Mailing Systems Technology - November/December 2008 - (Page 25) each piece of mail but, in a larger sense, to adapt to the lightning-fast pace of change within the postal industry — through seminars, updates and, more importantly, ongoing face-to-face communication. The bottom line is that many companies have been unable to adapt to postal industry changes because the changes are not just fundamental in scope. We’re not just talking about a rate change here and a weight change there. We’re talking about the concept that the mail center has “morphed” from a functional operation to a strategic one. You can’t just send the mail out — you have to think it out. This is a change so striking and so basic that it was bound to rock most companies to their very foundations. There’s actually opportunity for companies to not only save money but to enhance the impact of their mail, assuming they have the resources — the people, the equipment and the knowledge — to do it. But it takes a complete and unconditional commitment from management to make it happen; a nip here and a tuck there won’t get it done. Companies that truly want to be better prepared to turn postal changes into positive business prospects have a great deal of work ahead of them. There are three steps that they can follow to begin the process: 1. Accept That the Rules Have Changed. There used to be a very simple menu for somebody working in the mail center. It was, “A, B, C or D, what do you want today?” That ship sailed long ago; now that menu has about 50 choices. The rules for running a mail center are being rewritten on a daily basis. The companies that accept this truism will already have taken a major step in adapting to present and future changes. business — is the kind of savvy thinking that companies must embrace. 3. Pick Your Vendors Wisely. It’s no longer sufficient for postal vendors to simply provide postage meters. They need to be opportunity resources, helping their customers not only realize the wealth of postal discounts available but to educate them on how to turn their mail into revenue-saving — and revenue-generating — tools. At Neopost, we are concentrating on the value — and the industry expertise — that we can bring to our customers for the money they spend. 3 Change, particularly in the postal arena, is the one thing that will never change. What will also never change is that some companies will be ready for those changes, and some will not. Which will you be? Christopher O’Brien is President and CEO of Neopost Inc. He is responsible for steering the organization to meet corporate goals while managing key company initiatives, including leading personnel nationwide to ensure that Neopost’s vision of a customer focused organization is met with enthusiasm and business acumen. For more information, visit www. neopostinc.com. a 1 2 2. Decide Who’s in Charge. If your mail center operator is capable of accepting this strategic role, make sure he or she has the resources to be successful. If not, designate someone who will have the ultimate responsibility of ensuring that your company’s mail center brings value to your overall operation. Some companies have created positions like Business Development and Retention Manager, under whose authority the mail center falls. Viewing the mail center as an integral weapon in the battle to land new business — and retain existing WWW.MAILINGSYSTEMSTECHNOLOGY.COM | NOVEMBER-DECEMBER 2008 25 http://www.neopostinc.com http://www.neopostinc.com http://www.bowebellhowell.com/realpeople http://www.MailingSystemsTechnology.com
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