human Resources

FILL
(computers, telecommunications, data centers,
etc.) supports digital mailrooms, integrating ICT Infrastructure
automated mail processing with existing or
PLAN
Procurement and Vendor Management Lower
newly developed workflow platforms and Value_Chain_Entity.E.1.2 © 2009 GISTICS Incorporated, All rights reserved.

records management systems. The elimination of one communication or interaction cycle (follow-up telephone call, fax, email)
in the time to satisfy ALL paper-based requests for service or information can add up to tens of
millions of dollars in savings and increased revenues.


What constitutes a service-fulfillment cycle, framing the productivity contribution of digital mail processing?

SERVICE-FULFILLMENT CYCLES BRAND VALUE • Permanent collections of all related
information objects and feeds—digital
Industry benchmarks of business response Customer satisfaction represents many
customer files—enable faster completion of
times to customers using telephone, email, aspects of a complex business operation
service-fulfillment cycles.
website, online contact center, fax, and coming together to meet or exceed the
physical mail services reveal significant delays customer’s expectations and criteria for value • Online service-fulfillment cycles enable
for physical mail and faxes. and quality. account managers and executives to monitor
the number of completion rates of service-
The figure on the right depicts the common Fast, courteous, well-informed, and effective fulfillment cycles by account, workgroup, and
element of all customer requests, a service- answers, fulfilled correctly on the first time region—a way to manage by exception and
fulfillment cycle. represent the ideal. marshal resources to achieve a strategic
Current condition represents a status quo Digital mail processing moves an win.
until a precipitating event occurs, initiating a enterprise closer to that ideal in four FASTER TIME TO SATISFY REQUESTS CREATES NEW BRAND VALUE
service-fulfillment cycle. ways:
The clarity, succinctness, and form of requests • Digitization of physical mail, Current Condition
B ra n d
often vary, ranging from hysterical complaints forms, faxes, and compound REWORK
START
HERE
documents creates more
SUB-CYCLE(S)
(weak, ill-formed requests) to well-reasoned !
1

potential answer-making
2

and comprehensive descriptions of the 3 PRECIPITATING

problem, likely causes, and possible solutions. resources. Affirm Equity INCIDENT

• Secure, searchable, online
Assessment may entail a single staff member global repositories enable Detract Complain
responding to a customer’s need, applying a any number of authorized
known policy (or policies) and resources at participants to use answer- Satisfaction Request
hand (information and applications) to satisfy making resources.
the customer—clearly the ideal situation. Insufficient
Keeping customers Assess
However, many service-fulfillment cycles
require internal or external multiparty, entails answering
Confirm

S
questions and

TION
S
multistep workflows, delaying cycle

IE
RT
provisioning PA

ORA
AL
times and contributing to the heightened services. Faster
RN

LAB
E
INT

OL
dissatisfaction of customers. service-fulfillment

YC
RT
PA
cycles of customers’ LTI
These multistep workflows may include requests increase EP,
MU
TIST

S
IE
many iterative cycles and a changing cast of satisfaction and Fulfill MUL

RT
PA
Plan NA
L

workflow participants across the phases of the likelihood of EX
TE
R

assess, plan, fulfill, and confirm of the service- retaining loyal
customers. SERV
ICE-FULFILLMENT CYCLE
fulfillment cycle.
Service_Fulfillment_Cycle.A.2.2 ©2009 GISTICS All rights reserved



What types of mail drive the business case for digital mail processing and centralized digital mailrooms?

CRITICAL MAIL ITEMS IN COMPLEX MAILFLOWS TIME TO SATISFY CUSTOMER REQUESTS Complex workflows also emphasize what
we call service-fulfillment cycles—demand by
How many important pieces of mail get lost The bottom figure on the right depicts a
customers for information related to a buying
in the daily shuffle of mailrooms and Website category of critical mail items in complex
decision, support related to using a product or
communications, delaying sales cycles, workflows—a small, often quite diverse, and
service, and service of an account or program.
creating higher-cost personal interventions meaningful portion of all inbound mail that
by field sales or customer service staff, or represents considerable value: new accounts, High volumes of inbound mail can obscure
putting the firm at risk of noncompliance with orders, and service requests. critical mail items. Complex workflows
regulations? with multiple parties and hand offs entail
The number of decision-making variables
additional risks: delay, mistakes, and customer
The sheer volumes of mail and the diverse or items to consider in taking well-informed
dissatisfaction.
types of mail make it difficult to answer that actions and the number of participants who
question. engage in two or more decision points all
contribute to the complexity of core business
In this paper, we make the case that the digital
processes.
processing of higher added-value mail will
deliver sufficient short-term value that the firm
will recoup the total investment in a centralized
digital mailroom.
The top figure on the HIGH VOLUME MAILFLOWS OFTEN HIDE CRITICAL MAIL ITEMS
right depicts how greater
volumes of mailed and GREATER GREATER GREATER GREATER

emailed items and a greater
High-risk Critical Mail
Number of unique types of mail and documents processed

number of unique types of Mailflows Items in

and authorizers per service-fulfillment cycle
making variables, and service-fulfillment steps

Number of variables or items to consider
mail and documents can Complex

Number of workflow participants, decision-

Number of decision-makers, reviewers
in taking a well-informed action
mask inherent business Workflows

DECISION POINTS

PARTICIPANTS
risks—communications and ENTAILMENTS
documents that entail a
TYPES

greater number of workflow
participants, decision-making
variables, and service-
fulfillment steps.

FEWER FEWER FEWER FEWER
Doc_Volume_Decisions_Participants.B.1.3 © 2009 GISTICS, All rights reserved.

LOWER VOLUME GREATER LOWER VALUE GREATER
Number of mailed and emailed items processed



How do faster cycle times of digital mail processing contribute to major launches, customer engagement, and revenue
pipelines?

THE VALUE OF ONE DAY’S REVENUE VALUE CREATION CUSTOMER ENGAGEMENT LIFECYCLE
Frontline service staff’s instant access to The major launch of new products, campaigns, Today, organizations must re-engineer how
the pertinent information of a customer’s partnerships, or business models often they attract and keep customers for life.
situation—digital account files composed of represents the most significant source of new Online consumers expect more: better, faster,
previous emails, voicemails, and digitalized revenue for most firms. cheaper.
correspondence, forms, faxes, and
A 2.9 day cycle-time gain in faster fulfillment of The customer engagement lifecycle model
documents—speeds completion of service-
customer questions and faster processing of depicts additional needs for a more informed
fulfillment cycles
first-time orders correlates to more sales in the and agile context for communication and
Faster completion of service-fulfillment cycles product sales lifecycle. interaction.
can add up to significant positive effects for the
firm.
CYCLE-TIME GAIN IN PROCESSING INBOUND MAIL ADDS VALUE THROUGHOUT THE FIRM
GISTICS’ research of digital mail processing
reveals that a medium to large enterprise can
CUSTOMER ENGAGEMENT LIFECYCLE
expect an average net gain of 2.9 days in all
business processes that rely upon inbound STATUS OF BRAND No awareness Awareness Consideration Trial Purchase Preference Commitment Repurchase Advocacy Collaboration

mail and related documents. IDENTIFICATION OF WEB USER Unknown Known Profiled Customerized Certified
BRAND CONVERSIONS Lead generation (BC1) Facilitated Buying (BC2) Retention (BC3) Loyalty (BC4) WOM agents (BC5)
A quick calculation of the 2.9 day cycle-
time gain suggests that a firm with $1 billion VA L U E - C R E AT I O N P R O C E S S
in annual revenues or roughly $4.5 million
per business day (from 220 days in a year)
can add up to $13.5 million in incremental
revenue—essentially adding 2.9 days to the
fiscal year. Offer-market Demand Sales Satisfaction Strategic
development creation conversion fulfillment development
The figure below depicts three areas of
benefits from a 2.9 day cycle-time gain,
calling attention to the pervasive effects of
processing inbound mail, forms, faxes, and
documents and integrating those native digital MAJOR LAUNCH: Products, Campaigns, Partnerships, Business Models
objects such as emails and their attached
digital files. Pipeline_Engagement_Sales.B.1.0 ©2009 GISTICS All rights reserved.

Faster, more informed service-fulfillment cycles, using the digitized objects from digital mail
processing, enable frontline sales to close more business, customers to more fully engage in self-
service workspaces, and firms to maximize the sales potential of major launches.



Section 3
Digital Mail Processing
12 What summarizes the basic idea of digital mail processing?
13 How can an activity model of enterprise mail flows highlight the
value of digital mail processing?
14 Which of these types of documents flow through your enterprise
operations?
15 Which of these types of documents flow through these industries or
supply chains?
16 How long must firms store various types of business records and
customer communications?
17 What constitutes a customer engagement package, a logical
collection of digital contents of a digital customer file?
18 What elements comprise a customer engagement package?



What summarizes the basic idea of digital mail processing?

LAST HOLD-OUT OF THE PAPERLESS OFFICE ALREADY DIGITAL AND READY TO INTEGRATE ALL-DIGITAL MAIL FLOWS
Successive waves of innovation in IT and Much of the existing communications and Digital mail processing entails the digitization
Internet technologies drive gains in productivity, messaging already exists in digital form: emails of physical mail and the integration of these
business agility, and customer engagement. and their attached files, digital dispatches from newly digitized items with email, digital
camera phones, faxes, online file transfers dispatches, and web content.
Digital mail processing constitutes another
(FTP and HTTP), digital newsletters, and Web
meaningful step toward business process Digitizing physical mail upon first receipt pays
posts (Web pages, user-generate content, and
automation and the long-time vision of the several downstream dividends:
Web-user session recordings, etc.)
“paperless office.” • Faster, more agile fulfillment of revenue-
Digital mail rooms simply bring physical producing workflows
The figure below depicts the basis elements
mail and documents into the digital flow of • Lower labor expenses and physical costs
of digital mail processing, calling attention to
information. associated with the life cycle of business
existing digital flows of communications and
files. information and records management

DIGITIZING UP-FRONT REDUCES COST, ERROR RATES, AND TIME-TO-SATISFY REQUESTS FOR INFORMATION OR SERVICES
O R I G I N AT E CAPTURE I N T E G R AT E MANAGE PROCESS PRESERVE
P H YS IC AL • Correspondences
MAIL • Forms and applications
• Agreements Digital Workflow
• Statements of work Manager Archival
Mail B ra n d Current Condition
Policies
• Coupons and contests START
Processing REWORK
SUB-CYCLE(S) HERE
!
DIGITAL SOURCES

1
2
3 PRECIPITATING
EMAIL • Plain text Affirm Equity INCIDENT Bankers Box
• Rich text
• PDFs
Enterprise
• MS Office docs Enterprise Content Complain
Detract
• Photos, scans, etc. DI GI TAL Data Sources Repository Physical Digital
Satisfaction
Request Long-term Long-term
M AI L ROOM Storage Storage
OPERATI ON S
DIGITAL • WiFi/3G camera photos • Scan: digital INTERACTION Insufficient
D I SPATC HES • Faxes image DEVICES Assess
• FTP/HTTP transfers
• Capture / crop PC Confirm

S
• eNewsletters

TION
digital image

S
IE
RT
PA

ORA
• Classify / index ER
NA
L

LAB
• Extract data item Smart INT
WEB • User-generated content

OL
Phone

YC
– OCR or Auto-Fill
POSTS • Syndicated content

RT
A
– Manual data input TIP
UL
• Webpage "snapshot" • Dispatch to Web Mail STE
P, M

S
ULTI

IE
Fulfill

RT
• Session recording workflow Plan M
AL
PA
RN
TE
Fax EX

SERV
Mail_Flow_Model.A.1.5
© 2009 GISTICS All rights reserved. Handheld ICE-FULFILLMENT CYCLE
Service_Fulfillment_Cycle.A.2.2 ©2009 GISTICS All rights reserved



How can an activity model of enterprise mail flows highlight the value of digital mail processing?

CENTURIES OF HABIT TOTAL ELAPSED END-TO-END TIMES DIGITIZE NOW OR LATER
Organizations have received and handled mail This activity model shows that physical This activity model also calls attention to a
for nearly two centuries without much change workflow takes an average of three to eight stunning irony: enterprises will eventually
in the basic structure or task. days to complete mail transport within a digitize many of their business records
large enterprise and another four to nine and customer communications and incur
The figure below depicts a general activity
days to complete a service fulfillment—the tremendous costs of a paper-based workflow.
model for the typical physical and digital mail
satisfaction of a request for information or This paper makes the now self-evident case
flows, calling attention to two workflows: mail
service. Digital mail processing slashes the to digitize paper-based mail upon receipt,
transport and service fulfillment.
total number of days elapsed (both workflows eliminating the costs of duplication, local
combined) to 1.3 to three days, saving 5.7 to storage of 9 ± 5 duplicates, the labor of an
14 days. end-of-lifecycle assessment, and long-term
record storage.
ACTIVITY MODEL OF TYPICAL MAIL FLOWS REVEAL SIGNIFICANT OPPORTUNITIES FOR PROCESS IMPROVEMENT
MAIL TRANSPORT WORKFLOW SERVICE FULFILLMENT WORKFLOW TOTAL DAYS ELAPSED
3 to 8 Calendar Days 4 to 9 Calendar Days 7 to 17 Days
RE CE IVE M OVE AS S E S S RESEARCH R E S O LV E R E S POND MONI TOR ARC HI V E
• Intake mail tubs • Load carts • Read incoming • Access workflow • Review request • Telephone or fax • Confirm satisfaction • Assess items
Physical

• Unbundle packs • Visit mail-stop • Verify account • Forward to staffer • Edit or request summary or rework subcycle • Certify to policy
• Bulk sort: piles • Pick-up bundle • Determine issue • Confirm hand-off clarification(s) • Print cover letter • Run reports and • Store or DIGITIZE
– Discard junk mail • Put to inbox • Open new case • Research answers • Discuss / IM / Email • Package for mailing summaries official records
– Reroute to other • Approve or reject • Route pick-up • Expedite lagging cases • Journal items
address(es) • Pick-up items • Label case folder • Compose response
• Return to desk • Create correspon- • Add to correspondence • Add to correspondence • Update case folder • Declare official records • Offline / offsite
– High / low priority
• Photocopy (3) dence folder folder folder • Destroy (16 to 18) • Warehouse or
• Certify received photocopy duplicates
• Initiate workflow • Request approval destroy
• Pre-route to trays • File a copy

TOTAL DAYS ELAPSED
0.5 to 1 Calendar Day 0.8 to 3 Calendar Days 1.3 to 4 Days

CA P TU RE M AN AG E PROCESS R E S O LV E P R OV I S I ON MONI TOR ARC HI V E
• Ingest into repository • Read online • Review request • Execute email with • Review cases • Assess items
DIG ITAL M AI L • Assign to workflow(s) • Access account • Edit or request links: pending • Certify to policy
P ROC E S S I N G • Multi-route items • Determine issue clarification(s) – Teleservice center
– Customer engagement
• Run reports and
summaries
• Store official
– Teleservice representative • Collaborate online • Discuss / instant records
• Scan: digital image
Digital

package
– Account manager with multiple parties message / email – Interactive FAQ
• Expedite lagging • Journal items
• Capture / crop digital • Link to policy manager cases
• Research answers • Approve or reject database • Offline / offsite
image • Integrate to IT services • Telephone with • Declare official
• Compose response • Notify Account • Warehouse /
• Classify / index – ERP, CRM, Portals Service confirmation records
– ECM, BPM, Email • Request approval destroy
• Extract data item • Destroy duplicate
– OCR or Auto-Fill • Build customer digital copies
– Manual data input engagement objects Mail_Asset_Lifecycle.A.1.7 © 2009 GISTICS All rights reserved.

• Dispatch to workflow – Previous correspondences, mailers,
business records, etc.


Which of these types of documents flow through your enterprise operations?

MAILFLOWS OF AN ENTERPRISE Schedules Equipment Maintenance Plans Bills of Material
Spreadsheets Equipment Profiles Channel Lists
The table on the right depicts a partial list of documents Text Documents Equipment Receipts (POP) Commission Reports
Web Documents Guidelines Customer Communications
that most enterprises process on a regular basis. Maintenance and Repair Docs Inventory Reports
MARKETING OPERATIONS Maintenance History Summaries Leads Reports
Items underlined represent high-risk inbound mailflows Coupons Maintenance Records Letters of Intent
for which firms likely pay a high “analog tax” in the form General Business Reports Maintenance Schedules Presentations
Marketing Reports Programmed Maintenance (by Mfr.) Price Lists
of significant time delays, paper management costs, and Multimedia Presentations Repair Expense Documents Product / Service Catalogs
barriers to fast-cycle collaboration among teams. Newsletters Repair Expense Tracking Promotion Materials
Product Info and Spec Sheets Schedules Proposals
The figure to the right depicts the operational capabilities Product / Service Catalogs Tracking Reports Quotes
of attracting and keeping customers for life—customer Promotions Brochures Receipts
Qualification / Reference Reports SALES OPERATIONS Return / Credit Documents
engagement—calling attention to the two applications of Surveys Account Statements Sales Agreements
transactional content processing: digital mail processing Targeted Emails Arrangement Letters Sales Reports
that speeds in-bound customer communications HR AND PAYROLL
MAILFLOW DELAYS AFFECT CUSTOMER ENGAGEMENT
and requests to the appropriate department and Resumes
customer portals that provision content and self-service Cover Letters
Recruiting Collateral Custome
applications to customers, trade partners, and customer- Employment Policy Handbooks ilities
of the
r En
facing staff. Employee Surveys Capab gag
l em
Benefit Enrollment Documents na e
tio
Personal
ACCOUNTING CALL CENTERS Benefit Claim Documents Interaction-
OSHA Compliance Docs Fulfillment

nt
era
Account Statements Account Statements Customer Individualized
Service Email and

Cy
Annual Reports Bills Federal/State Compliance Docs

Op
(Operational CRM) Services

cle
Financial Models Collection Notes Training Seminar Materials
Financial Statements Customer Communications Workbooks / Online Resources Sales Force Multichannel
General Ledger Incident Reports Salary Surveys Automation
(Tactical CRM)
Analytics
Internal Audit Reports Notification Letters Job Opening Announcements
Internal Project Analyses Price Lists Skills Matrices

S

INS
ICE
Invoices Product / Service Catalogs Work Agreements SERVING

IGH
RV
Portfolio Management Reports Receipts eCommerce Customer

TS
Customers

SE
PROCUREMENT

ENT
and Web site Experience
Purchase Orders Service Outage Reports

MARK
Agreements Management for Life Management
Pro Forma Statements Service Reports / Notes
Catalogs

EM
ATTRACTING KEEPING
Quarterly Statements Service Requests
Misc. Analysis Reports

ET

AG
Tax Documents Termination Notices
Payable Invoices DEVELOPMENT

I
Marketing Social

N
Collaboration G

N
Price Lists

A
Content OP M Media
BILL PRESENTMENT / PAYMENT Agreements Management ERATIONS Monitoring
Account Statements Product Manuals
Calendars
Invoices Purchase Orders
Correspondence Content Voice of
Payment Advice Notes Purchase Requisitions (BOMs) Customer
Design Drawings Optimization Content
Payment Orders / Histories Receipts for Goods Received Agile
Emails
(SEO, Semantic tagging)
Content Analysis
Receipts RFQs / RFPs
Historical Documents Creation
Vendor Profile Data Forms Specification Sheets (DAM, Media Services,
Marketing Collateral Localization)
Project Logs PROJECT MANAGEMENT
Proposals Assignments
Engagement_Cycle_Capabilities.A.1.7 ©2009 GISTICS All rights reserved



Which of these types of documents flow through these industries or supply chains?

MAILFLOW NOT SIMPLE
The table below depicts a partial list of documents that flow through particular industries and supply chains on a regular basis.
Items underlined represent high-risk inbound mailflows in which firms likely pay a high “analog tax” in the form of significant time delays, paper
management costs, and barriers to fast-cycle collaboration among decision-making teams.

BANKING FINANCIAL INDUSTRY MANUFACTURING TAX, LICENSE, & CUSTOMS TRAVEL AND LODGING
Account Agreements Appraisals and estimates Bills of Material Customs Documents Invoices
Account Balance Statements Customer Trade Orders CAD / CAM / CAE Drawings Customs Regulation Manuals Itineraries
Credit Appraisals Trade Confirmations Component Catalogs Denied / Restricted Party Lists (for Reservation Confirmations
Customer Correspondence Research Reports Detailed Product Specifications Drawback Documents) Tickets
Customer Payments Account Balance Statements Inspection Approvals Exports Travel Preference Reports
Loan Applications Inventory Reports General Instructions
Prospects Lists and Information INSURANCE Operating Procedures & Manuals Import/Export Licenses WAREHOUSE MANAGEMENT
Accident/ Catastrophe Reports Quality Specs Other Regulatory Compliance Docs Agreements
CONSTRUCTION Claims Reports Repair Logs Sales and Use Tax Docs Barcode Labels
Agreements Cost Estimates Request Documents Tariff / Rate Rules Bills of Lading / Airbills
Closing Statements Disputes / Counter claims Shipping Tags US / VAT Tax Docs Bills / Invoices / Receipts
Construction Permit Requests Insurance Policy Agreements Supplier Lists / Info Broker / Freight Forwarder Costs
Construction Permits Invoices TRANSPORTATION / LOGISTICS Capacity Planning, Optimization,
Test Plans
Construction Plans / Designs Lists of Asset Repair Vendors Agreements and Demand Forecasting Reports
Construction Status Reports Payments PROFESSIONAL SERVICES Barcode Labels Daily Schedules
Inspection Certificates Prospects Lists Agreements Bills of Lading / Airbills Exception Handling Documents
Invoices Repair Work Approvals Budget Reports Bills / Invoices Feedback / Quality Surveys
Material Requirements Sheets Risk Profiling Reports Invoices Broker / Forwarder Costs General Instructions / Manuals
Purchase Orders Letters and Reports Capacity Planning, Optimization, Inventory Reports
Specification Sheets LEGAL SERVICES Plans and Schedules and Demand Forecasting Reports Loss / Damage Claim Documents
Agreements Proposals Daily Schedules & Inventory Order and Order Detail Documents
HEALTHCARE INDUSTRY Arbitration Agreements Purchase Orders Exception Handling Documents Performance Reports
Appointment Books Corporate Filings Time and Expense Reports Feedback / Quality Surveys Pickup Request Documents
Doctor Fees Reports Court Filings General Instructions / Manuals Price Lists
Insurance Applications Lawsuits PHARMACEUTICAL Landed Cost Estimation Reports Quotes
Insurance Cards Letters and Reports Chemical Reports Loss/Damage Claim Documents Reorder Documents
Patient Records New Patent Filings Clinical Test Procedure Manuals Performance Reports Return Documents
Payment Invoices Proposals New Drug Application (NDA) Pickup Request Documents
Prescription Slips Time and Expense Reports Approvals Price Lists
Verifications of Insurance NDA Filings Quotes
Coverage Patient Summaries
X-rays Receipts
Research Plans and Schedules Return Documents
Research Reports Service Level Reports
Statistical Analysis Reports
Testing Reports / Records



How long must firms store various types of business records and customer communications?

BUSINESS RECORD RETENTION ONE YEAR Inventories of products, materials, Minutes books of directors and
Correspondence with customers and supplies stockholders
Digital mail processing helps to reduce the cost of vendors Invoices to customers Payroll tax returns
Duplicate deposit slips Notes receivable ledgers, schedules Property records
records management, eliminating the surprising Purchase orders (other than Payroll records and summaries, Real estate appraisals by external
and largely hidden costs of labor, physical storage, purchasing department copy) including payment to pensioners appraisers
Receiving sheets Plant cost ledgers Retirement and pension records
photocopying, and productivity lost in searching Requisitions and stockroom Purchasing department copies of Sales and use tax returns
for or re-creating lost or misplaced documents. withdrawal forms purchase orders Tax returns and worksheets (not
Sales records mandated but recommended)
THREE YEARS
According to a published report of AIIM, an Employee personnel records (after
Time books Trademark and patent registrations
Travel and entertainment records Training manuals
international professional association dedicated to termination)
Voucher registers and schedules
information and image management, the average Employment applications
Vouchers for payments to vendors,
Expired insurance policies
company studied spends. Form I-9 (employment eligibility
employees, etc. NOTE: Document
• $20 in labor to file one document verification) LONG TERM retention regulations and
General correspondence Annual financial statements policies vary according
• $120 in labor to find a misfiled document Help wanted ads Audit reports from CPA / accountant
Internal audit reports Business permits to a particular nation and
• $220 in labor to reproduce a lost document Internal reports Buy-sell agreements province.
• $8 to $15 to courier or overnight a document Petty cash vouchers Canceled checks: fixed assets,
Physical inventory tags income taxes
• $12,000 per year to maintain one file cabinet Savings bond registration records of Cash disbursements journals
with four file drawers employees Charts of accounts
Time cards for hourly employees Contracts
AIIM also reports that a typical firm Leases now in effect
SEVEN YEARS
• Photocopies a typical document 19 times Accident reports and claims
Corporate documents (incorporation,
charter, by-laws, etc.)
• Loses 7.5 percent of all documents Accounts payable ledgers and
schedules
Deeds, mortgages, bills of sale
Depreciation schedules
• Misfiles a remaining 3 percent of all documents Accounts receivable ledgers and
Documents substantiating fixed asset
schedules
additions
In addition, AIIM reports, professionals spend 11 Auto mileage logs
Employee records: actuarial reports,
Bank statements and reconciliations financial statements, correspondence
percent of their time reading information and up Canceled checks: general, payroll, with IRS and Dept. of Labor, plan and
to 50 percent of their time searching for pertinent payroll taxes trust agreements
Canceled stock and bond certificates
information. Charitable contribution
General and subsidiary ledgers and
year-end trial balances
acknowledgments of $250 or more Insurance records: current accident
INVESTMENT JUSTIFICATION Employment tax records reports, claims, and policies
Expense analyses and expense Investment trade confirmations
distribution schedules
The infrastructure of digital mail processing Expired contracts, leases
IRS revenue agents’ reports
Legal records, correspondence
includes records management and workflow— Expired option records
critical elements of enterprise records
management.



What constitutes a customer engagement package, a logical collection of digital contents of a digital customer file?

TRANSFORMING CONTENT INTO ENGAGEMENT Similar in structure to virtual case files and emails, forms, etc. within a service portal, or
digital account files, customer engagement enable users to download policy-managed
Frontline staff interacts and communicates with
packages may contain emails and attached PDFs—a customer engagement package.
customers throughout the workday, using the
documents, Web pages from corporate and
best available information to answer questions, Customer engagement packages also enable
social networking sites, videos, and photos.
render services, and keep customers satisfied. frontline staff, partners, and managers
Frontline staff, partners, and managers may to simultaneously access any customer
A closer examination of how frontline staff
simultaneously access any customer communication or content—no hand off’s, no
engages customers and suggests three
engagement package, speeding ad hoc lost folders, and no delays.
transformational ideas:
collaboration, decision making, and approvals.
• Live improvisational performances by
frontline staff engage customers in problem- PROVISIONING STRATEGIC ENDPOINT OF DIGITAL MAIL PROCESSING: CUSTOMER ENGAGEMENT PACKAGES
solving collaborations. PACKAGES TO
• A fully informed frontline staff, accessing all CUSTOMERS CONTENT TYPES BY SO U R CE
pertinent information related to the customer, Collaborative Content MASTERED PACKAGES
A well-designed • Email - Vetted for external use
stands a much better chance of satisfying PDF object or online folder
document archive
- Packaged to provision
• Discussion boards
Customer
the customer.
• Social networks - Linked to CRM & ERP
and workflow • Workspace annotations Engagement
• Integrated collections of all pertinent platform enables Static or Locked Files
Package
customer information require digital objects, authorized
• CAD drawings
• Illustrations
COLLABORATIVE
OBJECT SETS
• Dates and times
created, used,
workflow engines, and content archiving.

CONTENT WORKFLOW
• Maps / geospatial Multi-party workspaces
personnel to • PDFs
- Extensive metadata
- Policy-managed routes
and retired
share portions • Customer
• Photos
The figure on the right depicts a content • Scans (film or
- Storage governance
comments,
services workflow for improving customer of customer paper-based)
Editable Documents
communications,

engagement among frontline staff, engagement • Drawings BASIC CONTENT
and messages
• Commitments
packages with
• Presentations
emphasizing the production and provisioning
- Known source
• Text files - Basic metadata mapped to
of customer engagement packages to the customers, as • Spreadsheets - Basic storage policies and
tracking
frontline staffer. well as service Time-based
• Audio: voice, music, signals
intermediaries
Customer_Engagement)_Packages.1.5
• Video: camcorder, DARK ©2009 GISTICS, All Rights Reserved
webcam, broadcast,
CUSTOMER ENGAGEMENT PACKAGES (maintenance streaming
CONTENT
- Digital objects
and repair
• Webcast, presentation,
webinar - No descriptive
An accessible, digital collection of pertinent metadata
organizations). Physical Objects
customer information, enabling frontline
Authorized • Postal mail
staffers to more effectively engage and satisfy • Express mail/Overnight
personnel can • Shipping manifests
customers and trade partners, defines the
send an email
strategic endpoint of digital mail processing DIGITAL EMAIL WEB Digital mail processing adds scans of physical
with hyperlinks to MAIL AND SITES
PROCESSING DESKTOP mail objects to online workflows, contributing to
view documents,
the production of customer engagement packages.



What elements comprise a customer engagement package?

ENTERPRISE CONTENT MASH-UPS For example, a customer engagement package ALL IN ONE PLACE FOR MULTI-PARTY COLLABORATION
contains all digital content related to one open
Young adults today grab mash-up content— The figure below also depicts how multiple
customer case, including emails, forms, faxes,
photos, graphics, videos, music—creating a parties can examine all or portions of a
drawings, receipts, etc.
mixed media file that they subsequently share package in a concurrent or time-shifted
with friends. Authorized users may access customer basis, adding comments and visual
engagement packages in a customer portal or annotations in a specific context of a customer
The figure below depicts an example of how
an internal service portal. engagement (disputed item on invoice or
an organization might combine emails, forms,
return authorization). Concurrent, multi-party
videos, and faxes related to a particular
collaboration can eliminate hours or days in
account, creating a customer engagement
fulfilling a request for service or information.
package.

DIGITAL MAIL PROCESSING SUPPORTS THE TRANSFORMATION PAPER-BASED FORMS AND COMMUNICATIONS INTO MIXED-MEDIA CUSTOMER ENGAGEMENT PACKAGES
EMAIL FORM EMAIL DISCUSSION THREAD SCREENCAST VIDEO WEB CONFERENCES PHOTOGRAPHIC EVIDENCE
EXTERNAL MULTI-PARTY COLLABORATION
• Customers, subcontractors, trade partners

CUSTOMER
PORTAL

Customer Engagement Package
DIGITAL OBJECTS OF CUSTOMER ENGAGEMENT PACKAGES
POLICY-MANAGED PDF
INTEGRATED VIEW
CREDIT APPLICATION RMA ( Return Material Authorization ) FAX LETTER CAD DRAWING

SERVICE SERVICE
FULFILLMENT PORTAL
CYCLE SS F
E
AS S

UL

BUSINESS REPLY MAIL SHIPPING MANIFEST SHIPPING RECEIPT JOURNAL REPORT
FILL

PLAN

INTERNAL MULTI-PARTY COLLABORATION
• Account executives, teleservice representatives, credit managers,
risk and compliance officers, department heads, senior executives
DIGITIZED SCANS OR PAPER-BASED MAIL
Customer_Engagement_Package.B.1.2 © 2009 GISTICS All rights reserved.



Section 4
Strategic Use Cases and
Payback Scenarios
PAGE ESSENTIAL QUESTIONS ADDRESSED PAGE ESSENTIAL QUESTIONS ADDRESSED
20 What makes an IT investment strategic? 30 How can digital mail-processing of account payables save
21 What drives the return on IT investments? $10,002,376 in processing costs and $1,153,125 in ancillary
gains from fewer mistakes and overpayments?
22 What assumptions underlie the productivity dividends in mortgage processing,
emphasizing the benefits of digital mail processing? 31 What assumptions underlie the productivity dividends of the faster,
more accurate service fulfillment cycles in a public institution,
23 How can digital mail processing of new loans reduce cycle time? emphasizing the benefits of digital mail processing?
24 How can digital mail processing of new loans save $11,918,750 in costs, 32 How can digital mail-processing reduce cycle time in the
add $20,555,556 in new loans and add $49,636,409 in incremental interest fulfillment of citizens’ requests for information or service by public
earnings? institutions?
25 What assumptions underlie the productivity dividends in new account 33 How can digital mail-processing in public institutions save
establishment, emphasizing the benefits of digital mail processing? $28,330,455 in processing costs, $4,666,667 in incremental
26 How can digital mail-processing reduce cycle time in new account revenues, and $210,000,000 in overall economic impact?
establishments?
27 How can digital mail-processing of new account establishments save
$6,807,301 in costs and add $148,750,000 in potential new revenues?
28 What assumptions underlie the productivity dividends of the faster, more
accurate processing of account payables, benefits deriving from digital mail
processing?
29 How can digital mail-processing reduce cycle time for accounts payable
processing?



What makes an IT investment strategic?

INNOVATION AND MARKETING BASIC STRATEGY MAP DEPICTS THREE AREAS OF RETURN ON IT INVESTMENT

Peter Drucker, expert on management, wryly
noted, “Only two things create value: innovation Increase return
and marketing. All else is cost.” on capital

The figure on the right depicts a generic strategy

1
map, emphasizing the practical implementation of
Drucker’s dictum. Financial Improve
Increase sales in Grow sales in
Focus existing segments new products
In this paper, we make the case that digital productivity and markets and services
mail processing delivers substantial short-term
productivity improvements, increases sales in
existing segments and marketing, and supports Improve Operating Grow High-Value Accelerate Product
Quality and Efficiency Customer Relationships Innovation
bringing innovation to market—greater levels of

2
customer engagement and faster fulfillment of Become acknowledged Provide valued service, Introduce innovative,
requests for information or services. Customer application expertise, high-performance
Focus leader in quality
and reliability and support products or solutions
In this section of the paper, we will examine four
strategic use-case scenarios, correlating the

3
Excel at technology,
criteria as depicted in this strategy map to the Improve supply chain product development,
Optimize customer
Process efficiency and
following: Focus effectiveness
profitability and lifecycle
management
• Processing new loan applications
• Closing an accounts receivable Improve quality, cost, Expand channels, Identify next-generation
and flexibility of offerings, and
• Processing a new, complex order operating processes markets
market opportunities
• Processing a new mortgage.
In each use case, we will compare the activity Build and maintain
strong customer
costs of current physical mail and service relationships
fulfillment workflows with all-digital workflows
enabled by digital mail processing.

4
Create a High-Performance Culture
Learning Expand and builld Enable and require a
Develop leadership
and strategic skills,
and an execution- continuous learning
Growth capabilities, and sharing of
driven culture
Focus and expertise knowledge
StrategyMap_Generic.D.1.3c © 2009 GISTICS Incorporated, All rights reserved.



What drives the return on IT investments?

THE PROMISE AND REALITY OF IT INVESTMENTS Personal computers, packaged software, 20-20 INSIGHT
and local area networks enabled many firms
Each new wave of information technology GISTICS’ research of hundreds of deployed
to eliminate typing pools and clerical staff.
arrives with a unique set of opportunities. systems at 15,000+ end-use firms reveals
This opportunity required new investments in
that bottom-up automation solutions yield the
The arrival of mainframes gave many industry-standard hardware and software, as
highest return on investment when compared
firms unprecedented ability to control the well as in user support and help desks.
to other options. Why? Workflow and
fundamentals of their businesses, in particular,
The Internet enables many firms to engage workgroup automation rarely addresses more
inventory and accounting. However, this
customers worldwide 24x7, reducing costs than a small, tightly focused group of users.
opportunity demanded mastery of software
and time-to-market cycles. This opportunity
development. The figures below depict the distilled insights
still requires huge investments in specialized
of industry research: The highest return-
Minicomputers and packaged software gave IT infrastructure and in reengineering core
on-investment for information technology
many firms the ability to automate specialized business processes.
results from quickly deployed solutions
business processes and departments, such
(usually in workgroups or departments) that
as human resources and manufacturing.
successfully automate a business process.
This opportunity required new investments in
training.
WORKFLOW AUTOMATION DELIVERS GREATEST RETURNS BY SPEEDING CYCLE TIMES FROM THE BOTTOM UP
HIGH HIGHLY
AUTOMATED Enterprise
Workgroup systems
systems
productivity gains, savings, or increased sales

Workflow
Number of times total cost returned from

automation Workgroup procedures, processes, or practices
Workflow
EMBEDDED KNOWLEDGE
RETURN ON INVESTMENT

Enterprise
systems
Business rules automating

systems automation
Departmental
systems

Departmental
systems

Desktop Desktop
applications applications

MOSTLY
LOW MANUAL
ROIVsTimeB.1.2 ©2009 GISTICS Incorporated, All rights reserved. ROI-CycleVsKnowledgeB.1.2 ©2009 GISTICS Incorporated, All rights reserved.

SHORT BREAKEVEN TIME LONG SLOW BUSINESS PROCESS CYCLE TIME FAST
Time to recoup total cost of ownership Time to produce a finished unit of work



What assumptions underlie the productivity dividends in mortgage processing, emphasizing the benefits of digital
mail processing?

PROCESSING NEW LOANS “banking” the operational capacity to handle a following pages) separates efficiency-based
significant increase in lending activity. cost savings and revenue gains, calculating
Lending institutions make money by lending
two different payback scenarios.
money to businesses and individuals. SOURCE OF INCREASED REVENUES
The activity-based data of the models
In the particular case of home mortgages, a The payback model estimates potential demonstrate cost savings from current
network of middlemen facilitate the lending revenues from realizing 162 extra revenue- workloads. Increase revenues derive from
process; these middlemen often include producing days from a greater daily capacity faster revenue cycles and greater capacity to
mortgage brokers, appraisers, and loan to process loan applications already in the process more loans.
aggregators—with great variation across pipeline:
regional markets (states or nations). • Daily processing capacity expands from 68.5 Unlike many efficiency benchmarks that
loans per day or 25,000 per year to 123.3 examine the contribution of workflow
The lending process often entails the
loans per day or 45,000 per year. automation to a specific operation (such as
production, delivery, and review of 50-plus
CRM)—where only a small number of users
pages of material: loan application forms, Increased productivity in loan processing benefit from the exchange certain types of
credit reports, legal disclosures, tax returns, represents a potential of $70,191,964 on new information—the productivity dividend as
appraisals, permits, waivers, etc. revenue from existing lines of business and described in this paper spreads to every
Digital mail processing addresses the labor- revenue pipelines, comprise of the following: aspect of the enterprise: sales, account
and cost-intensive process of getting the right • Receipt of $20,555,556 in incremental management, customer service, HR, legal,
documentation to all the authorized individuals revenue from points (one percent of administration, etc. Processing loans
involved in the lending process, minimizing $185,000 loan package) represents one of several benefits of digital
delays, errors, and redundant activities of a • Activation of a loan four days sooner, mail process in lending institutions.
multi-step, multi-party workflow. thus earning
FASTER PROCESSING OF IN-BOUND LOAN PACKAGES INCREASES REVENUE IN TWO WAYS
additional
ANNUAL COST SAVINGS
interest MANUAL MAIL PROCESSING MANUAL SERVICE FULFILLMENT: PROCESSING NEW LOANS

The figure to the right depicts a net gain income of 2.0 Days 4.5 Days 7.0 Days
of four days of a lending institution that $49,636,409 DIGITAL MAIL
PROCESSING DIGITAL SERVICE FULFILLMENT: PROCESSING NEW LOANS
processes 25,000 loan packages (averaging calculated at 0.5 Days 4.5 Days 4 Day Cycle-time Gain
$185,000) per year, delivering $11,918,750 in six percent
Productivity assumptions and drivers Productivity dividends
total cost savings from: per annum.
LOAN PROCESSING $10,668,750 Annual labor savings
• $10,688,750 in annual labor savings or 75.5
PHYSICAL / DIGITAL

Daily loan processing capacity 68.5 123.3 $1,250,000 Annual material savings
percent reduction labor DESCRIPTIVE $11,918,750 Total annual savings
Annual loan processing capacity 25,000 45,000
DATA MODEL
• $1,250,000 in annual cost savings or 100 Average loan amount $185,000 162 days Extra revenue-producing

The detail
days recouped
percent reduction in materials $20,555,556 New loans closed
analytic model
A lending institution may realize these (SEE two
$49,636,409 Additional interest from
faster closings
labor savings in a staff reduction as well as Productivity_Dividend_Digital_Mail_Loan.1.2 © 2009 GISTICS All rights reserved.
$70,191,964 Potential new revenue



How can digital mail processing of new loans reduce cycle time, emphasizing the benefits of digital mail processing?

Use-case payback scenario: Loan processing agent receives 50-page loan application package, including legal disclosures, forms, applicant
financials, and regulatory notices, from independent broker and initiates evaluation workflow.
LABOR TASKS LABOR / MINUTES NOTES
SUBORDINATE ACTIVITIES PHYSICAL DIGITAL DESCRIPTION OF ACTIVITIES: ITALICS INDICATES SYSTEM-ASSISTED ACTIVITIES OF A DIGITAL MAILROOM
MAIL TRANSPORT WORKFLOW
Mailroom staff receive intake, unbundle, bulk sort (junk mail, periodicals, correspondence, priority, etc.)
Central mail center - receives, processes and sorts mail 15 22
Receive, open, sort, categorize, execute digitization process, verify addressee and key reference IDs
Mailroom staff certifies receipt, pre-routes bundles by location, transports, ships or re-mails to office (often long distance)
Certify, route and deliver to office location 10 0
No action required, documents have been digitized and ingested and metadata, including addressee, that defines routing
Office administrator receives, sorts, and fills employee in boxes, agent retrieves mail periodically at the risk of interruptions and dis-
Inter-office sorting, distribute to inbox, and
15 0 tractions
collecting by employee
Loan agent is notified via email or other digital channel (text or in-system message etc.) that package awaits his or her review
Agent makes 5 copies for: supervisor, underwriter, compliance manager, records management, a working copy and files each
Photocopy and file loan application packages 45 0
Application is accessible by all relevant parties with varying levels of access rights to all or part of the application package
Review application package, verify sources, assess Agent reviews and verifies application, determines issues to resolve accepts ownership of application processing
60 15
issue and determine actions Configurable views into documents accelerate review efficiency, and offer potential for automation, quality control and governance
Agent starts new docket, creates various file folders, fills out process tracking forms
Open new loan docket and set up organizational tools 18 5
Agent opens new loan processing project or workspace in system
Fill out processing forms, and distribute packages to Agent defines routing and workflow, prepares request forms and sends packages to relevant workflow actors
45 5
multiple parties Workflow automation configuration defines actors and distributes e-notifications prompting recipients to action
Agent executes complex review and approval workflow comprised of 5 participants: agent, agent’s supervisor, underwriter, compliance
Execute parallel, multi-party review and approval
600 150 manager, and records administrator
cycle
System-facilitated review and approval workflows with collaboration tools and status-based access controls
SUBTOTAL (minutes) 808 197

LABOR COSTS (dollars) PHYSICAL DIGITAL DIFFERENCE BASED ON PORTION OF WORK COMPLETED BY EACH ACTOR
Mailroom Staff (physical) $8.33 $0.00 $20 per hour fully-burdened rate
Mailroom Staff (digital) $0.00 $11.00 $30 per hour fully-burdened rate
Office Administrative Staff $6.25 $0.00 $25 per hour fully-burdened rate
Loan Processor Agent $238.00 $49.58 $35 per hour fully-burdened rate
Loan Processing Supervisor $85.00 $21.25 $50 per hour fully-burdened rate
Loan Underwriter $168.00 $42.00 $60 per hour fully-burdened rate
Compliance Manager $45.00 $11.25 $45 per hour fully-burdened rate
Records Management Administrator $15.00 $3.75 $30 per hour fully-burdened rate
TOTAL LABOR COSTS $566.00 $139.00



How can digital mail processing of new loans save $11,918,750 in costs, add $20,555,556 in new loans and add
$49,636,409 in incremental interest earnings?

MATERIAL COSTS (dollars) PHYSICAL DIGITAL NOTES
Mail transport, shipping, postage $15.00 $0.00 Blended cost of local or re-route containers, couriers & postage
Photocopies $5.00 $0.00 250 copies @ $.02 each
File storage overhead and maintenance $30.00 $0.00 $12K/yr. per 4-drawer file cabinet, assume 0.25% per app. package
TOTAL MATERIAL COSTS $50.00 $0.00

ANNUAL VOLUMES AND COSTS
Loan applications processed per year 25,000
ANNUAL COSTS ($) PHYSICAL DIGITAL NOTES
Annual labor costs $14,139,583 $3,470,833 Fully-burdened labor costs
Annual material costs $1,250,000 $0.00 Total material costs associated with process
Annual rework costs $2,770,125 $312,375 Costs from errors and missed deadlines. 10% reworks physical, 5% reworks digital
TOTAL ANNUAL COSTS $18,159,708 $3,783,208
PRODUCTIVITY DIVIDENDS: COST SAVINGS, INCREASED PRODUCTIVITY, INCREMENTAL REVENUE
ANNUAL SAVINGS ($) SAVINGS PERCENT NOTES
Total labor savings $10,668,750 75.45% Percent reduction in costs, physical vs. digital
Total material cost savings $1,250,000 100.00% Percent reduction in costs, physical vs. digital
TOTAL ANNUAL SAVINGS $11,918,750

CYCLE TIME (days) PHYSICAL DIGITAL NOTES
Mail transport workflow 2.0 0.5 Linear workflow to distribute physical packages, per loan processed
Service fulfillment workflow 7.0 4.5 Non-linear workflow - variable routing & alterations, per loan processed
TOTAL DAYS PER LOAN 9.0 5.0 DAYS TO COMPLETE PROCESSING OF ONE LOAN
Loan processing capacity 68.5 123.3 Number of loans that can be processed each day
Annual loan processing capacity 25,000 45,000 Number of loans that can be processed per year
NEW REVENUE GAINS ($) NEW WORK DAYS NEW REVENUE ELIMINATING CYCLE TIME BOTTLENECKS INCREASES CAPACITY, OFFERING POTENTIAL TO PROCESS MORE LOANS
Increased # of loans closed 162 $20,555,556 Revenue generated at closing - assume 1 point (1%) for each average. $185K loan
Increased # of earning days 162 $49,636,409 Interest on additional loans in place each extra day (using average. $185K loan at 6% IO, compounded)
TOTAL NEW REVENUE $70,191,964 POTENTIAL NEW REVENUE BY LEVERAGING INCREASED CAPACITY
INTANGIBLE GAINS
Brand Reputation Reputation among wholesale loan broker market as fast-processing lender - reducing their sales cycles
Brand Reputation Reputation for fewer errors and reworks - reducing brokers operating costs and headaches
Fewer process failures Fewer deals lost from expired rate locks, perceptions of incompetence and lack of customer service



What assumptions underlie the productivity dividends in new account establishment, emphasizing the
benefits of digital mail processing?

SETTING UP NEW COMPLEX ACCOUNTS ° Expanding daily processing capacity DESCRIPTIVE DATA MODEL
from 113.6 account activations to 272.7
All commercial firms find and serve customers. The detail analytic model (SEE two following
accounts activations.
Digital mail processing addresses the often- pages) separates efficiency-based cost
sloppy hand-off between “finding” a customer ° We assume that an all-digital workflow savings and revenue gains, calculating two
and “serving” one. will enable a firm to convert 25 percent of different payback scenarios.
its greater processing capacity (a total of
The figure below depicts a net gain of six 128 days of productivity) into $30,989,583 The activity-based data of the models supports
days of a firm with annual sales of $1B. of incremental sales. the claim that most enterprises can realize
significant increases new revenue and lower
The six-day cycle-time gain derives from the ° In accounting terms, this figure represents
faster revenue recognition—the result costs from the efficiency gains of digital mail
operational efficiencies of two workflows:
of fewer days needed to activate a processing.
• Mail transport workflow: faster “inputs” to
all core business processes revenue-generating service or deliverable. Unlike many efficiency benchmarks that examine
• Service fulfillment workflow: faster • “Getting it right the first time” enables a the contribution of workflow automation to a
“resolution” of new account set-up workloads firm to recoup of $6,177,916 or 10 percent specific operation (such as SCM, CRM, etc.)—
of all revenue from: where only a small number of users create and
In a larger or smaller business, savings exchange certain types of information—the
° Resolution of new account activation
and revenues would increase or decrease workflows with fewer errors, reworks, productivity dividend as described in this
proportionally. “make goods”, and compensatory paper digital spreads to every aspect of the
discounts or fee waivers. enterprise: sales, customer service, HR, legal,
ANNUAL COST SAVINGS
administration, factory floor, etc.
Total cost savings in this model of $6,807,301
TWO WORKFLOWS PRODUCE PRODUCTIVITY DIVIDENDS FOR NEW ACCOUNT SET-UP
represent less labor and lower material costs
needed to set-up 25,000 new accounts: MANUAL MAIL PROCESSING MANUAL SERVICE FULFILLMENT: PROCESSING NEW ACCOUNT APPLICATIONS

$5,939,688 or 79.8 percent reduction labor 2.0 Days 4.5 Days 10.0 Days
and $867,614 or 67.1 percent reduction in DIGITAL MAIL
PROCESSING DIGITAL SERVICE FULFILLMENT: NEW ACCOUNT PROCESSING
materials. 0.5 Days 4.5 Days 6 Day Cycle-time Gain

SOURCE OF INCREASED REVENUES Productivity assumptions and drivers Productivity dividends
NEW ACCOUNT PROCESSING $5,939,688 Annual labor savings
The payback model estimates potential revenues PHYSICAL / DIGITAL
$867,614 Annual material savings
from realizing 128 extra revenue-producing days
Annual revenues $1,000,000,000
Daily account set-up processing capacity 113.6 272.7 $6,807,301 Total annual savings
from two sources: Annual account set-up processing capacity 25,000 60,000 Extra revenue-producing
128 days
• Greater daily capacity to convert new Percentage of new capacity used in days recouped
revenue-generating projects 25%
accounts into paying customers by reducing $123,958,333 Increased sales days

cycle time and labor content needed to $24,791,667 Increased earning days
activate a new billing cycle: Productivity_Dividend_Digital_Mail_Account.1.2 © 2009 GISTICS All rights reserved.



How can digital mail-processing reduce cycle time for new account establishments?

Use-case payback scenario: New account specialist receives account application and first order - including service order form, credit application,
customer info forms and copies of relevant permits and licenses - completes account setup and submits order for fulfillment.
Mailroom staff receive intake, unbundle, bulk sort (junk mail, periodicals, correspondence, priority, etc.)
Central mail center - receives, processes and sorts mail 15 22
Receive, open, sort, categorize, execute digitization process, verify addressee & key reference IDs
Certify, route and deliver to office location 10 0
Office administrator receives, sorts, and fills employee in-boxes, specialist retrieves mail periodically at the risk of interruptions and
15 0 distractions
New account specialist is notified via email or other digital channel (text or in-system message etc.) that package awaits his or her review
Specialist makes four copies for: supervisor, credit line manager, records management, a working copy and files each
Receive package, make copies, and create new account file 45 0
Application is accessible by all relevant parties with varying levels of access rights to all or part of the application package
Review application package, verify sources, assess Specialist reviews and verifies application, determines issues to resolve accepts ownership of application processing
60 15
issue and determine actions Configurable views into documents accelerate review efficiency, and offer potential for automation, quality control and governance
Specialist starts new docket, creates various file folders, fills out process tracking forms
Open new loan docket and set up organizational tools 18 5
Agent opens new application processing project or workspace in system
Fill out processing forms, and distribute packages to Specialist defines routing and workflow, prepares request forms and sends packages to relevant workflow actors
45 5
multiple parties Workflow automation configuration defines actors and distributes e-notifications prompting recipients to action
Specialist executes review and approval workflow comprised of three participants: specialist, new accounts supervisor, credit line man-
Execute review cycle and send services agreement to ager, and records administrator, then sends services agreement to new customer
120 25
new customer System-facilitated review and approval workflows with collaboration tools and status-based access controls, and automated generation of
outbound electronic or paper mail
Specialist reviews agreement, secures approval from the new accounts supervisor recovers original order form from file and sends over
Receive completed services agreement, review approve
60 10 order for fulfillment
and place order
System-facilitated final approval automatically invokes order processing

LABOR COSTS (dollars) PHYSICAL DIGITAL DIFFERENCE BASED ON PORTION OF WORK COMPLETED BY DIFFERENT STAFF
New Accounts Specialist $202.95 $33.71 $45 per hour fully-burdened rate
New Accounts Supervisor $40.80 $7.93 $80 per hour fully-burdened rate
Credit Line Manager $32.40 $6.30 $60 per hour fully-burdened rate



How can digital mail-processing of new account establishments save $6,807,301 in costs and add
$148,750,000 in potential new revenues?

Photocopies $6.75 $0.00 45 copies @ $.15 fully-burdened cost each
File storage overhead & maintenance $30.00 $0.00 $12K/year to maintain 4-drawer file cabinet, assume 400 account files per cabinet
Digital infrastructure overhead $17.05 Assume 75,000/year total, 1% assigned to this specific use case

New account applications per year 25,000

Annual material costs $1,293,750 $426,136 Total material costs associated with process, digital side is burdened cost of infrastructure
Total material cost savings $867,614 67.06% Percent reduction in costs, physical vs. digital

Mail transport workflow 2.0 0.5 Linear workflow to distribute physical packages, per account processed
Service fulfillment workflow 10.0 4.5 Non-linear workflow - variable routing and alterations, per account processed
TOTAL DAYS PER ACCOUNT 12.0 5.0 DAYS TO COMPLETE ONE NEW ACCOUNT SETUP
Account setup capacity 113.6 272.7 Number of new accounts that can be processed each day
Annual account setup capacity 25,000 60,000 Number of new accounts that can be processed per year
ELIMINATING CYCLE TIME BOTTLENECKS INCREASES CAPACITY, OFFERING POTENTIAL TO
NEW REVENUE GAINS ($) NEW WORK DAYS NEW REVENUE
PROCESS MORE LOANS
Increased # of sales or earning days 128 $123,958,333 Additional revenue from increased capacity - assumes 25% utilization of new capacity
Increased # of earning days 128 $24,791,667 Reduction in lost sales from clumsy account setup order-processing, recoup 10% of sales
TOTAL NEW REVENUE $148,750,000 POTENTIAL NEW REVENUE BY LEVERAGING INCREASED CAPACITY
INTANGIBLE GAINS
Brand Reputation Reputation among customers for fast-processing new accounts - competent service
Brand Reputation Reputation for fewer errors and reworks - reducing customer’s operating costs and/or headaches



What assumptions underlie the productivity dividends of the faster, more accurate processing of account payables,
benefits deriving from digital mail processing?

ACCOUNTS PAYABLES AP PROCESS ASSUMPTIONS of paper-based workflows enables the firm to
realize only half or 7.5 percent of all payables.
All organizations buy goods and services from Our payback model assumes a firm with $1B
An all-digital AP workflow increases both
a network of suppliers and service providers. in annual revenues, $300 million in resulting
productivity and transparency: we assume
This entails receiving and processing invoices annual payables, and 200,000 invoice
that the firm can realize the remaining
and other forms of demand for payment. workflows per year from a base of 3,000
early payment discounts and, with greater
vendors, using 14 full-time clerks and one
Industry benchmarks indicated that 45 percent confidence and transparency, negotiate new
supervisor.
of all invoices correspond to pre-established discount terms for another 15 per of total
purchase orders in the accounting system of Using industry benchmarks, we assume that payments.
the buying firm. The remaining 55 percent of an AP clerk can process 1,200 invoices per
payment demands do not have pre-established month using paper-based invoices and a modern PRODUCTIVITY DIVENDEND
purchase orders (also known as “non-PO accounting or ERP application. In an all-digital Annual labor savings represent doing more
invoices”), entailing more work and a greater workflow, the processing capacity expands to with fewer people Material savings derive from:
likelihood of errors, duplicate payments, and 3,000 invoices per month. 1) early payment discounts, 2) reduction of
fraud. fraudulent payment, 3) elimination of interest
We also assume that 15 percent of the current-
The account payables (AP) function of the state account payables offer a 2.5 percent early payment and recovery fees associated with
firm: payment discount—which due to the inefficiency duplicate payments.
• Receives incoming invoices with PRODUCTIVITY GROWS BY 80 PERCENT AND ANNUAL COSTS FALL BY $10 MILLION
approximately 15 percent in digital form—PDF
or XML datastream—and the remaining 85 MANUAL MAIL PROCESSING MANUAL SERVICE FULFILLMENT: PROCESSING NEW INVOICES

percent in paper form. 3.0 Days 4.5 Days 4.0 Days
• Confirms the validity of the invoice or DIGITAL MAIL
PROCESSING DIGITAL SERVICE FULFILLMENT: PROCESSING NEW INVOICES
demand for payment, matching four to 14 1.0 Days 2.0 Days 4 Day Cycle-Time Gain
business facts of the invoice to the terms of
Productivity assumptions and drivers Productivity dividends
the purchase order or internal requisition or
communication. INVOICE PROCESSING PHYSICAL / DIGITAL $5,001,467 Annual labor savings
Invoice processing capacity—daily 909.1 1590.9 $5,614,545 Annual material savings
• Posts a cleared payment of the invoice to the $10,616,012 Total annual savings
Invoice processing capacity—yearly 200,000 350,000
accounting system.
Total annual payables $300,000,000 126 days Extra revenue-producing
Digital mail processing addresses the inherent
days recouped
Number of vendors: 3,000
inefficiency of processing paper-based $1,125,000 Savings from early payment
of invoices
invoices, speeding the delivery of digitized $49,636,409 Duplicate payments -
versions of invoices to AP staffers. interest costs
$375,000 Duplicate payments -
cost recovery
Productivity_Dividend_Digital_Mail_Invoice.1.1 © 2009 GISTICS All rights reserved.



How can digital mail-processing slash cycle times in accounts payable processing?

Use-case payback scenario: Accounts payable worker receives invoices and executes validation and payment workflows.

Mailroom staff receive intake, unbundle, bulk sort (junk mail, periodicals, correspondence, priority etc.)
Central mail center - receives, processes and sorts mail 1.5 2.0
Receive, open, sort, categorize, execute digitization process, verify addressee and key reference IDs
Certify, route and deliver to office location 1.0 0.0
Office administrator receives, sorts, and fills employee in-boxes, AP worker retrieves mail periodically - at the risk of interruptions and
1.5 0.0 distractions
AP worker is notified via email or other digital channel (text or in-system message etc.) that package awaits his or her review
AP worker locates vendor file or creates new one and makes 4 copies for: supervisor, procurement manage, records manager, and
Receive invoice package 4.5 0.0 working copy, and files each
Invoice package is accessible by all relevant parties with varying levels of access rights to all or part of the application package
AP worker checks for PO match in multiple locations defined by operational areas or purchase type, 40% have no PO whatsoever
Check if matched to PO 2.2 1.2 Like invoices, POs are also found in the system - simplifying and accelerating review efficiency, with potential for automation,
quality control and governance
AP worker contacts POs owner for approval, or when no PO issues execute search to identify who ordered and who approved purchase
Identify proper PO owner / approver 12.0 1.4 Agent opens PO in system and auto-messages owner for payment approval The number of non-PO’d purchases will decrease dramatically
from requirement to post to system to gain approvals
AP worker executes review and approval workflow comprised of 3 participants: AP worker, procurement manager, PO/purchase
approver, records manager, primarily through email and attachments transfer
Secure approval 13.0 3.1
System-facilitated review and approval workflows with collaboration tools and status-based access controls—consistent notifica-
tion processes, doc version control etc.
AP worker completes approval paperwork to update file, then makes 4 copies for: supervisor, procurement manage, records manager, and
Update approved status 3.5 0.0 working copy and files each
None. Approval status is always maintained in the system by definition.
AP worker collected up all required info from file and execute payment online
Execute payment 6.0 1.3
One button processing - message sent to payment processor or group

AP Worker $23.13 $3.63 $45 per hour fully-burdened rate
AP Supervisor $2.60 $0.62 $80 per hour fully-burdened rate
Procurement Manager $3.51 $0.84 $60 per hour fully-burdened rate


How can digital mail-processing of account payables save $10,002,376 in processing costs and $1,153,125
in ancillary gains from fewer mistakes and overpayments?

Photocopies $3.30 $0.00 22 copies @ $.15 fully-burdened cost each
File storage overhead and maintenance $30.00 $0.00 $12K/year to maintain 4-drawer file cabinet, assume 400 account files per cabinet
Digital infrastructure overhead $0.00 $13.30 Assume 75,000/year total, 1% assigned to this specific use case

New invoices processed per year 200,000

Annual material costs $7,660,000 $2,045,455 Total material costs associated with process, digital side is burdened cost of infrastructure

Mail transport workflow 3.0 1.8 Linear workflow to distribute physical packages, per account processed
Service fulfillment workflow 4.5 2.1 Non-linear workflow - variable routing & alterations, per account processed
TOTAL DAYS PER INVOICE 7.5 3.9 DAYS TO COMPLETE ONE WHOLE INVOICE PAYMENT CYCLE
Annual working days required 220 114 Number of work days required to process the existing volume of invoices
Annual invoice processing capacity 200,000 384,615 Number of new accounts that can be processed per year
ADDITIONAL COST SAVINGS SAVINGS NOTES
Savings for early payment $1,125,000 Increase in payment discounts from on time payments, assume 2.5% terms, 15% of invoices
Duplicate payments - Interest cost $28,125 Borrow $ to cover cash flow, .5% dupe payments, 4.5 mo. average term @ 5% interest only
Duplicate payments - cost recovery $375,000 Outsource collections on dupe payments, vendor takes 25%
TOTAL ANCILLARY GAINS $1,153,125
INTANGIBLE GAINS
Brand Reputation Reputation among vendors for fast-processing invoices
Brand Reputation Results in closer relationships with vendors - more favorable terms and more accommodation in other aspects of doing business
Brand Reputation Reputation for fewer errors and reworks - reducing everyone's operating costs and headaches
Brand Reputation Reputation for fewer errors and reworks—reducing everyone’s operating costs and headaches


What assumptions underlie the productivity dividends of the faster, more accurate service fulfillment
cycles in a public institution, emphasizing the benefits of digital mail processing?

SERVICE CYCLES AND REVENUES permits and the collection of additional sales • Daily processing capacity expands from
taxes. 1363.6 permits per day or 300,000 per year
Public institutions deliver a diverse and
to 2933.1 permits per day or 642,857 per
complex set of services to the citizens and ANNUAL COST SAVINGS year.
businesses under their jurisdiction.
Total cost savings in this model of $28,330,455 Increased productivity in issue permits
Digital mail processing can deliver substantial represent less labor and lower material costs represents a potential of $215 million in
increase in productivity throughout a state needed to issue 300,000 seller’s permits: ancillary gains, and comprise of the following:
or federal agency, department, bureau, or $24,255,000 or 72 percent reduction labor
administrative office—any group that now •$4,666,667 in incremental permit fees
and $4,075,455 or 95 percent reduction in from faster processing of permit applications
receives in-bound mail, initiates an internal materials.
workflow, and communicates or delivers its already in the queue—thus a one-time gain.
result to internal or external parties. SOURCE OF INCREASED REVENUES • $210,000,000 in incremental sales tax
receipts, a result of issuing 35 percent fewer
Seller’s permits enable their holders to buy The payback model estimates potential seller permits to individuals or business that
products at wholesale prices and avoid the revenues from realizing 103 extra revenue- do not qualify as a reseller—a recurring
payment of retail sales taxes. producing days from a greater daily capacity annual gain.
to issue seller’s permits:
Consequently, many individuals or businesses
with no intent to resell the goods purchased
will nonetheless seek seller’s permits as a way
of defrauding government of sales taxes. PUBLIC INSTITUTIONS BENEFIT IN FOUR WAYS FROM DIGITAL MAIL PROCESSING
MANUAL MAIL PROCESSING MANUAL SERVICE FULFILLMENT: PROCESSING NEW SELLER’S PERMIT APPLICATIONS
The six-day cycle-time gain derives from the
4.5 7.0 Days
Days 8.0 Days
operational efficiencies of two workflows:
• Mail transport workflow: faster “inputs” to
DIGITAL MAIL DIGITAL SERVICE FULFILLMENT:
PROCESSING PROCESSING NEW PERMITS
all core business processes 3.0 Days 5.0 Days 7 Day Cycle-time Gain
• Service fulfillment workflow: faster Productivity assumptions and drivers Productivity dividends
issuance of seller’s permits
NEW ACCOUNT PROCESSING $24,255,000 Annual labor savings
The figure to the right depicts a net gain Daily permit applications
PHYSICAL / DIGITAL $4,075,455 Annual material savings
of seven days of a public institution and, processing capacity 1363.6 2922.1 $28,330,455 Total annual savings
in particular, the office that issues 300,000 Annual permit applications
processing capacity 300,000 642,857 103 days Extra revenue-producing
seller’s permit to businesses and individuals Average sales tax revenue per year $15,000,000,000
days recouped

per year. Using a permit fee of $10 each, this $4,666,667 Increased fee generation
institution will earn $4.7 million in additional $210,000,000 Revenues recovered
$7,687,500 Faster collections and
fees. Moreover, greater workflow accuracy early payment discounts
leads to the issuance of fewer fraudulent $214,666,667 Ancillary gains
Productivity_Dividend_Digital_Mail_AP.1.3 © 2009 GISTICS All rights reserved.



How can digital mail-processing reduce cycle time in the fulfillment of citizens’ requests for information
or service by public institutions?

Use-case payback scenario: State tax office receives seller’s permit application, directs to local field office, where it’s processed, permit issued,
and recorded by central state tax office.
State government mail center - receives, processes and State mail center staff receive intake, unbundle, bulk sort (by agency, general correspondence, priority etc.)
3.0 4.4
sorts mail Receive, open, sort, categorize, execute digitization process, verify addressee & key reference IDs
State mail center operations certifies receipt, pre-routes bundles by location, transports, ships or re-mails to office (often long distance)
Route and deliver to central tax agency offices 2.0 0.0
No action required, documents have been digitized and ingested with metadata, including addressee, that defines routing
Central office receiving staff inspects application, flags for delivery to regional office in daily bulk transport
Inspect, route and deliver to regional office 3.0 0.6
Automated routing suggested based on applicant’s location, quick staff confirmation and instantaneous digital routing to regional office
Regional office administrator receives, sorts, and fills employee in-boxes, seller’s permit clerk retrieves mail periodically - at the
Inter-office sorting, distribute to inbox, and collect by
3.0 0.0 risk of interruptions and distractions
employee
No action required, digitized documents are routed directly to seller’s permit clerks
Clerk reviews application package for completeness and accuracy, any gaps denoted in file for hardcopy letter or telephone follow-ups
Check application for completeness and accuracy 6.0 2.0 Clerk’s review results are accessible across work teams allowing processing flexibility among staff and avoiding bottlenecks from
individual clerk performance or availability
Clerk verifies business applicant’s standing with other government agencies (corp. or LLP/LLC status, county business name registration
Check applicant’s legal status for dependencies and holds 3.0 1.0 etc.) - sometimes via fax & phone
Verification, if not completely electronic, is facilitated by joint access to digital application by other agencies and offices
Clerk submits application to immediate supervisor for approval via inter-office mail, requiring additional copies
Acquire supervisor’s approval 6.0 1.0
Clerk flags application for approval and system automatically routes it to supervisor (or any available approver) for quick review and approval
Clerk issues permit, completes request for physical certificate printing and delivery to applicant, records at local regional office and reports
Issue perm invoke delivery to applicant and report
8.0 1.6 issuance to central office - multiple redundant data entry events (paper-based and online)
issuance to central office
System automatically routes request to certificate production upon clerk’s issuance of permit
Central office recording staff receives issuance notification, copies and/or attachments, files and records
Central office records permit issuance 7.0 0.0 No action required; documents in system are inherently preserve however may become exposed to the central office only after when
permits issued based on workflow-triggered business rules

Mail Center Staff (physical) $5.50 $0.00 $22 per hour fully-burdened rate including government-level benefits
Mail Center Staff (digital) $0.00 $12.10 $33 per hour fully-burdened rate including government-level benefits
Central Office Receiving Staff $6.88 $1.38 $27.50 per hour fully-burdened rate including government-level benefits
Regional Office Administrative Staff $6.88 $0.00 $27.50 per hour fully-burdened rate including government-level benefits
Seller’s Permit Clerk $73.79 $17.97 $38.50 per hour fully-burdened rate including government-level benefits
Central Office Records Management $19.25 $0.00 $33 per hour fully-burdened rate including government-level benefits



How can digital mail-processing in public institutions save $28,330,455 in processing costs, $4,666,667 in
incremental revenues, and $210,000,000 in overall economic impact?

Mail transport, shipping, postage $4.00 $0.00 Blended cost of bulk transport to regional offices
Photocopies and forms $3.60 $0.00 15 copies @ $.15 fully-burdened cost each + 6 multi-part duplicate forms at $.05 each
File storage overhead and maintenance $6.67 $0.00 $12K/yr. to maintain 4-drawer file cabinet, assume 1800 permits per cabinet
Digital infrastructure overhead $0.00 $0.68 Assume 75,000/yr total, .025% assigned to this specific use case

Seller’s permits issued per year 300,000

Annual material costs $4,280,000 $204,545 Total material costs associated with process, digital side is burdened cost of infrastructure

Mail transport workflow 7.0 3.0 Linear workflow to distribute physical packages, per permit processed
Service fulfillment workflow 8.0 5.0 Non-linear workflow - variable routing & alterations, per permit processed
TOTAL DAYS PER PERMIT 15.0 8.0 DAYS TO COMPLETE ONE DAYS TO COMPLETE ONE SELLER’S PERMIT ISSUANCE CYCLE
Permit processing capacity 1363.6 2922.1 Number of permits that can be processed each day
Annual permit processing capacity 300,000 642,857 Number of permits that can be processed per year
Annual working days required 220 117 Number of work days required to process the existing volume of permits
ADDITIONAL GAINS SAVINGS NOTES
Additional permitting fees $4,666,667 Greater capacity to process permits generates more fees, assume 1M permits/yr., $10/permit *
Tax revenue recovery $210,000,000 20% of inaccurate permitting avoided, assume 4% errors $15B sales tax revenue/yr.
Accounts payable efficiencies $7,687,500 SEE EARLY PAYMENT, INTEREST SAVINGS, AND COLLECTIONS COST GAINS
TOTAL ANCILLARY GAINS $214,666,667
INTANGIBLE GAINS
Economic Stimulus Macroeconomic: any reduction of government delays to business, especially small business, carries a profound economic benefit



Section 5
Enterprise Content Processing
Infrastructure

35 What IT elements enable digital mail processing and the production
of customer engagement packages?
36 How can digital mail processing support transformational
applications?



What IT elements enable digital mail processing and the production of customer engagement packages?

ENTERPRISE APPLICATIONS AND SERVICES The figure also depicts that digital mail Internal-only packages dynamically link to
processing can deliver four different types of enterprise applications and enterprise content
All modern firms use enterprise applications
customer engagement packages to seven services.
to operate; most large firms also deployed
common types of users.
enterprise content management (ECM) or Suitably configured ECM systems and
several of its components. The figure below Customer engagement packages consist customer portals enable access to vetted
depicts the major components of ECM, of policy-controlled collections of public-versions of customer engagement
emphasizing those components that enable communications and transactional content. packages for customers, subcontractors, or
digital mail processing. trade partner.
C O N T E N T W O R K E R S : D I G I TA L M A I L
Account managers Teleservice representatives Credit or loan Order processing and Account receivables or Risk or compliance Regional or
processing agents provisioning agents payables staff managers department heads

C U S T O M E R E N G A G E M E N T PA C K A G E S
Loan and mortgage packages New account establishment packages Trade accounts-payable packages Service fulfillment packages
C O N T E N T A P P L I CAT I O N S
Marketing portals Enterprise publishing Video publishing Information portals Video publishing Digital mail processing Communities and
• Collateral store • Catalogs • Corporate videos • gent broker portal
A • Corporate videos • Orders social media
• Content expert profiles • Documentation • Product demos • Branch network portal • Product demos • Service requests • Catalogs
• Presentations • Editorial publishing • Training and • Independent financial • Training and • New accounts • Documentation
• Marketing collateral support advisors portal support
• Product demos • Marketing campaigns
• Webcasts • Procurement portal
• Trader broker network • Claims
portal • Tax returns
ENTERPRISE CONTENT MANAGEMENT (ECM)
Web content Media asset Document Metadata Transactional content Business process Records Email archive Collaboration
management management management management processing management management management management
• HTML, XML • Animations • Compound • Business • Business forms • Business rules • Business records • Addresses •Discussions
• Production • Audios / documents objects • Correspondence • Process • Communications • Attachments • Instant
support podcasts • resentations
P • Data-entity • Digital Credit files monitoring and • Scanned • Contacts and messaging
• Rich media • Images / • Spreadsheets relationships reporting images of vCards • Postings and
• Faxes
• Stylesheets photos • Static items • Document • Workflow paper, film, or • Emails ratings
properties • Handwritten notes routing transparencies
• Video (PDF, TIFF) • Surveys
• Invoices

E N T E R P R I S E A P P L I CAT I O N S
Transaction processing applications: Analytic Applications: Systems and networks Transformational Applications: Systems ICT Infrastructure: Information, communi-
Systems that automate the basic repetitive that promote analysis, interpretation, and and networks that change the prevailing cations, and telecommunications technolo-
transactions of the enterprise sharing of information or knowledge business model of the enterprise gies and managerial expertise to enable
effective delivery and use of ICT services


How can digital mail processing support transformational applications?

STRATEGY MAP HIGHLIGHTS INNOVATION PROCESSES BENEFITS OF DIGITAL MAIL PROCESSING FUND FULL DEPLOYMENT OF ECM AND
SUPPORT GAME-CHANGING INNOVATIONS
Bringing game-changing innovations to market often entails
considerable risk and opportunities for considerable reward.
Increased Shareholder Value
Now more than ever, agile ICT infrastructure and applications
must support the rapid, problem-free launch of new product

Financial
configurations and novel business concepts. Productivity Brand
Growth Strategy
Strategy Strategy
ECM and content applications described in this paper play an
evermore critical role in driving innovations to market. IMPROVE COST
STRUCURE
INCREASE ASSET
UTILIZATION
BUILD REVENUE FROM
NEW PRODUCTS AND
BUILD REVENUE FROM
EXISTING PRODUCTS
BUILD REPUTATION
• Institutional
• Spendings • Greater output CUSTOMERS AND CUSTOMERS citizenship
The figure on the right depicts a strategy map that calls attention • Payroll
• Waste or
• Inventory turns
• Workforce
• Acquisitions
• Product launches
• Order volumes
• Share of wallet
• Thought leadership
• Social programs
to a relatively new class of applications—transformational reworks planning • Market making • Cross-selling • Corporate culture

applications—that change the game. Customer Value Proposition

Customer
It seems that each quarter or month brings new wave of Price Quality Selection Availability Functionality Personalized Partnership Brand
innovations, making it impossible to predict which new application Interaction

or service will disrupt the status quo of markets and customer PRODUCT/SERVICE ATTRIBUTES RELATIONSHIP VOICE
requirements. However, it remains certain that the pace of Operations Management Customer Management Innovation and Regulatory and
innovation will continue to accelerate, bringing change, disruption,

Internal
Process Process Solutioneering Process Social Process
and opportunity for the agile. • Supply • Selection • Opportunity discovery • Environment
• Production • Acquisition • Design/development • Safety and health
Digital mail processing clearly adds value to internal processes • Logistics
• Risk management
• Retention
• Growth
• Launch/Market-making
• Customization
• Employment
• Community
of operations management, customer management, and
regulatory compliance, speeding the flow of mail and concurrent ORGANIZATION CAPITAL: Leadership, Teamwork, Culture
multi-party collaboration around customer engagement objects.
People and Culture

HUMAN CAPITAL: Skills, Knowledge, Values StrategyMap.D13 ©2009 GISTICS.All rights reserved.

Each enterprise of particular industries will have its own
opportunities to drive game-changing innovations—transformational INFORMATION CAPITAL: Systems, Databases, Networks

applications—to market.
Transaction Technology
Analytic Transformational
Processing Infrastructure
Applications Applications
Applications
And success will in part result from the firm’s information capital Systems that Systems and networks Systems and networks The shared technology
and its internal capability to develop and launch new applications. automate the basic that promote analysis, that change the and managerial
repetitive transactions interpretation, and prevailing business expertise required to
of the enterprise. sharing of information model of the enterprise. enable effective delivery
Digital mail processing capability not only mends a missing or knowledge.
Source: Strategy Maps–Converting Intangible Assets into Tangible Outcomes by
and use of Information
Capital applications.
link in the customer value chain; deployment also supports the Robert S. Kaplan and David P. Norton, Harvard Business School Press, 2004

deployment of a full ECM capability—that in turn will support the The strategy map above depicts the central role that transformational applications can play in driving
success of mission-critical, game-changing transformational growth.
applications.


Thought-Leadership White Papers mapped to DAM Maturities
DAM LEVEL 1 DAM LEVEL 2 DAM LEVEL 3 DAM LEVEL 4 DAM LEVEL 5

   Marcom
Image
Portals

LESSER
Enterprise
Marketing
Content
Portals

SCORE AND DEPTH OF DAM SERVICES
Global
Media
Service
Portals
Integrated
DAM-enabled
Production
Platforms
Integrated
Media or
Marcom
Factories

GREATER

Executive White Paper Executive White Paper Executive White Paper Executive White Paper Executive White Paper

Making the Business Case for Business Case for Digital Supply-Chain Pan-Regional Marketing
Business Case for Marketing Content On-demand DAM and Strategies for Productivity Dividends
Digital Asset Repositories in the Media Services in Marketing from Outsourced
Management Enterprise Global Marketing and Packaging Assets Collateral Operations
Strategies and business metrics for managing the product
Operations How global brand-marketing communication groups maximize
their productivity with workflow automation, digital asset
How to redirect savings from outsourced pan-regional collateral operations to
additional media placements and campaigns within existing operational budgets
launch, supporting field sales, and enabling self-service management, and real-time collaboration tools
Strategies and business metrics for estimating the economic benefits Impact of outsourcing the online management of marketing
access to multichannel marketing materials Business case for the full-service pan-regional collateral factory
of digital asset management and related technologies content and reusable media components on the productivity • Simple pay-for-page localization
Business case for reduced time-to-market of multichannel, multi-format • Managed operations and systematized best practices
of marketing, sales, and corporate communications • Instant automated collateral-artwork production and retailer modifications
How a centralized repository and related digital media services reduce marketing artwork, and packaging content in automotive, consumer packaged goods,
How to use analysis of activity-task automation • Online workflow and approval platform
the cost and speed time to market of brand identify elements, selling food and beverages, and life sciences • Online progress monitoring, reporting, and process quality controls.
to calculate time to breakeven Business metrics, automation benchmarks, and total cost of ownership models for • Real-time workflow data interfaces to enterprise IT systems.
images, and marketing collateral
automating the global delivery of marketing materials, presentations, videos and
TECHNICAL CAPABILITIES INCLUDE:
sales training to creative teams, field staff and partners • Visibility of all projects and campaigns across the • Branded web sites and extranets
Industry emphasis: •
organization
Centralized assets that increase utilization rates
• Real-time collaboration, annotation, and
mark-ups
• Global enterprises • Streamlined routing and approval of source • Full color management, matching, and OPERATIONAL
OPERATIONAL OPERATIONAL
SPENDINGS SPENDINGS
artwork files and finalized content proofing SPENDINGS
• Life sciences and pharmaceuticals

DOWNLOAD DOWNLOAD DOWNLOAD DOWNLOAD
STRATEGIC STRATEGIC STRATEGIC
• Standardization platform for digital assets, and global • Review of RIP files for printing verification, SPENDINGS SPENDINGS SPENDINGS
• Media, entertainment, and publishing brand identities tracking, and reporting
• Detailed project tracking and reporting • Management of video, audio, podcasts,
• Retail and consumer products • Web-based collateral management and fulfillment 3D content and graphic files
• Regulatory compliance and audit trails

Current Spend Greater Operational Efficiencies Future Spend

34 pages 24 pages 32 pages 32 pages 80 pages

Executive White Paper Executive White Paper Executive White Paper Executive White Paper

Business Case for Business Case for
Executive White Paper
Digital Supply-Chain Strategies for
Dynamic Imaging Impact of Strategies for Maximizing
On-Demand Delivery of Enterprise Collaboration Enterprise Content
in the
Digital Asset Management Pan-Regional
Enterprise on Productivity of Market Coverage and
in Global Marketing Intangible Assets
How digital asset management (DAM) maximizes productivity of
workflow automation and creative collaboration, fortifying the
Sales from Integrated
Operations
weakest link in the enterprise content lifecycle
Strategies and tactics for accelerating the time to market
for promotional images, online advertising,
and visual knowledge assets
Business case for speeding acquisitions and divestitures, value-chain
innovations, enhanced customer value, and strategic sourcing of indirect
Economic analyses of reduced time-to-market for multichannel, multi-format content, using New-Product
Launch Platforms
production best practices of smart content factories for broadcast,marketing operations,
Impact of Automating the Management and International Distribution of spend with enterprise collaboration platforms military intelligence, and publishing.
How dynamic imaging and related workflow automation technologies
Approved Marketing Content, Reusable Media Components, and Digital Assets
address the shortcomings of content management,
enterprise resource planning, supply chain management, on Multichannel Product Launches, Field Sales Productivity, ROI payback model for business metrics, process automation benchmarks, and service-delivery Business case for a center of excellence in
customer relationship management, and eCommerce and Brand-Voice Consistency requirements for coordinating the work of subject matter experts throughout the enterprise and
among trusted partners of supply chains, distribution networks, and customer organizations
international marketing communications

ROI payback models, business metrics, process automation benchmarks, and outsourcing-service
Outsourcing-service requirements for reducing the cost to localize, produce,
requirements for reducing the cost and time to market throughout the marketing communications value chain

DOWNLOAD DOWNLOAD
and fulfill marketing brochures, direct mail, trade

DOWNLOAD DOWNLOAD DOWNLOAD promotions, point-of-purchase materials, and multimedia content

34 pages 40 pages 40 pages 36 pages 46 pages
...................

................... ..............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................

Thought Leadership...Executed Worldwide 4171 Piedmont Avenue, Suite #210 Tel +1.510.450.9999 gistics@gmail.com
www.gistics.com
...................

Oakland, CA 94611 USA Fax +1.510.450.0954

Digital Mailrooms: Fixing Your Weakest Link in the Customer Value Chain

More Related Content

Similar to Digital Mailrooms: Fixing Your Weakest Link in the Customer Value Chain (20)

Digital Mailrooms: Fixing Your Weakest Link in the Customer Value Chain