DOCUMENT Magazine - December 2008 - (Page 22)

I prODUCTiON & DElivEry By DaviD WilkiNsON The Customer Finish Customizing transactional document composition and finishing for a truly customer-centric communication strategy he pace of change in document finishing is increasing. The technology, options and accessories available have multiplied over the past five years. And with mounting pressures in today’s competitive environment, companies are using these innovative new technologies to improve customer communication. The increased use of color, personalized marketing (TransPromo) and data integration with call centers and the web are now driving new requirements in document composition and finishing. T applications, prospectuses, statements), ongoing communication (transactional mailings, statements, legal requirements) and other business rule-based communications (changes). To sTarT meeTing these requirements, organizations must first develop a strategy that takes into account all of the customer communications across the enterprise. Successful managers will take the time as they build this strategy to break down the traditional barriers within the enterprise by involving other functions (marketing, IT, customer service and accounting) of the business to facilitate the discussion of customer communication management, which maximizes the relevance of the business case and return on investment (ROI). As organizations develop such strategies, a critical step is to detail the current applications, document finishing capabilities and volumes. Operations should consider initiatives to improve accuracy of delivery to the customer by tracking the mailpiece as it is printed, inserted, sorted and tracked through the steps in the USPS delivery process. It may include increased use of customer intelligence tools, such as remittance tracking, web integration, selective marketing (based on region or preferences) and TransPromo. Finally, this examination should also account for the full life cycle of the customer’s communication with the company, from the initial touch point (call center or web), initial mailings (kits, policies, once The enTerprise-wide communication strategy is in place and its needs are understood by all of its end users, the business case can be built to support the document finishing technology investments needed. Thoroughly evaluating the capabilities of the equipment and how these capabilities can meet the requirements of your strategy is an essential step in supporting such an investment. 3 High-speed inserters: Great increases in overall throughput can be realized by migrating applications to higher-speed inserters. Job sizes, application page count and envelope sizes will dictate what kind of inserter technology organizations will choose to evaluate. Higher page counts (half-fold or flats) and a greater number of inserts are well-suited for lower chassis speed inserters, while lower page counts and #10 envelopes are better suited for high-speed inserters. 3 High-speed inputs: This technology allows companies to migrate higher page count applications to their high-speed inserters. These inputs can feed pages at high speeds and can be set up to be roll-fed, reducing the amount of labor (and possible downtime) required to rethread the input with a new stack of folded print material or additional stacks of cut-sheet printed material. Operations concerned with reducing their carbon footprint may want to evaluate pinless feed input technology, which are controlled by cameras that determine the position of each cut. 22 DOCUMENT dec.08

Table of Contents for the Digital Edition of DOCUMENT Magazine - December 2008

DOCUMENT Magazine - December 2008
Ad Index
Editor’s View
BPM: Improving the Way You Process
Research Desk
The Compliance Shadow
Catching Web Fever
Charting a New Course
Reading the New Signal of Data
The Customer Finish
The Converging Money Trail
Fight Disaster
Putting on a Global Face
New Products

DOCUMENT Magazine - December 2008