DOCUMENT Strategy Winter 2015

Special IM Focus Group Exclusive PAGE 28

DOCUMENTmedia.com | winter.15

MILLENNIALS

AND THEIR DOCUMENT BEHAVIORS

THE CAPSTONE APPROACH

&

CUSTOMER COMMUNICATIONS

EMAIL MANAGEMENT

HOSTED MANAGED SERVICES

DIGITAL TRANSFORMATION

BY TONY BYRNE

MIND THE GAPS PAGE 20

volume 22 issue 4

Winter.15

DOCUMENTmedia.com

Features

Communications 24 Customer Hosted Managed Services A solution for improving customer engagement

By Stephanie Pieruccini

Transformation 20 Digital Mind the gaps

By Tony Byrne

Departments

Columns

05 What’s New 06 Masthead 08 Editor’s View 10 Contributors

Value 12 Content’s Proposition: Remediating the Digital Landfill

Capstone Approach and 26 The Email Management The move toward collaboration

By Jamaal Davis

By Jim Just

Video: A 14 Personalized New Output Channel?

By David Stabel

Accelerating Push: 16 The Communication and

Connect facebook.com/ DOCUMENTmedia twitter.com/ DOCUMENTmedia linkedin.com/ company/document-media

Collaboration Platform as a Service

By Dave Smith

Journey 18 Customer Mapping: Do You

Own a Million-Dollar Masterpiece?

By Scott Draeger

and Risk 28 Compliance Management More art than science?

By Allison Lloyd

and Their 32 Millennials Document Behaviors Is the working world ready?

By Arianna Valentini

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Winter 2015

Features

What’s New Can Documents Really Drive Revenue?

This Is How You Get Information Governance Buy-In

By Nick Romano http://documentmedia.com/article2293-Can-Documents-Really-DriveRevenue.html

By Joe Shepley http://documentmedia.com/ article-2283-This-Is-How-YouGet-Information-GovernanceBuy-In.html

The Paperless Office Begins with Changing Your Culture

By Bob Larrivee http://documentmedia.com/article-2308-ThePaperless-Office-Begins-with-Changing-YourCulture.html

Three Steps to Increase Data Security for Document Handling

By Martin de Martini http://documentmedia.com/article-2313Three-Steps-to-Increase-Data-Security-forDocument-Handling.html

Break Up With Your Static Forms for the Digital Customer Experience

By Neal Gottsacker http://documentmedia.com/article-2311Break-Up-With-Your-Static-Forms-for-theDigital-Customer-Experience.html

Managed Print Outsourcing: Comparing Investment Costs to Future Savings

By Mario Diaz http://documentmedia.com/article-2302-ManagedPrint-Outsourcing-Comparing-Investment-Costs-toFuture-Savings.html

10 Ingredients for Information Management Success

By Joao Penha-Lopes http://documentmedia.com/article2309-10-Ingredients-for-InformationManagement-Success.html

6 Steps to Ensure a Failed ECM System

By George Dunn http://documentmedia.com/article2301-6-Steps-to-Ensure-a-FailedECM-System.html

DOCUMENTmedia.com winter.2015

5

president

Chad Griepentrog

publisher

Ken Waddell

editor

Allison Lloyd

contributors

advertising

audience development manager marketing creative director

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[ allison.l@rbpub.com ]

Tony Byrne Jamaal Davis Scott Draeger Jim Just Stephanie Pieruccini Dave Smith David Stabel Arianna Valentini Ken Waddell

[ ken.w@rbpub.com ] [ 608.442.5064 ]

Rachel Chapman [ rachel@rbpub.com ]

Cierra Bauer Kelli Cooke

DOCUMENT Strategy Media (ISSN 1081-4078) is published on a daily basis via its online portal and produces special print editions by RB Publishing Inc., 2901 International Lane, Madison, WI 53704-3128. All material in this magazine is copyrighted Š 2015 by RB Publishing Inc. All rights reserved. Nothing may be reproduced in whole or in part without written permission from the publisher. Any correspondence sent to DOCUMENT Strategy Media, RB Publishing Inc. or its staff becomes the property of RB Publishing Inc. The articles in this magazine represent the views of the authors and not those of RB Publishing Inc. or DOCUMENT Strategy Media. RB Publishing Inc. and/or DOCUMENT Strategy Media expressly disclaim any liability for the products or services sold or otherwise endorsed by advertisers or authors included in this magazine.

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EDITOR’S VIEW

DIGITAL TRANSFORMATION BEGINS WITH TRANSFORMING THE WAY WE WORK @DOCUMENTmedia

by Allison Lloyd

he inexorable march toward customer experience and engagement strategies sweeping though organizations of all industries is changing the way we think and operate as businesses. Gartner predicts, “By 2017, 50% of consumer product investments will be redirected to customer experience innovations.” This shift is challenging all of us to reconsider the way we work, the way we communicate and the way we identify with our customers.

Perhaps, this is why digital transformation has risen to the top of strategic initiatives for most chief executive officers (CEOs), as most organizations battle to keep pace with increasing customer expectations.

The intricate web of customer touchpoints and the subsequent speed and accuracy of our responses pose a real challenge to our traditional siloed infrastructures. As you will see in this issue, enterprise customer communications management is taking a nod from digital marketers in the way they use technologies and relevant content to drive customer engagement. Yet, more organizations must understand that holistic customer experiences must be tied to more than your advertising budget and extend to supporting operational and customer service functions like customer communications.

The reality is that many companies are very bad at this transformation process. According to 451 Research, successful initiatives will take five to 10 years. Certainly, a heavy investment in an age where tolerance for slow responses is much lower than for ineffective solutions. However, in order to meet this call for change, leaders must be strategic in their digital initiatives and consolidate under a unified vision for the future state of the organization.

One of the biggest hurdles to this transformation, in fact, might be your workforce and the way in which they work. In our feature on page 20, Tony Byrne, founder of Real Story Group, writes, “You’re likely to find that insufficient human capacity represents your most pressing deficit […]

What’s the first step to building long-term capacity? I’ll argue that you should start with your own employees.”

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When we see low numbers in adoption for digital and mobile processes in businesses, we begin to make assumptions about user behavior. However, according to IDC Senior Research Analyst Arianna Valentini, “For the majority of mobile users, their workplaces are just not enabling the applications they require on the devices they are using. Enabling mobility in the workforce allows for improved efficiency and workplace productivity.” If we are to transform our products and our digital strategies, how can we accomplish this if we don’t transform the way we work as well?

Much like how we approach personalization and our preoccupation with the millennial generation, we cannot make generalizations on the behaviors of our customers or those of our workers. As one executive once said to me, “Let’s start talking about people instead.” Taking this approach requires organizations to be authentic in how we view the digital business—inside and out. It is my hope that through this Winter issue, we begin to open the discourse needed to really transform our organizations. It is one of the reasons why we chose this very topic as the central theme for our upcoming 2016 DOCUMENT Strategy Forum, to be held on May 10-12, 2016 in Chicago. It is a discussion that is needed. I hope to see you in 2016 to join your peers in exploring this transformation.

Until next time,

APPLICATION ARTICLE

Don’t Just Manage Print—Innovate!

Send Ad Hoc Documents to the Batch and Other Ideas They used to say “print is dead.”

Postal mail has also been declared dead.

Yet communication media tends to find a niche.

People once thought that television would replace films — and as a daily ritual it has. But people still like to go to the movies to enjoy a communal or intimate time. Ergo Hollywood.

Documents will still be printed and mailed even as volumes decrease.

The trick is to find new ways to add value. Postal organizations around the world are adding print services and business process outsourcing and even adding banking services: } Swiss Post Solutions, for example, provides business process outsourcing, mailroom management, managed print services, digitalization, reprographic services, IT helpdesk support, front office and reception services. } SingPost (Singapore) recently introduced EzyCommerce, a multi-channel platform for helping small and medium size businesses in the Asia-Pacific region solve fulfillment issues. } Le Groupe LaPoste and Deutsche Post each offer omni- channel campaigns that integrate direct mail and online marketing; } The USPS is updating its fleet and post offices with interconnected (Internet of Things) sensor and beacon technology that increase efficiency and make customers lives easier.

Innovation is in the air.

So what can you do—whether you are a post or a print service bureau—to offer added value to your customers?

Delivery to the recipient rather than the address is one possibility.

For example, you can hit “print” at your office in NY, get on an airplane and fly to Germany for a meeting and, just before the meeting, swipe an employee badge in a networked printer and have that document print out. The same principle could apply to logistics: send a package to a customer, not a customers’ address, using their smart phone as a beacon wherever that customer is (as long as the customer approves the delivery).

Another possibility is the addition of ad hoc documents to the batch. An ad hoc document is created by someone at a customer

touchpoint—a teller at a bank, or a claims adjuster or an agent at a customer call center—that is created on the spur of the moment. The document is created on the spot, printed and mailed—no economies of scale, no postage discounts. For one insurance company, 67% of the mail sent by the company enters the mail stream in this way.

Technology exists to empower the employee to make a key business decision: does the document need to be printed on the spot or can it be added to the batch? Once the document is sent to the batch, pre-determined business rules kick in, which could include branding (fonts, logos, etc.) and legal compliance.

There is no such thing as a minor mishap when it comes to legal requirements. Consistent adherence to guidelines is a pain point in all document production and virtually impossible without support from upper management, IT and corporate legal departments— the very people who are out of the loop, sitting unaware in their siloes, with no care at all about how hard it is for you to fulfill their vision. And so you can add value to the business.

Declining volumes demand new thinking. The technology is available. Check here when you want to see how the technology works.

www.compart.com

CONTRIBUTORS

Tony Byrne Mr. Byrne is founder of Real Story Group, an independent analyst firm that evaluates digital workplace and marketing technologies for enterprise customers. He is the original author of Real Story Group’s web content management research, a former journalist and a 20-year technology industry veteran. He now focuses his own research on enterprise community and collaboration software, SharePoint and web content management.

Stephanie Pieruccini Ms. Pieruccini is the vice president of research and enterprise & technology consulting services at Madison Advisors. In this role, she is responsible for directing the Madison Advisors research agenda as well as providing guidance to enterprises and software technology providers in the communication and engagement space. Previously, she served as an analyst and consultant with InfoTrends as well as the channel development manager at Neopost USA.

Scott Draeger Mr. Draeger, M-EDP, is vice president of product management at GMC Software Technology. He joined the digital document industry in 1997, after graduating from UNLV. He started as a document designer using a collection of hardware and software technologies, before moving to the software side of the industry. His broad experience includes helping clients improve customer communications in over 20 countries.

Arianna Valentini Ms. Valentini is a senior research analyst on IDC’s Document Solutions research team. She is responsible for developing core service deliverables and custom research projects for clients, with a focus on how IDC’s third platform is affecting industry transformation within the hard copy market. Ms. Valentini’s areas of expertise include mobile technology, digital publishing software, brand strategy, market and trend analysis.

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APPLICATION ARTICLE

Document Accessibility – What it is and Why it’s Important With changing demographics and an aging population, the number of individuals who are blind, partially sighted, or have cognitive disabilities is growing. Because they find it difficult or even impossible to read traditional print or web-based documents, they require an alternate format such as Braille, Large Print, audio, or another accessible format. Regulations have been in place in various countries for a number of years, but new laws and increased enforcement mean that you will potentially lose business or be subject to sizable fines if you do not offer accessible documents.

The ADA, Section 508 and components of the Affordable Healthcare Act in the United States; the UK and EU Equality Acts in Europe and the UK; and Province specific legislation in Canada, including AODA, AMA and others mean that you must be in compliance to do business with any government entity or with a company that does government business. Companies have been given fines as high as $16 million or more for not being in compliance, so understanding the requirements and the options for accessible document creation is clearly of critical importance for all print service providers and in-plants.

There are many things to consider when looking at document accessibility. Crawford Technologies is a leader in this market, with a range of products and services for virtually all accessible formats, and has helped many customers expand their services and achieve compliance. A good starting point is to understand the difference between compliance and accommodation. Do you want to simply meet legal requirements and be able to provide accessible documents upon request? This puts the onus of asking for an accessible document on your customers, even though we know that many people are reluctant to make that request. Or would you rather make all customer communications accessible — ensuring that you are providing equal and timely access to everyone?

As document accessibility requirements and formats have evolved, we have seen changing attitudes on compliance vs. accommodation. Today, most people feel that making all documents accessible is preferable from both a practical and philosophical viewpoint. There are a selection of alternate formats that will allow you to be in compliance, including contract and uncontracted Braille, Large Print, e-Text, Daisy and Audio. With our revolutionary new toolset, Voiceye Maker for Operations Express, you can even apply a special 2-D barcode to your print documents that will allow them to be “read” via a smart phone employing a widely used free IOS or Android app.

For eDelivery or ePresented documents, our PRO Transform Plus Accessible PDF solution makes documents accessible electronically while automating the conversion of transaction documents from inaccessible to accessible.

Print disabled users — just like consumers of other communications — have varying preferences and abilities, so it’s unlikely that one format will work for all of your customers.

You need to ensure confidentiality, and be aware of related issues such as archiving and ePresentment. When you look at a more complex transactional documents, you’ll quickly see that it simply doesn’t make sense to read something like a bill or statement from left to right, so how a document is tagged to enable clear communication is an important consideration.

Although the accessibility requirements and formats can seem daunting, it is less expensive than you might think. And there is compelling potential for significant ROI when making an investment in accessibility. Experts estimate that 15% to 20% of the global population would benefit from accessible formats, but only 3% to 4% of these people are currently being served.

It’s hard to imagine another market with the possibility of 12% to 15% growth that is equally under-served.

If you would like to learn more about document accessibility, please contact us. We’d be happy to help!

Dennis Quon, EDP Solutions Marketing Manager, Document Accessibility

sales@crawfordtech.com www.crawfordtech.com

CONTENT’S VALUE BY JIM JUST

PROPOSITION

REMEDIATING THE DIGITAL LANDFILL

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O

ne of the most vexing problems facing organizations today lies in the digital landfill known as “shared drives” (aka network drives or file shares). As an information governance consultancy, IMERGE develops information classification schemes, but applying those schemes to even a few gigabytes of shared drive content can be time-consuming and challenging. The effort to organize content with actual value requires elimination of the valueless kind—redundant, outdated and trivial (ROT) content.

The primary information available to evaluate content is the metadata associated with the folders and objects on the file share: folder names, file names, date created, date modified, date accessed, etc.—basically, the file attributes shown in File Explorer.

Additional metadata is stored in file

properties, which may be useful in establishing the value of content. Of course, opening and reading content or properties on individual files is far too time-consuming to be a realistic approach. Using simple shareware tools, such as Directory Lister Pro, is one approach to extracting this data; once extracted, the data can be moved to Excel, but it can be a daunting task to manipulate thousands of rows of data and get meaningful results.

There are added complexities when evaluating content, such as metadata not being accurate. I had the unfortunate necessity to restore my files from a cloud backup vendor on May 28, 2008. Why do I remember this date seven years later? Because this restore reset all of the modified dates. Then on September 21, I restored files from OneDrive to a new computer, and so, the created and last accessed date now

WHEN INITIATING A CONTENT ANALYSIS EFFORT, THE BASIC DECISION TREE LOOKS LIKE THIS:

RULES

CERTAIN ROT

LIKELY ROT

CLASSIFY AND GROUP REMAINING CONTENT

SENSITIVE CONTENT (QUARANTINE)

show the dates of the latest restore.

Metadata changes from backup or other system designs are commonplace, albeit less so in recent years.

While metadata integrity is one vexing challenge, the most common issue originates from the organic development of shared drive file structures over the years. Shared drives, by and large, are not planned; rather, they are created by individuals for their own purposes and without an enterprise view. As a result, there is content with varying retention rules mixed together within a folder structure, making it impossible to simply delete a folder and all of its content.

In a perfect world, our shared drive structures would have consistent naming conventions, date clarity and unambiguous content. However, the vast majority of shared drives use mixed content types, ambiguous or useless file names (e.g., letter.docx), confusion from duplication or near-duplication (e.g., versions with nearly identical create dates) and personal content (e.g., wedding video and photo). Of course, it wouldn’t be unusual for a shared drive structure to contain hundreds and tens of thousands of files. One recent client analysis of just one shared drive had over 10 million files and folder structures that were 20-plus levels deep.

The keys to success are carefully defined business rules and consideration of the risks and costs associated with failing to expunge expired content or expunging the wrong content. The rules must then be applied in the order that remediates the most content for each rule while respecting governance rules, such as the retention schedule, legal holds, etc. Finally, instituting a review process for likely ROT and a method for classifying and organizing the remaining valuable content is a must. O

JIM JUST is a partner with IMERGE Consulting, Inc., with over 20 years of experience in business process redesign, document management technologies, business process management and records and information management. Contact him at james.just@ imergeconsult.com.

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AV D Y B

Z I L A N

ID

O S R E

P

A

OU W NE

he next big thing in customer communications might well be personalized video. While the idea of videos that deliver content relevant to each customer’s situation and needs isn’t new, so far, it’s mostly been used in marketing and advertising. However, along with attracting consumers’ attention in an accessible and engaging way, video is perfect for conveying detail and explaining complicated product or service information. Add interactivity and you’ve got an ideal channel for enterprise customer communications.

The digital advertising market is pretty big—$168bn in 2015, according to McKinsey & Company’s “Global Media Report 2014.” Online video advertising is only a small portion of this market, but it’s growing fast. So, it’s no surprise that personalized video technology vendors are aiming to grow their share in the digital advertising market.

Enterprise customer communications provides them with a new opportunity, and a willing market, it appears.

Our research reveals that more than 44% of enterprises in key verticals, such as financial services, insurance, telecoms,

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BE A T S

CH T U TP

utilities, government and healthcare services, rate the importance of this technology as high—and see it potentially changing the way they deliver their customer communications.

There are three main applications for personalized video, and two of them are in the customer communications area.

The established marketing use involves presenting highly targeted video messages to customers and prospects using individual and real-time customer attributes, such as purchase history, Facebook or other social media “likes,” previously watched videos and websites visited in conjunction with geographical data, but personalized video also lends itself very well to customer service and information sharing.

Providing interactive access to information in video format is a powerful way to enable customers to answer their own queries online via self-service portals and, so, reducing the volume of service calls and improving productivity in customer service operations.

Information sharing revolves around explaining purchased products or services or complex transactional customer communications. The ability to distill

L

EL N N A

?

and convey complicated information in a way that is easily understood and assimilated helps to reduce the cost of errors caused by incorrect usage or consumption of the purchased product or service.

It also speeds up the onboarding process by explaining new policy terms or the first statement received, for example.

While the technology to create personalized video has been around for several years, it’s the combination of several, recent information technology (IT) trends that have made it possible for it to reach a broader user base. Big data plays a significant role in identifying and reaching customers at a one-to-one level and is the key enabler for creating relevant,

D E Z IDEO V

timely and personalized video content.

Technology for managing and analyzing big data has seen strong development in recent years and current capabilities make near real-time analysis possible; this, in turn, means that personalized videos, whose content is determined by that analysis, can be created just as quickly.

Cloud-based ecosystems are the ideal platform for creating and delivering personalized video, because they can provide on-demand, state-of-the-art and scalable IT infrastructure so that enterprises do not have to invest in the processing power and extensive storage that video requires. Cloud deployment also

allows video technology developers to offer alternative business models, such as pay-per-use and cost-per-impression charging, again, allowing enterprises to match costs to returns and avoid major upfront investment in IT infrastructure.

Embedding multiple engaging elements in personalized videos, such as hyperlinks, personalized text and images or input fields for direct customer feedback or in-video surveys, significantly improves the return on investment (ROI) of personalized videos.

For high-volume, global distribution, video streaming platforms, such as YouTube and Vimeo, are reaching evergreater levels of popularity. According

to Cisco, streaming video is projected to account for 80% of all consumer Internet traffic by 2019. The ability to reach millions of consumers through video, delivered via these platforms, makes it an increasingly attractive channel.

For all that personalized video appears to have compelling applications in customer communications, not many customer communications management (CCM) technology vendors are actively supporting it yet, with many focusing on interactive and mobile solutions or support for synchronized multi-channel delivery that can meet customers’ preferences. However, some are exploring it, either through partnerships or acquisition: HP Exstream and SundaySky announced a partnership in 2012, enabling Exstream users to deliver personalized videos; Pitney Bowes acquired Real Time Content in 2015, after a period of successful collaboration on a variety of customer projects, and has now integrated this technology into its Customer Engagement Solutions Suite and is marketing it as EngageOne Video. Doxee offers personalized video as part of its cloud-based Enterprise Communication Platform, using technology based on Adobe Edge, and Adobe’s Personal After Effects software is behind uDirect Video, XMPie’s solution for personalized video.

It’s not just the established CCM players who are starting to offer personalized video capability to mainstream businesses, though. Vendors such as SundaySky, Idomoo, Rednun and Impossible Software are now targeting enterprises with solutions suitable for the customer communications applications described here. These vendors are strongly marketing-driven, don’t have a print legacy and very much have a “digital first” attitude, which makes them well-suited to meeting the needs of customer communications in the coming years. O

DAVID STABEL is an associate director for InfoTrends’ customer engagement technologies advisory service. For more information on InfoTrends’ customer engagement technologies advisory service, visit www.infotrends.com. Follow him on Twitter @davidstabel.

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THE ACCELERATING PUSH Communication and collaboration platform as a service

By Dave Smith

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A

As we enter the final stages of 2015, I reflect upon what has been happening in the collaboration space.

We’ve seen the emergence of mobile collaboration and its impact on how people work. The workforce is more mobile than ever; this dictates flexibility in the collaboration tools people use to get their jobs done and interact with each other. An underlying theme throughout all of this change has been the emergence of collaboration platform as a service (PaaS) offerings.

As the overall PaaS space matures, unified communications and collaboration (UCC) vendors are investing heavily in acquisitions to integrate their communication and collaboration capabilities into business applications. This is a big driver behind collaboration PaaS. During 2015, we have seen a flurry of activity by UCC providers to acquire PaaS capabilities that can embed communication and collaboration into business applications, processes and services. Cisco acquired Tropo, which had a PaaS platform; Unify opened up its Circuit mobile collaboration platform to a whole ecosystem of developers; Avaya acquired Esna, whose platform enabled communications and collaboration capabilities to be embedded in business applications. This is a significant trend as the collaboration market expands to include PaaS as the new way to deliver collaboration capabilities.

We are at an inflection point in the collaboration market, where business units are driving technology procurement decisions that focus on enabling people to interact and get their work done to support business outcomes. Several mega trends are converging to cause dynamic changes in the collaboration market. Cloud, mobile and the growing application program interface (API) economy are taking communication and collaboration out of proprietary stacks and embedding them into the business applications, processes and services that people do their work in. This revolution has caused the ongoing emergence of business-led API architectures with measurable business outcomes as the driving requirement.

For years, we’ve discussed contextual collaboration as the goal. The barrier has been proprietary systems that can’t be extended beyond a particular vendor’s technology stack. Questions often asked are: Why can’t the enterprise collaboration capabilities I use daily transfer over to the business applications that I live and work in? If I live in a customer relationship management (CRM) application all day, where is the capability to launch into a real-time collaborative chat, with audio and video, to create or annotate content while keeping the context of what we’re working on?

So, a key problem for business users is context switching. Due to the lack of a universal identity across applications, people traditionally had to leave their business apps and switch to a collaboration platform to communicate, thereby, losing the context of the interaction. The move to embed collaboration into business apps is a step toward fixing the lack of context that has plagued collaboration for years. With context, content becomes the focal point around which people collaborate.

We’re seeing many new communication and collaboration PaaS players emerging to enable business applications. Service providers are partnering with these vendors to build developer ecosystems around their services. PaaS has merged with infrastructure as a service (IaaS) in the cloud, democratizing the building and deployment of applications. This is why larger and traditional collaboration providers, such as Cisco, are making moves to not get left behind in this space.

We anticipate many more vendor moves in this area as business leaders and users continually require collaboration capabilities to be extended into the applications and processes they care about. This is about collaboration where it matters to people and helping them get their work done. O

DAVE SMITH is the research director and lead analyst for collaboration at Aragon Research. Previously, Mr. Smith was a research analyst at Gartner, where he covered collaboration and web conferencing. Follow him on Twitter @DaveMario.

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By Scott Draeger

CUSTOMER JOURNEY

MAPPING

Y

ou might be surprised to find that your company has several masterpieces, worth a million dollars, lying around. Some might be on display in a conference room with double-sided tape. Some may be tacked up

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on a cubicle. Many more are ignored, as PDFs or Visio diagrams in attachments to emails that are long forgotten.

As the concept of customer experience management (CEM) appears as a way to improve customer experience (CX), many enterprises are undergoing

Do you own a million-dollar masterpiece? exercises in customer journey mapping. These sessions can involve many stakeholders, and even clients, to map out all of the potential interactions that your firm has with prospects, clients and employees across the entire spectrum of communication mediums.

The sessions start with tape marking your stages of the customer experience—from awareness through purchasing and continuing on to longterm renewals and referrals. They involve hundreds, or even thousands, of sticky notes illustrating potential customer experience touchpoints.

Hopefully, the participants will take a step back and see that customers’ individual paths aren’t clear.

Ideally, at this point, stakeholders align and see what types of communication processes frustrate current clients and delay orders from new prospects. If they make it to this stage, the silos start to break. However, those involved in this process usually don’t make it this far. The timebound workshop is over. People leave early to catch their flights. The information stays on the wall—as a million-dollar piece of art—with wasted salaries, workshop expenses, reports and consulting fees amounting to nothing more than paper.

Even if the map attracts sponsorship from the chief experience officer (CXO) or the chief digital officer (CDO), the map becomes static.

Inherently, the map’s format of images, PDF or Visio diagrams, are visual media. They are an output. To really impact customer experience, this process has to be continuous. As the problematic experiences are improved, friction is removed and metrics improve—your overall universe of potential customer journeys is ever-expanding. However, the journey mapping workshop has long since disbanded. Today’s CX professionals want to roll up their sleeves and get to work; yet, they are missing the tools.

The thinking today relies on the concept that the customer is the one in a position of power. The customer

will find the easiest way through your infrastructure. If they get frustrated, they will likely choose another vendor. If they wind up in the call center too many times, have to re-enter data too many times when trying to respond to an offer or have to type in a complex password on a mobile app, they feel they have good reason to find a new vendor.

Often, experiences like correspondence, statements and policies are ignored by teams looking at customer experience. The split between marketing communications and operational communications often renders the operational communications invisible to projects that study customer journey. Ignoring these communications places all other communications at risk, because the motives are different between these communications.

technologies are built around the premise of reporting results, finding errors and then making corrections. This method is flawed because the starting point is failure. A success-based approach connects your actual customer communications to the communications themselves, making key properties visible to stakeholders in the work unit of the applications.

This includes integration with multiple performance data sources to associate sentiment data, performance data, cost data and other key metrics to the project units that create the communications.

To be successful, a CXO needs to be able to look at the entire customer journey, drill down into actual samples of the communications, understand how they relate to the specific customer’s state and make alterations. The CXO and CDO want to make a massive impact, but they do not want to learn all of the complex details of creating multichannel and omnichannel communications. They want to see the journey map, know it is current and reach into the map to make an impact.

Without these capabilities, a customer journey map is just a million-dollar piece of art, instead of an interactive interface.

Tomorrow’s CXO and CDO want to reach into the customer experience, like the boy who put his hand through a multimillion-dollar piece of European art. O

Today’s customer experience professionals want to roll up their sleeves and get to work; yet, they are missing the tools.

Today, you need more than a consistently maintained customer journey map. You need the ability to reach into that journey map, understand the experiences involved in each step and improve the experience. Enterprises need to be able to manage a portfolio of experiences, asking questions, judging performance, evaluating alternatives, testing hypotheses and making an impact.

Today’s customer journey mapping and customer experience management

SCOTT DRAEGER is vice president of product management at GMC Software Technology, a provider of multi-channel and highly personalized document outputs for customer communications management. For more information, visit www.gmc.net or follow him on Twitter @scottdraeger.

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DIGITAL

BY TONY BYRNE

MIND THE GAPS DOCUMENTmedia.com winter.2015

21

D Digital transformation has moved up in the list of enterprise priorities for good reason, but getting beyond the standard pundit exhortations to go “digital first” means answering a practical question: How do you go about it?

Based on our research here at Real Story Group (RSG), enterprises must close two key gaps: The Hyperbole Gap, which is the gap between what vendors say their technology can do and what

it really does, and the Capacity Gap, which is the gap between what the technology can genuinely enable and what you have the internal resources and expertise to execute.

With the Hyperbole Gap, it’s not that technology vendors lie. It’s just that they tend to exaggerate the ease of use and return on investment of their systems. The result is that customers typically can’t take full advantage

Closing these gaps requires solid decision-making in the early stages of your digital planning, where you can most effectively steer your organization in the right direction for the long term.

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of the capabilities they thought they were buying.

The Capacity Gap is more serious because it limits your ability to successfully incorporate digital into your workaday business. Yet, there’s a silver lining here. Your competitors also suffer from a lack of experience and expertise. Recently, we’ve been benchmarking some of our research subscribers, and nearly all the participants lament, “We’re behind.” In absolute terms, maybe so, but in relative terms, maybe not. We can’t all be behind.

If your organization has been slow to adopt digital, it’s not too late.

Closing these gaps requires solid decision-making in the early stages of your digital planning, where you can most effectively steer your organization in the right direction for the long term.

To close the Hyperbole Gap, make sure to research what technology vendors really do—not what they say they do. You need to remain especially wary of traditional analyst rankings that overweigh vendor size and brand name while undervaluing smaller, more innovative (often, cloud-based) players.

IBM, Adobe, HP and Oracle are counting on you, at some level, to buy into their brand, but for most of you, their platforms will be overkill.

I know that taking a more best-ofbreed approach may be anathema to organizations that associate major change with complex, high-end technology platforms. Yet, if you take a more scenario-based approach to technology decision-making, you may discover that digital transformation can actually come more readily with simpler tools.

Closing the Capacity Gap takes longterm strategies and planning. Based on our benchmarking work, you’ll encounter some specific hurdles, but they can be overcome. First, your executive leadership may be unaware of specific

shortcomings and their impact on organizational effectiveness and customer satisfaction. Use structural assessments to visually demonstrate the practical work that needs to be done going forward. Second, different people in your organization may have a different assessment of your levels of maturity.

Therefore, it is important to perform cross-functional assessments to get internal alignment. Third, your capacity may be imbalanced (strong in one area of technology/people/process/information but weaker in others), so work to shore up your specific deficiencies.

You’re likely to find that insufficient human capacity represents your most pressing deficit. Start any strategy with a clear-eyed view of what skills and experience you possess today— on your digital teams as well as within your enterprise at large—and work to upgrade both in the coming quarters.

After you’ve done your research and planning, you may need to turn to outside help. Systems integration firms can help you close the Hyperbole Gap by speeding up your technology implementations. Interactive agencies can help close the Capacity Gap by teaching you essential user experience and journey mapping methods. Just understand that both types of suppliers offer short-term accelerants to your programs and should not be employed as a replacement for building long-term enterprise capacity.

What’s the first step to building that long-term capacity? I’ll argue that you should start with your own employees. To be sure, “digital enabling” your products and distribution chains can unleash substantial value. However, you will find it increasingly difficult to realize that value if your employees are working in outdated, human-unfriendly digital environments themselves.

Employers who want to retain the talent required to serve customers in a

digital world will need to pay just as much attention to the quality of their digital workplace.

The digital revolution is bringing many changes—some you can control, and some you cannot. Your enterprise can’t control the pace of digital innovation in the broader world, but the good news is you can control the extent to which you build the internal capacity to exploit it.

So, put resources into “digital enabling”

your products and offerings, but also put resources into selecting the best-fit tools and building the digital savvy of your employees and partners. O

TONY BYRNE is founder of Real Story Group, an independent analyst firm that evaluates digital workplace and marketing technologies for enterprise customers. Contact him at tbyrne@ realstorygroup.com.

CLOSE THE GAPS What the typical enterprise has the capacity to do...

What the vendor’s software can really do...

Capacity Gap

LOW

What the vendor says their technology can do...

Hyperbole Gap

DIGITAL CAPABILITY SPECTRUM

HIGH

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CUSTOMER COMMUNICATIONS HOSTED MANAGED SERVICES

BY STEPHANIE PIERUCCINI

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A SOLUTION FOR IMPROVING CUSTOMER ENGAGEMENT

oday’s organizations continue to face challenges in managing customer communications. From maintaining compliance and regulatory changes to making communications more personalized, relevant and actionable, customer communications and their corresponding workflows have become very complex rather quickly. Combined with growing channel delivery expectations in the digital world, these requirements have caused many companies to fall behind as they attempt to achieve their strategic communication goals and engage with customers.

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These rapid changes in customer communication requirements have driven manufacturers and software providers to build additional capabilities into their solutions. Unfortunately, these ever-increasing capabilities can often create a technology proficiency gap that leaves companies struggling to make effective use of and generate a return from their investment. Additionally, document composition tools only represent a component of customer communications lifecycle management, and as a result, internal information technology (IT) departments are faced with the burden of integrating numerous tools into an already disjointed customer communications management (CCM) infrastructure.

Many print service providers and service bureaus have also expanded their service offerings to provide capabilities above and beyond print services to take some of this strain off of enterprise IT groups; however, much of these services have been limited to composition and document redesigns. There still remains a gap in helping enterprises connect and centralize various lines of business to align communications strategies and ensure consistency across communications.

This is where a new segment of service providers have found a niche to address enterprise CCM with hosted managed services—CCM HMS. These companies, Cedar Document Technologies, DataOceans and NEPS, do not offer print production services as one might think.

Instead, they partner with enterprise organizations and their communications stakeholders to create a strategy for managing communications. Whether specifying a specific composition tool or leaving it to the CCM HMS provider, enterprises can relinquish the responsibilities of day-to-day document change requests, legacy document conversions and document redesign initiatives that bog down enterprise IT groups, as well as the work with designated print service providers, whether internal or external, producing manufacturing-ready files to prevent production issues and post-composition needs. Enterprises can also leverage these firms’ expertise in multichannel communications strategies and customer channel preference management to develop a plan

that meets the needs of both the various lines of businesses and their customers.

By leveraging the expertise and experience that CCM HMS providers have with the various composition and post-composition tools that they work with, enterprises can ensure their communications are leveraging the most features and functions available in the latest CCM technology platforms, including container-based design, content-level change tracking, reduction in the number of templates through the use of variables, addition of dynamic components and intelligent designs prepared for delivery through a number of current and future channels. Some of these areas may not be top of mind for many enterprises but could make a difference for preparing documents and communications for future initiatives.

or installing behind an enterprise firewall, to taking complete responsibility of composition and delivery off IT or partnering with the enterprise IT group on specific communication initiatives, to even helping to connect the marketing and transactional communications functions for a robust, multichannel communications strategy, the opportunities are endless and customized to each enterprise’s unique needs.

CCM HMS is certainly not the only solution to resolve the gap found between CCM software capabilities and enterprise implementations; however, the CCM HMS providers listed in this article have shown it to be an ideal solution for many organizations looking to lighten the load on IT resources and focus initiatives on the overall customer engagement strategy rather than the day-to-day logistics of creating

There still remains a gap in helping enterprises connect and centralize various lines of business to align communications strategies and ensure consistency across communications.

Another benefit of hosted managed services is the transparency that comes from the dashboard and tracking tools they provide within their platforms. The HMS CCM provides integration with both enterprise and print service providers solutions to provide real-time tracking of communications, from composition through print production and mailing.

These interfaces also provide enterprises with the ability to enable business users to be empowered to make some communications changes on their own within a controlled environment.

Because the relationship with these HMS providers is more of a partnership, the services available are not offered as a one-size-fits-most and can be customized in a variety of ways to meet specific enterprise needs and address concerns.

Whether hosting the solution completely

and distributing communications. When engaging with a CCM HMS, an enterprise is not only partnering with a service provider for a solution to manage customer communications, they’re also partnering with experts who know these software tools inside and out and understand the challenges that enterprise organizations face today. Their expertise and solutions enable the ability to design a solution that meets the enterprise’s and its stakeholders’ specific needs and, ultimately, allow the enterprise to focus on its primary objective—customer engagement. O

STEPHANIE PIERUCCINI is the vice president of research and enterprise & technology consulting services at Madison Advisors. For more information, please contact the author at stephaniepieruccini@madison-advisors.com.

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THE CAPS

APPROACH

EMAIL MANAGE

BY JAMAAL DAVIS

THE MOVE TOWARD COL

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STONE

H AND

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LLABORATION

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n 2013, the National Archives and Records Administration (NARA) issued guidance to federal agencies for a simplified approach to managing email, known as the “Capstone” approach. The intent was to assist agencies in complying with a Presidential Memorandum (Managing Government Records Directive), which requires agencies to manage both permanent and temporary email records in an accessible electronic format by December 31, 2016.

Many supported the guidance and believed it to be a practical solution in dealing with the challenges of managing emails, but the responsibility of determining what should be captured and preserved can potentially lead to misinterpretation of the guidance.

Under the Capstone approach, federal agencies would deem certain email accounts as permanent records, which, by law, would be transferred to NARA custody for eventual public disclosure. Although these records would be made available to the public, NARA would only release the job titles of the officials—but not their names—though the agencies are required to maintain a full list of Capstone officials and their associated email addresses. This practice would capture the emails of senior officials, such as directors, staff assistants, chief information officers (CIOs) and all heads of departments, who are responsible for agency policy and mission-related actions. Although agencies are not mandated to use the Capstone approach to comply with the Presidential Directive, they are still responsible for developing their own solution, which must be approved by NARA by the end of 2016.

Email managed under the Capstone approach, however, raises the concern of the amount of personal email that should be captured and preserved, since ultimately, users will still be responsible for sorting through emails to determine what is non-record or what should not be sent to NARA. An example of this challenge is the recent, and controversial, situation regarding former Secretary of State Hillary Clinton and her use of a private server for email purposes during her tenure as Secretary of State. It was reported that her staff deleted about 30,000 emails

that were not work-related based on their own understanding of the guidance. To avoid such confusion, it is up to the agency to come up with a specific solution to reduce the risk of such unauthorized email destruction. The challenge itself is not insurmountable but may involve a reduction or removal of the user’s involvement in the email management process.

Technology and tools do exist to analyze and identify emails as “rubbish,” but there is no federal policy that requires agencies to use them. As a result, some federal agencies have turned to email backups and journaling features, which allow them to capture emails even after a user deletes them. This is not only alarming to users concerned with access controls but also frustrating to some archivists concerned with receiving large volumes of emails with no significance. The records management concerns driving organizations to impose “Big Brother” policies will likely push users more toward collaborative tools.

Although email is still the default choice of communication, collaborative tools are slowly replacing email. Employees are increasingly using collaborative tools, such as community intranets and shared calendars, slowly shifting away from hours spent in their inbox. As federal agencies continue to adopt these tools, they will increasingly reduce the time it takes to sort through and classify emails as records, subsequently, avoiding the hurdles posed by any user-driven email management approach. When social collaborative tools, such as SharePoint, are leveraged, email is transformed into a notification center, documents become available and communications become transparent. The right information can be shared with the right audience, and employees can stay connected while needed protections are in place. O

JAMAAL DAVIS is a senior records manager with Savan Group, LLC and is a recognized industry consultant. He has extensive experience developing records processes and working with records systems. He is a US Navy veteran with over 10 years of records management experience. Contact him at jdavis@savangroup.com.

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BY ALLISON LLOYD

RISK COMPLIANCE AND

MANAGEMENT

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Mor e art than scie nce ?

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AS I mentioned last time, the increasingly complex and evolving regulatory landscape is pressuring chief executive officers (CEOs) to increase the scrutiny on their own compliance and risk management strategies. Not to do so equates to potential high costs in lost revenue, penalties and fines, as well as critical damage to the corporate reputation.

The penalties for failing to meet regulatory standards are very real. Some of the largest settlements in recent history include Bank of America’s $16.7 billion payout in 2014, followed by Citi’s $7 billion settlement and JPMorgan Chase’s $13 billion deal in 2013.

The vulnerabilities within an organization aren’t letting up either. Just this year alone, high-profile data breaches include last month’s VTech hack, Ashley Madison, Anthem, Premera BlueCross BlueShield and the IRS. Given this hotbed, regulatory climate, attention is falling on compliance management and measurement

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like never before. According to Gartner Research Director Jeffrey Wheatman, “Increased focus on the policy implications of the regulatory environment, regulatory change management, controls automation, and case and incident management are now at the forefront of organizations’ governance, risk and compliance (GRC) strategies.” It’s no wonder why when you look at the complexity of the regulatory environment, which certainly isn’t abating.

In fact, Forrester Senior Analyst Renee Murphy and Analyst Nick Hayes predict, “The next five years will see dramatic shifts in the business environment as well as the expectations for [compliance and risk management] functions. To put yourself in a position to succeed, you need to be able to respond to these new challenges by taking on greater visibility, a broader scope, and more significance in your organization.”

One of these challenges in a dynamically shifting marketplace is

multi-jurisdictional requirements, especially given the growth of global commerce. The pursuit of centralized, holistic compliance strategies are only further complicated by how overall policies impact each location or regions in the world. So, how do compliance, risk and security professionals answer these challenges, protect the organization and boost business performance? This is indeed a good question, as some of the biggest barriers to effective compliance and risk programs are insufficient education and training. The battle over ownership of work rages on in many organizations, across various industries, at this very moment, but the reality is that your compliance policy is only as good as how often you check it.

INFORMATION MANAGEMENT & GOVERNANCE FOCUS GROUP MEMBERS TOM SERVEN Vice President Enterprise Data Governance & Mgmnt State Street

JAMES KENNEDY CRM, IGP, Manager Records & Information Management Tallgrass Energy

JASON HOWELL Manager, Information Governance Washington State Department of Ecology

COURTNEY STONE Manager, Records and Retention AMOCO Federal Credit Union

MARK E. FACKLER Business Systems Coordinator Phillips 66

Co ntr ols inistrative

Te

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sical Contro

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Phy

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anizational Contro ls

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Achieving user engagement is best helped when the message is communicated from the top. Yet, on a more intuitive level, it really has to do with the corporate culture. According to Forrester, there are three dimensions that create organizational culture: artifacts, values and assumptions.

The culture of an individual enterprise often varies greatly, even within the same industry sectors. From the risk profile, to size, to resources allocated, each of these characteristics of the organization presents different challenges in order to meet our legal and regulatory obligations. It’s the job of compliance and governance professionals to distill these highly technical obligations into a set of principles that are easily digestible and applicable to the general workforce. Perhaps 100% engagement is an overly optimistic goal, given human nature; however, achieving substantial compliance offers us the assurance that, most of the time, we’re getting it right.

In order to “get it right,” we must first understand the current legal and regulatory requirements with real implications for your organization, industry and marketplace. Secondly, with the help of your legal counsel, we need to formulate actual, achievable expectations of your compliance program. Lastly, we must present a clear gap analysis of current state and future state of your compliance program to executives, determining root causes for deficiencies.

Beyond the development of education and training, creating risk and compliance frameworks, unique to the individual organization, is a great step to approach regulatory and legal obligations from a unified, centralized and strategic viewpoint. Offering a highlevel perspective of the compliance program forces us to examine our first line of defense and what it means to have effective control, what those

T

Org

The Unified Compliance Framework Source: Doculabs, 2015.

controls are, monitoring of that control, what an effective compliance process looks like and where it fits into the compliance framework as a whole.

An example of such a framework is the unified compliance framework (UCF), as shown in the above figure.

“While building a UCF is complex and has a lot of moving parts, it sets the stage for taking a more coordinated approach, becoming more efficient and giving yourself the breathing room to be strategic about compliance,” says Joe Shepley, vice president and practice leader of Doculabs.

Without approaching compliance and risk management from a highly strategic manner, and instead, as a long check list of requirements, the danger lies in reducing information governance to a pure science, when it’s really as much art as it is science. Where an organization is most at risk for breaches, what compliance

measures are needed or what translates into a specific policy or rule are partially driven by a particular line of business, jurisdiction or culture of the individual organization. It comes down to the particular application and/or practice—it comes down to people. This article borrowed discussions from the DOCUMENT Strategy Media Information Management Governance Focus Group. Any views or opinions presented are solely those of the author and do not necessarily represent those of the Information Management Governance Focus Group or their employers. O

ALLISON LLOYD serves as the editor of DOCUMENT Strategy Media. She delivers thought leadership on strategic and plan-based solutions for managing the entire document, communication and information process. Follow her on Twitter @DOCUMENTmedia.

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MILLENNIALS AND THEIR DOCUMENT BEHAVIORS IS THE WORKING WORLD READY?

BY ARIANNA VALENTINI

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his past May, I had the privilege of attending the 2015 DOCUMENT Strategy Forum.

As always, the event provided excellent insight on the future of documents and communications. However, as I sat in on many sessions, there seemed to be one topic on the minds of many attendees—millennials. What types of documents do millennials commonly interact with in the office?

How should our company engage our millennial workforce? Do they even like print?

As my generation continues into adulthood, businesses and technology suppliers will continue to ask these questions about a group they are still figuring out.

In 2014, IDC surveyed 510 end users on their document behaviors. The end users were split into two groups: those aged 18 to 35 and those 36 and up. The results show that, like many generations before, we, as businesses, cannot assume that we understand the behaviors of one group or that the group is homogeneous.

One of the biggest assumptions about millennials is that they either dismiss or do not regard print in document workflows. To be fair, with the amount of time I spend on my phone, I understand where this belief comes from. However, when IDC asked respondents how much they print documents in the office and at home, the results were surprising. For both millennial and 36-plus age groups, 65% of respondents print very frequently—every day or three to four times a week—in their office environments.

Moreover, when millennials do print, they are two times more likely to print jobs that run from six to 15 pages in length, compared to 36-plus respondents who print three to five pages. At home, millennials are also more likely than older generations to print at higher frequency rates.

Given the frequency in which millennials are interacting with the printed page, to make a blanket statement that they would dismiss print is incorrect.

It is important to keep these habits in mind when looking at how to improve workflows in the office. Many millennials are printing because of business growth and the need to back up critical information. If an organization is looking

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IDC research shows that for the majority of mobile users, their workplaces are just not enabling the applications they require on the devices they are using. to minimize the amount of printed output in regard to millennials, providing secure backup options digitally that are accessible across multiple devices and implementing a form of output management for printed materials could help lower the amount of print output.

Millennials are extremely mobile-centric; however, IDC’s research shows that statement is truer for smartphone/tablet use for personal purposes rather than business.

Millennials spend, on average, 25% of their time on smartphones and 31% of their time on tablets completing business-related tasks. In contrast, on average, 75% of smartphone time and 70% of tablet time is spent on personal use. This usage trend is also true for the 36-plus respondents, with the exception of five percent more time spent on business tasks for smartphones when compared to millennials.

While the cynic may assume that the majority of mobile users across any generation are playing Words with Friends over working, it is more likely a case of limited mobile business enablement.

IDC research shows that for the majority of mobile users, their workplaces are just not enabling the applications they require on the devices they are using.

Enabling mobility in the workforce allows for improved efficiency and workplace productivity. This is true across the generations of mobile users found within organizations. Businesses with a largely millennial workforce already come to the table with mobile natives, and they could serve as a critical resource when it comes to driving mobile efficiencies.

Another way in which millennials work differently than from their 36-plus counterparts is in their adoption of cloud services. When asked if they use cloud services, such as Dropbox or Box, over 50% of millennial respondents said that they used such tools, but almost 60% of 36-plus respondents said that they did not. Because of their high adoption, millennial respondents were also more likely to engage in document workflows using cloud services.

Businesses need to address cloud services deployment as a means of providing all workers with the ability to engage in more workflows that are dynamic. As time goes on, cloud services continue to be a critical part of business workflows, especially as the need for collaboration, anytime/anywhere accessibility to content and the need to travel across various devices increases.

According to the United States Census Bureau, the millennial generation is one of the largest generations in the US, with the largest single-year age being 25. This means that not only are millennials here to stay, but they are in the workforce for the long haul. Additionally, millennials are one of the most diverse generations.

Our backgrounds have been shaped by technology and world events in extreme ways, and we are ready to bring our diversity to the workforce. However, the question remains: Is the working world ready for us? O

ARIANNA VALENTINI is a senior research analyst on IDC’s Document Solutions research team. Follow her on Twitter @LilVPrinterMC.

THEY DON’T CALL IT SWEET HOME CHICAGO FOR NOTHING! DOCUMENT Strategy Forum ’16 is going back to where it all began at the Hyatt Regency O’Hare, May 10-12. Mark your calendars and start planning now!

2015 BUZZ AT TENDEE...

EXHIBITOR...

Wow, what a conference! I wish I could have come for the whole thing—lots of great sessions.”

Thank you for everything Joel, it was an amazing event for us.”

DAN GUINAN — INFORMATION ENGINEER TRAVELERS INSURANCE

The show is great. Instead of these folks being spread out across various shows, it’s great to have them in one place!”

VERA IORDANOVA — DIRECTOR OF MARKETING ITEXT SOFTWARE

Great event! Great environment, and well planned agenda.”

MICHAEL GAUDINO — PRESIDENT PROCONVERSIONS CORPORATION

ANDY KELLER — IT TECHNICAL ARCHITECT USAA

INTERESTED IN PARTICIPATING? The collaboration and networking acquired at DSF is stellar!”

RYAN M. ZILM NEWFIELD EXPLORATION COMPANY

DOCUMENTstrategyForum.com

Interested in Sponsoring or Exhibiting at the industry’s first and only Peer-Driven, Peer-Reviewed and Peer-Produced conference dedicated to the professionals charged with delivering superior customer experiences, please email jdunkel@eventevolution.com or call 203.378.4991 x201.