Beth Brown, Kevin Carroll, Wes Friesen, Karen Kimerer, Adam Lewenberg, Christopher Lien, Mike Porter, Leo Raymond, David Rosendahl, Kathleen J. Siviter
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MAILING SYSTEMS TECHNOLOGY
(ISSN 1088-2677) [Volume 38 Issue 2] is published six times per year (January/February, March/April, May/June, July/August, September/October, November/December) by MadMen3, PO Box 259098 Madison WI 53725-9098, 608-241-8777. Periodical postage paid at Madison WI and additional offices.
POSTMASTER
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STAYING THE COURSE
BY AMANDA ARMENDARIZ
There’s a lot going on in our industry right now. Postmaster General Louis DeJoy has announced his intent to step down, although as of this writing, it has not been confirmed who will take his place. There is also plentiful talk of privatizing the Postal Service, spurred on by comments from President Trump himself, which is causing quite a bit of uncertainty both among mailers and those consumers, particularly in rural areas, who depend on the USPS for mail and package delivery. In addition, the Department of Government Efficiency, headed by Elon Musk and his team, have set their sights on the Postal Service as a prime candidate for cost-cutting. In short, both the USPS and the mailing industry itself are witnessing an upheaval, but how big these changes turn out to be remains to be seen.
In the meantime, we as mailers will just keep doing what we know works
— sending engaging, impactful pieces to our consumers. We know that mail is one of the most trusted communication methods out there, and when it’s combined with digital efforts, a truly omnichannel experience can be created. So it’s only fitting that this issue is our National Postal Forum show issue, since the NPF provides a multitude of engaging sessions and workshops designed to optimize your experience as a mailer. I hope you find the articles within this issue, and the forum itself, helpful as you navigate the changes descending upon our industry. Together, we can ensure mail remains viable for years to come.
As always, thanks for reading Mailing Systems Technology.
ARE YOU A TRANSFORMATIONAL LEADER?
BY WES FRIESEN
Our organizations and the teams we help lead need leadership that is transformational and not merely transactional. Transformational leadership is a dynamic, empowering leadership style that focuses on inspiring and motivating people to reach their fullest potential, achieve collective goals, and drive positive change. In contrast, transactional leadership emphasizes rewards and punishments to motivate desired behavior. At its heart, transformational leadership is about creating a vision and conditions that motivate and inspire people to achieve more than they ever thought possible. John D. Rockefeller spoke to this by saying, “Good leadership consists of showing average people how to do the work of superior people.”
Researchers over the years have found significant benefits to transformational leadership, including higher employee commitment to the organization, increased job satisfaction and satisfaction with the leader, higher effort and improved performance, and overall higher levels of well-being.
The 4 I’s of Transformational Leadership
Researchers have found that transformational leadership is characterized by four main components, often referred to as the “Four I’s”:
1. Inspirational Motivation: Transformational leaders inspire their team members by communicating a compelling and inspiring vision and goals for the future. This includes explaining the “why” behind the goals and the potential benefits to the affected stakeholders. I
sometimes used the vision of becoming a “world-class team” — which we defined as being a leader in the industry for what our team did — and in the process our customers, our company shareholders, and we as employees would all benefit.
2. Intellectual Stimulation: Transformational leaders encourage creativity and thinking “outside the box.” We can promote problem-solving and invite team members to explore innovative ideas. This can foster an environment of innovation and continuous improvement.
3. Individualized Consideration: Transformational leaders recognize the unique needs, abilities, and potential of everyone. We can function as mentors and coaches and provide support and offer opportunities for personal growth and development.
4. Idealized Influence: Transformational leaders serve as positive role models. We can show high ethical standards, integrity, and walk our talk about organizational and personal values.
How
To Become an Effective Transformational Leader
The 4 I’s provide a good foundation to become a more effective transformational leader. Let’s go deeper by looking at seven strategies we can pursue to increase our leadership effectiveness:
1. Improve our Emotional Intelligence. Emotional intelligence (EI) is an important trait of transformational leaders. EI involves an understanding of our own emotions while recognizing and influencing the emotions of others. If we have high EI, we can build strong,
empathetic relationships with our teams, resulting in improved trust, collaboration, satisfaction, and performance. A key part of EI is empathy. EI expert Daniel Goleman wrote, “Leaders with empathy drive performance. They understand people’s concerns and feelings, and this awareness strengthens relationships.”
We can pursue improving our current level of EI by inviting people we trust to speak into our lives, by asking team members for feedback, participating in 360-degree and other surveys, and taking and evaluating the highly respected Big 5 Personality Profile (you can take for free at outofservice.com/bigfive). When we further develop our EI, the following quote from Brian Tracy applies as we “[b] ecome the kind of leader that people would follow voluntarily, even if you had no title or position.”
2. Lead by Example. To be an effective transformational leader, we need to set a positive example for others to follow. We should take to heart the famous Mahatma Gandhi quote to, “Be the change that you wish to see in the world.” In addition to modeling values like integrity, resilience, empathy, fairness, and others, we also need to model transparency and accountability. This includes showing vulnerability (we are all human, after all), admitting our mistakes, and continuously striving to improve.
3. Develop and Communicate a Compelling Vision. As already mentioned, the need for a compelling vision is extremely important. To help develop this vision, we can ask ourselves, team members, and others affected by our teams what future success looks like. I agree with this quote from CEO and leadership expert Frances Hesselbein: “People want to feel what they do makes a difference.” When people feel they are part of something bigger, they’re more likely to go the extra mile. So, let’s connect the dots for our teams about the importance of what they do, and they will respond accordingly!
4. Challenge the Status Quo. Not everything that is part of the existing status quo needs to be changed. But embracing the philosophy of continuous improvement by asking questions, ongoing learning, and avoiding complacency leads to added value for all concerned. The goal is to make things better and create higher value for all our teams’ stakeholders. Where do we get ideas for improvement? I suggest starting by
asking the people that do the work and support customers, then join trade groups (e.g., PCCs, MSMA), take part in conferences (e.g., NPF, MAILCOM), and read trade journals like this one!
5. Empower and Inspire Others. To be effective transformational leaders, we must constantly work at empowering others, not just exert authority. As Simon Sinek wrote, “Leadership is not about being in charge. It’s about taking care of those in your charge.” To be transformational leaders, we must provide our team members with the tools, resources, and opportunities to help them grow and succeed. We should encourage autonomy and self-direction, while at the same time providing guidance and support as needed. As John Quincy Adams once said, “If your actions inspire others to dream more, learn more, do more, and become more, you are a leader.”
6. Show Appreciation and Recognition. Do you like to be at the receiving end of appreciation and recognition? I do, and researchers say that is a common human desire. When we regularly recognize and celebrate the achievements of our team members, the result is increased motivation and engagement. Acknowledging accomplishments — both big and small — helps develop a positive and supportive culture and encourages people to continue to strive for excellence. Recognition also fosters a sense of belonging and community and strengthens loyalty to us as a leader and our organization. Remember this quote from Harry S. Truman: “It is amazing what you can accomplish if you do not care who gets the credit.”
7. Help Develop Resilience and Adaptability. We know that leadership can be challenging, and transformational leaders show resilience in the face of adversity. Our ability to adapt to change, manage stress, and stay focused on our mission and goals is critical for sustaining progress. There is the concept of the “shadow of a leader,” which, in a nutshell, means that people are watching us as leaders to see how we cope with adversity and challenging situations. Like it or not, we are models either for better or worse. I agree with this famous quote from Winston Churchill: “Success is not final, failure is not fatal: it is the courage to continue that counts.” A transformational leader understands that setbacks are part of the journey and can serve as valuable growth and learning opportunities.
Concluding thoughts: The following quote from Ronald Reagan is relevant to a discussion of transformational leadership: “The greatest leader is not necessarily the one who does the greatest things. They are the ones that get people to do the greatest things.” Leadership expert John Maxwell voiced similar sentiments when he said, “Leaders become great not because of their power, but because of their ability to empower others.” As aspiring transformational leaders, we can harness this empowerment to inspire a collective vision and add more value to our teams and the people we serve!
Wes Friesen (MBA, EMCM, CMDSM, MCOM, MDC, OSPC, CCE, CBF, CBA, ICP, CMA, CFM, CM, APP, PHR, CTP) is a proven leader and developer of high-performing teams and has extensive experience in both the corporate and non-profit worlds. His book, Your Team Can Soar!, has 42 valuable lessons that will inspire you and give you practical pointers to help you — and your team — soar to new heights of performance. Wes can be contacted at wesmfriesen@gmail.com or at 971.806.0812. Wes will be speaking at NPF on Monday, April 28 at 4:00 - 5:00 on “Successfully Managing Your Operations.”
USPS PRIVATIZATION
BY LEO RAYMOND
As the American political landscape shifts again, one of the favored ideas that has re-emerged — as part of the broad push for “government efficiency” — is the privatization of government services, replacing what the federal government does with the same or reduced services supplied by private sector companies.
The USPS
Likely on the list of potential privatization candidates is the Postal Service. As a ubiquitous public sector employer of over 600,000 mostly unionized employees, it represents a juicy target for both conservative thinkers and private sector firms that could step into the agency’s space.
However, the first question is whether the USPS, as an entirety, could be privatized. Most people would say no, given the diversity and scope of the agency’s functions. For example, at the December 10 hearing of the House Committee on Oversight and Accountability, committee chair Rep James Comer (KY 1st) stated:
“… when we talk about efficiency, especially members on this side of the aisle, we think of privatization… The problem with that is nobody wants to deliver the mail to every house in America six days a week and to operate all those retail postal facilities. There’s no private company in the world that wants that.”
However, Comer noted, there were some private companies that could perform some functions.
If the package business is an example, that space is already populated by well-run, profitable, private sector companies operating integrated end-to-end networks. Postmaster General Louis DeJoy is trying hard to wedge the Postal Service into the package business, some say to the detriment of hardcopy mail. Regardless of his efforts, it’s reasonable to consider that work to be largely privatized already — if being open to private sector competition is the key indicator.
That leaves traditional mail — letters and flats — on the table; moving that type of material is both operationally different than moving boxes and the de facto, if not statutory, bailiwick of the American post for 250 years. That activity and its associated functions likely are what is envisioned when talk turns to privatizing the Postal Service. Even then, however, it’s not one homogeneous entity with inseparable components; rather, there are arguably four fundamental parts: retail, processing, transportation, and delivery.
Retail
This public-facing element of a postal service is the essential point of access for non-commercial customers. As has been well documented in the appeals filed with the Postal Regulatory Commission when the USPS has sought to close a post office, communities, especially in rural areas, see having a postal retail outlet — whether a “real” post office (i.e., operated by Postal Service)
or a contractor-operated facility — as a definition of identity and a critical connector to the world.
Aside from what’s sold, there’s nothing unique about the functions and staffing requirements of a postal retail facility, either, compared to any other store. (Any co-located delivery functions will be discussed below.) What is distinctive is that the majority of post offices aren’t profitable; the infrastructure, operating, and personnel costs outweigh the revenue taken in across the counter.
Therefore, operating all 31,000-plus post offices isn’t a commercially viable or attractive proposition. Privatization, if pursued, would self-limit to only those locations that would be profitable, with the rest retained by the government as a “public good” or essential public service. Offering additional services, whether government services or commercial products and services, might increase the viability of marginally profitable operations, but most would remain in the red.
Regardless, no politician hoping to ever get re-elected would support a measure that would negatively impact voters served by thousands of unprofitable, usually rural, post offices.
Delivery
At the other end of the postal continuum is delivery to addressees, and this has “how” and “when” elements. Generally, the “how” is either the mail is brought to the addressee, e.g., by city or rural carrier, or the addressee picks it up, such as from a post office box or through general delivery or caller service (there’s the link to retail).
Most people would argue that delivery requires not simply the ability to walk or drive from one point to another and match the mail to the address (though doing only that seems to be a challenge for some delivery novices). Rather, being entrusted with what the mail can contain requires a level of responsibility and accountability, as well as the commitment to ensure the mail actually is delivered to the right place.
Though, in theory, a private company could assemble a cadre of minimum wage workers to drop material in mailboxes, the delivery of mail is a core function of a postal service, at least in the view of most Americans, so privatization of delivery may not be what advocates should see as an initial venture.
Separate is the “when” and, for those seeking to improve “efficiency,” that may be where more immediate opportunity lies. The requirement for six-day delivery was always an expectation of the Postal Service; it wasn’t explicitly stated in the universal service obligation and only reflected in annual Congressional appropriation resolutions.
As the volume of mail has dwindled in recent years and the diversion of messages to electronic media has mushroomed, all while the number of delivery points has grown, the public perception that six-day mail delivery is essential has changed, and many surveys have found people would accept a lesser frequency. Unfortunately, the 2022 Postal Service Reform Act codified the six-day delivery requirement, so any change would require Congressional action — and overcoming the opposition of the carriers’ unions.
Transportation
The privatization of transportation has already happened; moving mail between post offices and processing facilities has long been dominated by private sector transportation companies. Whether operating by road, rail, or air, contractors have demonstrated they can reliably and efficiently get the mail where it needs to go. Moreover, contractors can be held to performance standards prescribed by the Postal Service and paid based on competitive bidding.
Unfortunately, Postmaster General Louis DeJoy has begun to reverse that age-old arrangement and is insourcing short-haul trucking to postal vehicle service drivers who are part of the American Postal Workers Union.
Contract drivers can be part-time or split-shift; career USPS employees have a fixed eight-hour schedule. Although the USPS won’t reveal whether insourcing will reduce costs (many believe it won’t), it will allow the USPS to find jobs for career workers — who, by contract, can’t be laid off — if they become excess because of processing network realignments.
Processing
The mail processing network may be the area where the greatest opportunity exists for private companies.
First, private sector firms already exist that process mail: presort mailers and consolidators have the same equipment
as postal facilities, work from the same distribution schemes, follow comparable dispatch schedules, and employ workers with tasks and skills similar to those of USPS employees.
Second, the cost of staffing a private mail processing operation would be lower. Wages and benefits aside, the complement of a private operation can be flexed by the hour, day, or other interval based on workload; other than a decreasing pool of temporary “pre-career” workers, postal staffing is inflexible.
The
mail processing network may be the area where the greatest opportunity exists for private companies.
Third, a private mail processing network does not require the construction of new facilities. Private companies like presort mailers and consolidators already have facilities, and contracted operation of existing postal facilities, run in compliance with USPS requirements, could be implemented incrementally based on the acquisition and training of workers.
Adding It Up
The foregoing analysis suggests a model in which the retail and delivery functions — the “First Mile” and “Last Mile” — might best remain as government functions while the “Middle Mile” could easily be outsourced to private companies.
Of course, the overarching question is whether that possibility is good public policy — which, in turn, is dependent on who is setting that policy and from which side of the political spectrum they draw their opinions about what can, should, or shouldn’t be offered by the government vs. private sector.
Though America has had a postal system operated by the federal government as a public good since 1775, there’s no guarantee that a not-so-distant future shift in political thinking can’t undo that for the benefit of private interests. Service to postal customers, already being subordinated by the PMG in the pursuit of an elusive self-sustaining Postal Service, likely would be pushed farther out of focus.
In turn, that begs another question: given the overall decline of hard-copy mail, and the decreasing use of postal retail and delivery channels, is there any long-term prospect of profit sufficient to draw the attention from private operators? As argued above, retail has only limited opportunity (a “maybe”) and delivery and services have less (a “no”).
However, the private sector has already established itself in transportation and has the capability to easily expand into mail processing so, for those functions, the answer seems to be “yes.”
Nothing Soon
Regardless of which form of privatization might emerge as the shiny object for proponents, the easier part might be drafting a proposal.
As has been seen in virtually every significant change to government operations — changes that involve legislative action — developing a consensus around a workable outcome would be the real challenge. Looking back at the major postal legislation in the US — in 1970, 2006, and 2022, for example — the legislative process is driven by competing interests, with the outcome decided not on its merits, but who had the greatest influence and how the horse-trading of provisions worked out. And, again referring back to the same examples, whatever might be done the first time likely would require amendment after amendment.
Therefore, even if political zealots focus on the USPS, don’t throw away your Forever stamps. Major changes to the Postal Service may take a long time — if ever — to be agreed upon, and longer still to be implemented; check back next year.
Leo Raymond is Owner and Managing Director, Mailers Hub. He can be reached at lraymond@mailershub.com.
THE CASE FOR AGE-RELATED MARKETING
BY KAREN KIMERER
Today’s consumers have high expectations when interacting with brands. They desire a personalized approach as well as seamless customer experiences. While these standards can pressure marketing budgets, the complexity of consumer behaviors can present a unique opportunity for brands to connect with their audiences on a deeper level.
A key factor influencing a campaign’s success is understanding the diverse needs and preferences of the intended audience. More specifically, research has shown that consumers of different ages have distinct priorities and values. By tailoring campaigns to address these differences, brands can create memorable experiences that foster engagement and loyalty. This article explores how mail and print service providers can help brands develop targeted, age-based campaigns to drive stronger connections and remarkable results.
Connecting Across Generations
Today’s diverse consumer landscape necessitates a more tailored marketing approach. Generic, one-size-fits-all campaigns are no longer effective. By understanding the unique preferences of different age groups, brands can develop targeted messaging that resonates more deeply with their audiences. This is where the power of production inkjet technology becomes essential— it enables personalized and impactful campaigns for each generation.
The first group, which consists of digital natives aged 18 to 26, thrives on visually engaging and dynamic content. Accustomed to the fast-paced world of digital media, these consumers pay attention to creativity and personalization. Key elements for this demographic include vibrant colors, design flexibility, and the ability to personalize at scale. This means bold designs, personalized offers based on past purchases, and interactive elements. Given these preferences, inkjet technology is an ideal match. It enables the creation of eye-catching campaigns that resonate directly with this tech-savvy audience.
The next age group, often referred to as value seekers, includes adults between the ages of 27 and 68. This diverse group prioritizes trustworthiness, familiarity,
and practicality. Given their hectic lifestyles, they respond best to ads that offer solutions and simplify their lives. High-quality printed materials reinforce brand credibility, while personalized coupons and discounts drive conversions. Additionally, the members of this group often prioritize a brand’s commitment to sustainability, making inkjet’s eco-friendly capabilities a valuable asset.
The third group, known as trust builders, includes consumers aged 69+. Simplicity, clarity, and trust are the cornerstones of effective marketing to this demographic. These consumers value established brands and straightforward messaging. In fact, they respond most positively to direct mail, and they often prefer it over TV ads. Given their focus on clarity and readability, abstract bold designs are less effective with this group than they are with younger demographics. Campaigns directed toward this age group must include crisp text with larger fonts and straightforward layouts, emphasizing the brand’s history to build trust. Timeliness is also crucial, and personalized messages that address specific needs (such as healthcare or financial planning) are also highly effective. Inkjet technology plays a significant role here because it enables brand owners to deliver time-sensitive information in easy-to-read formats.
Age-Related Behaviors
Savvy marketers recognize the importance of a blended marketing approach. The data below from Keypoint Intelligence illustrates that direct mail plays a key role in driving digital interactions.
While each age group responded positively to direct mail and its influence on their online behavior, the contrast between the youngest and oldest respondents is noteworthy. Young adults are considerably more likely to engage with a marketing email after receiving a physical direct mail piece than their older counterparts. This suggests that traditional marketing methods like direct mail still hold significant sway over younger generations, and can serve as a bridge between physical and digital engagement, as shown in Figure 1.
Looking deeper into the types of direct mail that foster brand connections, catalogs stand out as a powerful marketing tool across all age groups. More than half of all respondents confirmed that catalogs continue to influence their perception of brands, reinforcing the idea that tangible, well-designed print materials drive engagement. Notably, catalogs were found to significantly cultivate strong brand connections among young adults, likely because they
brand identity or print quality. As a result, direct mail remains a competitive and influential channel in today’s omnichannel marketing landscape.
Designing for Impact
To maximize engagement across various age groups, brands should focus on the following key strategies:
1. Design Tailored Content: Create catalogs with unique visuals and practical content that resonate with the audience’s age group to ensure relevance and engagement.
2. Build Brand Trust: Maintain consistent, high-quality messaging across all touchpoints, reinforcing your brand’s credibility and reliability.
3. Offer Targeted Incentives: Provide discounts and loyalty rewards that align with the preferences and needs of the targeted audience, encouraging action and repeated interactions.
4. Emphasize Value Propositions: Clearly articulate the value of products and ensure timely delivery to enhance
offer an immersive experience that digital ads often fail to replicate (see Figure 2).
The promising news for marketers is that relevance, clear messaging, and timeliness continue to be critical factors for effective direct mail campaigns, regardless of the demographic. Recent advancements in production inkjet technology have made it possible for marketing teams to access more costeffective short runs. This facilitates A/B testing, the segmentation of messaging based on demographics or geography, and the implementation of highly personalized campaigns — all without compromising
customer loyalty and engagement, making messages both relevant and compelling.
Production inkjet technology is a powerful enabler of age-based marketing, seamlessly addressing the diverse preferences and behaviors of different generations. Younger adults respond surprisingly well to direct mail despite being digital natives, so inkjet can be used to create meaningful connections. By incorporating interactive elements such as QR codes and personalized URLs, marketers can link print to digital
for an engaging, omnichannel experience that aligns with consumers’ expectations for dynamic content.
When it comes to middle-aged consumers who often strike a balance between traditional and digital marketing preferences, inkjet technology delivers highly relevant, data-driven content. This group values detailed information and tailored offers, both of which can be achieved via variable data printing. This approach ensures that each mail piece directly addresses the recipient’s specific interests and needs.
Within the 69+ age demographic, consumers tend to place a significant amount of trust in direct mail. Inkjet technology can be used to enhance clarity, readability, and print quality. Additionally, cost-effective short runs enable marketers to frequently refine their messaging, ensuring that printed materials remain relevant and engaging for this discerning audience.
Across all age groups, production inkjet’s ability to support quick turnarounds and personalized content empowers marketers to respond swiftly to changing preferences. Relevance and timing determine success in today’s fast-moving marketing landscape, and production inkjet ensures that direct mail continues to be a competitive and influential channel across generations.
The Bottom Line
Age-related marketing is a powerful strategy for engaging diverse audiences. By understanding the unique preferences of each age group and harnessing the capabilities of production inkjet technology, the mailing and printing industries can create campaigns that are not only visually appealing but also deeply impactful. From captivating young adults with personalized designs to building trust with older consumers, production inkjet offers the flexibility and precision needed to thrive in today’s competitive market. The opportunity to connect with audiences across generations is here today, so make sure you’re ready to seize it!
Karen Kimerer of Keypoint Intelligence has experienced the many challenges of expanding current market opportunities and securing new business. She has developed a systematic approach to these opportunities, addressing the unique requirements of becoming a leader in our changing industry.
WHY WOULDN’T YOU TALK TO CUSTOMERS ABOUT POSTAL PROMOTIONS?
BY MIKE PORTER
Regular executive appointments with clients are essential for your company if you want to retain your customers and expand the relationships. For print/mail service providers, getting meetings with customers isn’t easy. The influencers and decision-makers are busy. They need a good reason to accept your invitation.
The USPS postal promotions for this year are an ideal way to get your customers’ attention.
I’m assuming you know about the promotional program, or at least know it exists. If you need to brush up on the details, you can find plenty of great information in Mailing Systems Technology or directly from the US Postal Service. I won’t go into the details of each promotion here.
The important part is how the postal promotions can facilitate customer conversations that could be beneficial to your company. Your clients are certainly interested in paying less for postage. Approaching them with a plan that makes it easy for them to do so should get a positive response.
Discussions centered on postal promotions allow you, as the mail service provider, to show off your knowledge and strengthen customer relationships. Besides saving money, you can introduce new approaches to mail that improve the performance of your customer’s mailed communications. The promotion-generated postage savings are most likely to be spent with you as you process more mailings, enhance your customer’s mail pieces, or add multi-channel capabilities
that result in a higher campaign ROI for your customers.
Mail Promotion Benefits for Service Providers
1. A chance to demonstrate expertise. Show your customers your company is more than just an entity that sends out the mail. You are mail professionals who are in touch with all the latest developments and are acting as a trusted advisor, rather than an order-taker.
2. Opportunities for innovation. Many of the promotions involve techniques new to you or your customers. Show them how they can experiment with different approaches to mail, track the results, and use the data to guide future mailing projects — with less financial risk.
3. Encourages more mail. At least one of the promotions features discounts based on follow-on mailings. This means more mailing, coordination, design, and integration services you provide.
4. Promotes customer loyalty. Any time you can add value to a relationship, such as volunteering to develop and implement strategies that save customers money, you strengthen your connection. Customers who get more from their print/mail service provider than just printing and mailing are less likely to jump to a competitor.
Action Steps for Print/Mail Service Providers
1. Get familiar with the promotions. Inform yourself about the registration dates, promotional periods, the dis-
count amounts, and the qualification rules for each promotion.
2. Educate customers. Prepare presentation materials to explain the promotions to your customers. Remember that mail isn’t top of the priority list for most companies. Make sure your presentations are easy to understand. Don’t make the process seem complicated.
3. Set meetings with customers. Faceto-face or over Zoom, schedule time with your customers to show them something new that can make them money (with better direct mail results) and lower expenses (through the promotions).
4. Handle the details. Do everything for the customer, including registering for promotions, submitting samples and documentation, monitoring the application process, enrolling CRIDs, etc.
5. Execute the mailing jobs. Make sure the pieces are printed, prepared, and submitted in accordance with the promotion guidelines.
6. Monitor and report. Watch for results from mailing projects. Track everything. Schedule another customer meeting to review the results.
Don’t Miss This Opportunity
Mail may not be a thrilling subject for your customers. Simply calling them up to talk about general mail topics may not get them excited. But saving money, or making more money from their investments in mail, is a different matter. The postal promotions offer you a perfect excuse to have some customer conversations that might not otherwise occur.
A customer who has a positive experience with a postal promotion is a strong candidate for a testimonial, case study, or a referral. Keep in touch with them, show them the value of the project, and ask for such endorsements.
If you make the effort, even customers who decide not to participate in postal promotions are exposed to your professional approach to the customer relationship. They are aware that your company is highly capable in areas that could benefit them in the future.
Mike Porter at Print/Mail Consultants creates content that helps attract and retain customers for companies in the mailing and document industry and he assists companies as they integrate new technology. Learn more about his services at www.pmccontentservices.com. Follow @PMCmike on X, or send him a connection request on LinkedIn.
The Direct Mail Revolution Continues
By David Rosendahl and Christopher Lien
When we think about the institutions that have shaped our great American experiment, we’re reminded that even before we declared our independence in 1776, our founders understood something profound: a democracy requires connection. That’s why in July 1775, as a revolution stirred in the hearts of colonists, they appointed Benjamin Franklin as Postmaster General of a postal system that would become the connective tissue of our fledgling nation.
From its very beginning, the Post Office, which has now evolved into the United States Postal Service per the Postal Reorganization Act of 1970, has been binding our nation delivering periodicals, catalogs, personal letters, packages, and many vital messages and products. Throughout its 250 years, it has evolved and done more than deliver our mail: it has delivered on our democratic promise. It has connected rural communities to urban centers, ensured that every American, regardless of wealth or status, could communicate across vast distances, and provided a reli-
able pathway for citizens to engage with their government. The mail — perhaps more than any other service — embodies our commitment to equality, universality, and connection. In these ways, it has evolved and indeed been revolutionary in ways unique to any other postal system in the world. In fact, 44% of the world’s mail volume is processed and delivered by the U.S. Postal Service.
Consider, for example, how the shape, content, and usage of mail has evolved over these past 250 years. The postcard was actually the first text message! A short message with expedited delivery that would keep people apprised of events or the health of loved ones far away. Or the innovative catalog that had a coupon that could be clipped and brought into a store for a discount off an item. Or consider how Periodicals continue to bind our nation with educational, cultural, scientific, and informational value. Mail is one of the few direct marketing tools that marketers can feel confident will be touched, looked at, and most likely scanned or read. You may have 50 to 100 unread emails in your inbox,
but it is highly unlikely you have 50 to 100 untouched mail pieces in your mailbox, and when you touch them, they touch you back in transformative ways!
Mail, and, more specifically, direct mail, continues to be both evolutionary and revolutionary in its usage and value. Initially, direct mail was more of a broad approach, casting a wide net to a large audience with the hope that perhaps three percent of the recipients would respond. Mail tracking did not exist until recently and thus mailers had to take a “spray and pray” approach, praying that the delivery barcode sprayed on the piece would arrive to the correct prospect, generating a response that may be inferred from some other supported source such as a subscription renewal, store visit, or website purchase.
A Look Ahead
Today, the direct mail revolution continues not because it’s clinging to the past, but because it is embracing the future. It continues not because it’s rejecting digital innovation, but because it’s integrating with it. It continues not because
marketers are sentimental, but because consumers are responding, as marketers fully leverage the power of direct mail as part of an integrated omnichannel campaign with response rates of eight to 10% and even higher.
According to the ANA Response Rate Report 2023, direct mail had an average return on investment of 161% for a house list. With an ROI of that amount, is it any wonder that according to a Sequel Response 2024 Direct Mail Marketing Benchmark report, marketers surveyed increased their direct mail spending by 61%?
Of course, while direct mail is gaining interest, it is true that overall mail volume is declining. However, according to the recently published USPS Undeliverable-As-Addressed (UAA) report, UAA marketing mail declined at over twice the rate (-22.38%) as overall direct mail volume (-10.35%). This clearly indicates that the industry is starting to shift from a broad direct mail approach to a more targeted and purposeful effort, removing undeliverable and ineffective as addressed pieces. In short, the increased
price of postage is encouraging mailers and their mail service providers to focus less on the price of postage and more on the purpose of the piece, which is a good thing for the mailing industry.
The USPS also recognizes and encourages this direct mail revolution with mail piece promotional discounts and mail growth incentives. In 2024, the USPS saw a 43% increase in promotion participants over the prior year, and the Mail Growth Incentive was hugely successful in generating $5.6 billion more mail pieces and generating nearly $555 million in postage credits.
direct marketers are noticing. Astute mail service providers are not only leveraging USPS promotions to improve the value of mail, but they are also using mail as the foundation for an omnichannel play that expands their business and enables them to bridge physical to digital communications in exciting ways.
According to the ANA Response Rate Report
2023, direct mail had an average return on investment of 161% for a house list.
The Intelligent Mail barcode on a direct mail piece not only enables visibility of its journey from USPS induction to final delivery, but it also enables the opportunity to prime the mailbox by sending complementary digital messages during its journey, which strengthens the response rate and improves the overall campaign. Technological bridges are being formed from traditional CASS- and PAVE-certified solutions that traditionally viewed direct mail into digital omnichannel platforms. The data interoperability between physical and digital messaging platforms is a game-changer for mail service providers of all sizes and not only improves the value of mail but can also help get the mail service provider engaged in the purpose of the mailing.
While the Mail Growth Incentive is geared toward mail owners who mail a million or more pieces annually of either First-Class or Marketing Mail, the 2025 USPS promotions are accessible by nearly all mailers and especially useful for mail service providers that want to add value to their mailing services. The USPS is offering discounts of three to six percent for mail pieces that have interactive elements, tactile and sensory elements, connectivity to voice assisted devices, and even pieces that are created using artificial intelligence. There is a very good chance that mail service providers are already printing pieces that would qualify for these discounts and simply need to register their customers’ mailings through the USPS Business Customer Gateway.
Attribution is the key for direct marketers, and up until recently, direct mail did not have a direct and trusted way to measure its efficacy. However, with the advent of USPS Informed Visibility data and continued growth of Informed Delivery now reaching nearly a third of all households in the nation, direct mail rightfully has a seat at the table for measured attribution, and
The story of direct mail is, in many ways, America’s story: one of reinvention, resilience, and revolution. As we navigate the digital age, we need not choose between tradition and innovation. Instead, we can harness the unique power of physical mail alongside the speed of digital communication, creating connections that are both tangible and immediate, personal and far-reaching.
For businesses, this means seeing mail not as an outdated channel but as an opportunity for meaningful engagement. For consumers, it means appreciating those moments when we can step away from our screens and engage with something we can hold in our hands. And for all of us, it means recognizing that in a world where attention is increasingly fragmented, the ability to reach people where they live (quite literally!) remains extraordinary.
Resources are available for those ready to join this revolution, from the USPS PostalPro website to innovations showcased at the National Postal Forum.
The direct mail revolution isn’t just continuing — it’s only beginning. And we all have a stake in where it goes next.
David Rosendahl is President of MindFire. Christopher Lien is EVP Postal Affairs for BCC Software.
BY KATHLEEN J. SIVITER
THE GOOD, THE BAD, AND THE UGLY — PREPARING FOR THE JULY 2025 USPS PRICE CHANGE
The USPS has shared its potential price and structural changes for July 2025 with the mailing industry, and there is a lot to unpack and prepare for. There is some good, some bad, and some downright ugly. More information is likely to be shared at the National Postal Forum and, as always, the ultimate decisions on what will be in the USPS-proposed rate case (which should be filed in mid-April, before this article is published) will be made by the USPS Board of Governors.
The Good. Trying to stay positive, let’s start with the good in what the USPS is likely to propose.
The USPS will propose running its Growth Incentive program again for 2026, which presents an opportunity for qualified mailers to earn 30% postage credits based on their volume growth. The USPS is also looking at changes that will improve the program’s administration and hopefully reduce the burden on both the USPS and participating mailers.
The USPS also is looking at running similar promotions to those it is running in 2025, which gives mailers advance notice to make necessary preparations for promotions in 2026. A new promotion is being proposed for Marketing Mail Catalogs at least 12 pages long, bound, and including a list of products/services offered to allow an order to be placed. Qualified pieces can earn a 10% price reduction. It is also rumored that the USPS may propose increases in the incentive amounts for other promotions.
In other changes, the USPS plans to propose extending the Marketing Mail Marriage Mail discount to High Density Plus pieces; offer new discounts for FirstClass Mail pallets at SCF; and expand Marketing Mail weights (currently being reviewed by the PRC but linked to the elimination of Bound Printed Matter).
Also on the “good” list are the fact that the USPS is keeping in place the IMb Full Service and Seamless Acceptance discounts — which it increased last year.
The Bad. Unfortunately, there are some changes the USPS plans to make that will make many mailers unhappy. Included in its proposed structural changes, the USPS plans to eliminate DNDC entry drop ship discounts for Marketing Mail and Periodicals; eliminate Media/Library presort prices; eliminate Marketing Mail automation Basic Carrier Route letter prices; eliminate Bound Printed Matter (already filed at the PRC by the USPS); and eliminate FCM bundles in tubs (new 50 piece minimum for presort rates).
The Future. And hold on to your seat because there are more changes the USPS is considering for January 2026, including elimination of NDC presort rates; introducing zone-based pricing for origin-entered Marketing Mail and Periodicals; simplifying the Periodicals rate structure; and elimination of ADC rates for presort flats in First-Class, Marketing Mail, and Periodicals. The devil may be in the details on some of the January changes, so some may not belong on the “bad” list yet…
The USPS has published the proposed structural changes for July on its PostalPro website (https://postalpro.usps.com/july2025-release-overview).
The Ugly — Price Increases. Then there is the downright ugly — the price increases themselves. To set the stage and to be fair, let’s start by reminding everyone that the USPS did not raise prices in January 2025, something the industry had asked it to forego, knowing that even though it would mean higher prices in July 2025, at least it would be only one price change in a year vs. two. Industry has pushed hard to go back to only one price change per year because more frequent changes result in a tremendous utilization of resources and money with hardware, software, and process changes twice a year, not to mention contract renegotiations between mail service providers and their customers as well as presenting opportunities for companies to frequently reevaluate their use of the mail because prices are increasing. One price change per year is definitely better for the industry as a whole. That being said, there is no disputing this baby will be ugly…
Exactly how much is available to the USPS to increase prices depends in part on the CPI increases since the last rate change, so the below numbers reflect the CPI through February but not the final CPI, which means some changes can be expected. Included in these numbers are the amounts that are the result of the 2024 incentives and promotions — which are
always reflected in the USPS’s available rate authority but are more significant this year due to the Growth Incentive providing postage credits to participants exceeding an estimated $530 million for 2024 mailings.
The USPS will propose running its Growth Incentive program again for 2026, which presents an opportunity for qualified mailers to earn 30% postage credits based on their volume growth.
Overall, the USPS will have around 7.3% rate authority available. The USPS plans to factor Growth Incentive credits into rate authority cap calculations, as well as promotions, which may amount to 0.7% in
cap space for First-Class Mail that can be leveraged, and Marketing Mail will be an estimated 4.3%. This could result in up to an eight percent average increase on published prices for First-Class Mail and 11.6% for Marketing Mail. Add another two percent for those products (e.g., Marketing Mail Flats) or mail classes (e.g., Periodicals) that did not cover their costs for FY2024.
Again, some of these numbers could change if the USPS Board of Governors decides not to use all the available rate authority, or if the Postal Regulatory Commission (PRC) should disagree with the data filed by the USPS in its Annual Compliance Report for FY2024 on costs. The latter will be known by the end of March when the PRC issues its Annual Compliance Determination, and the USPS is expected to file proposed rates for July by April 9, 2025.
The Unknown… Of course, there are some big unknowns out there this year that could impact the USPS price and structural changes. Still waiting in the wings is the PRC’s next round of proposed changes to the USPS’s rate system, which could impact the prices the USPS charges in the future. It is unknown when the PRC will act on the proceeding, and it is also unknown what the PRC may propose.
In addition, there have been lots of legislative discussions around the Postal Service, many of which could have significant impacts on how the USPS operates this year and into the future.
Kathleen J. Siviter is Asst. Executive Director of the National Association of Presort Mailers (NAPM) as well President of Postal Consulting Services Inc. (PCSi), and she has over 30 years’ experience in the postal industry. She has worked for the U.S. Postal Service, Association for Postal Commerce (PostCom), and others, as well as providing consulting services to a diverse set of clients with interest in the postal industry. She has also worked with PostalVision 2020, an initiative designed to engage stakeholders in discussions about the future of the American postal system.
THE POWER OF PRESORTING YOUR MAIL
Cut Costs and Improve Performance with One Easy Step
By Beth Brown
Watching a Multi-Line Optical Character Reader (MLOCR) machine in action is an eye-opening experience. As mail pieces zip through the equipment at over 30 miles per hour, the technology reads addresses with remarkable accuracy using Optical Character Recognition (OCR). Handwritten fonts, once a challenge for machines, are processed effortlessly, and even undeliverable mail is redirected in real time. It’s easy to overlook what happens before a piece of mail arrives at your home, but the journey is one of advanced technology and innovation.
The Technology Behind Presorting
Presorting relies heavily on advanced machinery. Early versions of OCR technology struggled to read certain fonts, particularly handwritten ones, leading to rejection rates as high as 20%. Today, thanks to significant improvements, reject rates have fallen to less than two percent. These advancements have made the sorting process faster and more reliable.
MLOCRs play a crucial role in modern presorting by scanning, interpreting, and categorizing addresses with incredible speed and accuracy. These machines utilize sophisticated artificial intelligence (AI) algorithms to differentiate between fonts, correct errors, and even decipher complex handwriting. As a result, mail is sorted into precise categories, allowing for seamless processing and delivery optimization.
Why Saturation Matters More Than Volume
In presorting mail, the density of mail within specific geographic areas, referred to as saturation, often outweighs the importance of overall volume when it comes to cost savings.
A business sending only a few hundred mail pieces wouldn’t normally qualify for automation discounts. However, when mail service providers leverage saturation strategies, small-volume mailings can benefit significantly.
Saturation becomes especially valuable during seasonal spikes, such as the holidays, tax season, or special promotional periods,
when businesses experience surges in mail volume. By creating targeted sorting schemes for specific regions, mail service providers can optimize delivery and reduce costs.
By leveraging saturation strategies, businesses can capitalize on lower postage rates while ensuring their mail reaches recipients in a timely manner. This technique allows mailers to compete effectively even with limited mailing volumes.
Commingling: Collaboration for Greater Savings
Commingling is a process where mail from multiple customers is combined into a single batch, allowing both large and small mailers to achieve postage savings.
By grouping mail pieces headed to the same geographic areas, commingling enables smaller mailers to qualify for discounts that are typically reserved for larger mailings. Under current USPS rates, this process can yield savings of up to $0.18 per piece.
Commingling is especially effective with First-Class Mail, where combining multiple customers’ mail for similar destinations results in substantial cost reductions. This approach ensures that small-volume mailers benefit from the economies of scale normally enjoyed by larger businesses.
While commingling First-Class Mail is highly efficient, combining standard mail can be more logistically challenging and less cost-effective. Despite these hurdles, commingling remains an essential tool for achieving efficiency and savings, particularly during periods of high mail volume.
The Environmental Benefits of Presorting
Beyond cost savings and efficiency, presorting also has significant environmental benefits. As sustainability becomes an increasing priority for businesses and consumers, presorting offers a way to reduce the environmental impact of mailing operations.
1. Reduced Carbon Footprint: When mail is presorted, it can be grouped by geographic regions or delivery routes, allowing postal services to optimize delivery routes. This reduces the total
distance traveled and fuel consumption, leading to a decrease in carbon emissions associated with transportation.
2. Lower Energy Use in Processing: Presorted mail requires less sorting at the central facility because it’s already organized by destination. This means fewer machines and manual labor are needed, which reduces energy consumption and the associated environmental impact.
3. Decreased Waste from Undeliverable Mail: Presorting ensures mail is sent to the right locations, reducing the likelihood of returned or undeliverable mail. This not only minimizes the waste associated with returned mail (like packaging materials) but also reduces the need for reprocessing, which can be energy-intensive.
4. Better Use of Resources: Presorted mail often involves streamlined sorting processes that can reduce overproduction and unnecessary mailings. For example, businesses may be able to target their mailings more effectively, ensuring fewer duplicate deliveries or irrelevant communications, which helps reduce overall waste.
The Role of AI in Presorting
Artificial intelligence (AI) has revolutionized the presorting process, making it more efficient and accurate than ever before.
AI-powered MLOCRs can analyze addresses with unparalleled precision, identifying incorrect information and suggesting corrections in real-time. This minimizes errors and ensures that more mail reaches its intended destination without delays.
AI also enables predictive analytics, allowing mail service providers to anticipate mailing trends and optimize sorting methods accordingly. Machine learning algorithms can analyze historical data to determine the most efficient routing strategies, reducing delays and further enhancing cost savings.
Additionally, AI-driven automation has significantly decreased the reliance on manual labor, reducing operational costs for mail service providers. Automated systems can handle vast amounts of data, process addresses at high speeds, and even detect potential fraud or errors before mail is dispatched.
Harnessing the Power of Presorting
Presorting mail has come a long way from manual sorting to today’s highly efficient, AI-powered processes. The integration of MLOCR technology, saturation strategies, and commingling has transformed the way mail is processed and delivered. By leveraging these advancements, businesses can cut costs, reduce waste, and ensure their mail reaches the right hands with precision and speed.
With the continued evolution of AI and machine learning, the future of mail sorting looks even more promising. The ability to read and process addresses with near-perfect accuracy, optimize delivery routes, and reduce environmental impact makes presorting an indispensable tool for modern businesses. As technology continues to advance, mail service providers and businesses alike will benefit from even greater efficiencies, cost savings, and sustainability improvements in the years to come.
Beth Brown, an account executive at United Direct Solutions, is a highly accomplished direct marketing strategist with a proven track record of delivering exceptional results for her clients through data-driven campaigns. Her areas of expertise include strategic data acquisition, predictive analysis, and variable data printing, where she focuses on personalizing marketing materials to resonate with target audiences. Beth also specializes in comprehensive mailing fulfillment services, offering end-to-end solutions utilizing automation that ensure seamless execution for critical communications, from initial strategy to final delivery.
BOOTHS TO STOP & SEE AT
Visit Anchor Software in Booth 615 for information on our newest mailing and postal processing solutions. Our software is known for blazing speed, timely updates, and amazing technical support, so take a few minutes and stop by Booth 615 to see if we can help with your biggest mailing concerns. Not in the market for mailing software right now? No problem. Connect with us to see if we can help with any future needs or enjoy our in-booth events and grab some cool Anchor swag. See you there!
Atlantic Tape & Packaging has two outstanding branches of mailing equipment dealers. OAM Equipment has been serving the northern Midwest and mid-Atlantic regions for over 64 years, while SME Equipment has been serving the Southeast for over 28 years. That’s 92 years combined of providing premier turnkey solutions that increase customers’ efficiency and profitability. They are committed to continually improving processes, increasing quality and throughput, and providing unmatched service to you, all while helping you grow your company’s bottom line. Contact OAM Equipment at 216.391.3000 and SME Equipment at 770.887.3375.
www.semailingequipment.com
In today’s rapidly evolving postal landscape, staying ahead is not just an advantage — it’s a necessity! As a partner in postal operations, you understand the critical importance of efficiency, growth, and innovation so unlock your organization’s full potential with a visit to booth #737 with BCC Software experts to explore your Six Pillars of Success: (1) Optimized current software utilization, (2) Right-sized solutions for your mail volumes, (3) Leverage advanced data services, (4) Explore enterprise licensing benefits, (5) Streamline data and process workflows, and (6) Bridge physical and digital marketing channels. Act now to book a meeting time at:
Direct Logistics has cut through the pain and pricing of shipping logistics! Born-n-bred in the world of USPS destination entry drop-shipping, Direct Logistics is now rapidly expanding into Freight-of-all-Kinds. Whether you need truckload, LTL, or multimodal shipping, our advanced platform and expert support team ensure every load moves smoothly. From parcels to pallets, and from mail to machinery, we simplify logistics with near real-time tracking, seamless API integrations, and proactive support that minimizes delays and eliminates inefficiencies. With decades of experience in mission-critical freight, Direct Logistics handles the headaches so you can ship virtually anything, anywhere, with confidence — including palletized mail, as always!
Discover how Engineering Innovation Inc. (EII) is transforming mail automation at the National Postal Forum’s Booth #749. Learn about our new Apian Sort Engine, a powerful solution that extends the value of your capital investments and keeps your mailing operation running. Our experts will be on-site to discuss Apian Sort and answer your questions about Eii’s full range of mail and parcel processing solutions, including how we can help you add automation no matter how big or small your operation is.
your organization for improved results. Attend GrayHair’s presentations on “Address Management 101,” “Address Management 201” by recognized industry address data quality expert Adam Collinson, and “Working with Postal and Client Data at Scale” by Everette Mills and Josh McCaully. Additionally, visiting booth #629 provides an opportunity to connect with industry experts from GrayHair Software. Stop by to discuss specific methods for reducing undeliverable mail and improving overall mail performance. Those unable to attend NPF or any GrayHair sessions can inquire about receiving a copy of the presentation(s) after the show.
Join Kern at Booth 513 during this year’s NPF to discover how our innovative solutions can streamline your workflow and enhance your operations. Our team will be on hand to answer your questions and discuss how our products can support your unique needs. Whether you’re exploring new technologies or seeking expert advice, we’re here to help you find the best solutions. Stop by and chat with us to learn more about how Kern can make a difference for your business. We look forward to connecting with you and sharing our latest offerings!
Mail-Gard provides a Disaster Recovery Solution to keep your business solvent in the event a disaster strikes. Our Disaster Recovery experts, who will be at booth #334, can walk you through a disaster plan to back up your statements, checks, EOB’s and all other important documents.
www.iwco.com/mail-gard
leader of folder/gluers, rotary die cutters and special applications. Their solution for self-mailers,
courier style envelopes (2 directional work in one pass), presentation folders, remoisten adhesive, double sided / transfer tape, accurate tip-on of discount, magnetic and key cards, labels, window patching, RFID and Velcro has complemented the printing world and has helped sustain Moll’s longevity over 40 years as a USA manufacturer. The Moll FlexCut Rotary Die Cutter, running at 7,000/hr with inline nickless stripping, allows product to flow straight into a finishing section... visit Moll at the National Postal Forum Booth #649.
with all print presses. Built to scale, it empowers print service providers (PSPs) to maximize the potential of their modern print presses, add more value to print, and make every interaction count.
MAUREEN GOODSON AWARDED THE 2024 MEGAN J. BRENNAN AWARD
In January, Maureen Goodson was recognized as the recipient of the fourth annual Megan J. Brennan Award for Excellence in honor of her outstanding leadership in the logistics industry. This honor, bestowed by Women in Logistics and Delivery Services (WILDS), recognizes those women in the logistics, postal, and delivery industries who exhibit the leadership and collaborative traits for which Megan J. Brennan, the first (and, to date, only) woman to hold the position of Postmaster General, was so well-known. As the latest recipient of this prestigious honor, Goodson joins previous award winners Pritha Mehra, Tammy Whitcomb Hull, and Kate Muth. Goodson, the retiring National Postal Forum (NPF) CEO (how fitting we profile her in our NPF issue!), was recognized for her exceptional leadership in collaborating among industry, regulatory, and postal stakeholders. Goodson stated, “It is an honor to receive the fourth annual Megan J. Brennan Award of Excellence from the WILDS organization. To receive the award from an organization that epitomizes partnership and leadership in the industry, is the most important award I could receive as I finish my 30-year career.”
Goodson began her tenure with NPF in 1996 after she left the banking industry. She jumped right in as Manager of Registration for the National Postal Forum’s bi-annual event. Since postal classification reform was being introduced at the time, the event in Anaheim was considered a can’t-miss for mailers. This was somewhat of a challenge for Goodson; she had never
even been to a convention, let alone managed the registration and on-site attendance of 7,000 attendees! But she stepped up to the plate and certainly proved her mettle.
In 1998, she drew on her master’s in finance and became the Director of Finance for the forum, a position she held until she became the Executive Director of NPF in 2013. Over the next
decade-plus, in partnership with the USPS and the NPF board of directors, she developed and executed a strategic vision that drove growth and improved operational efficiencies.
This resume demonstrates how she certainly met the award criteria, which include appreciation for the employees of an organization, the ability to work collaboratively, and the desire to look at problems and opportunities holistically.
PMG Louis DeJoy concurred, stating, “It has been my pleasure to work with Maureen. Her dedication to providing postal customers with the best education and networking opportunities at the National Postal Forum has been of the highest caliber, and she has been a true partner in terms of providing the Postal Service the necessary tools and infrastructure to have successful Forums.”
Shoshana Grove, Chair of WILDS, agreed. “For more than three decades, Maureen has been the face of the National Postal Forum (NPF) for many of us. I have had the privilege of working with her both as a USPS program manager and as a private sector contributor. She has been the cornerstone of the event’s success year after year and has always supported WILDS participation in the event. Her warmth and dedication are unmatched — she seems to be everywhere at once. During her tenure, NPF has always provided an exceptional and engaging educational and networking experience for participants, while fostering customer loyalty to USPS. Maureen’s contributions to the Postal Service and our industry have been immeasurable.”
WILDS is a nonprofit organization created to promote women’s leadership in the postal, delivery, and logistics industries and to address the challenges women and minorities regularly face in these industries. For more information, visit www.shedelivers.org.
Business Continuity & Disaster Recovery
WHAT MAKES DIRECT MAIL SUCCESSFUL? Consumer Research Reveals What Works and What Doesn’t
By Kevin Carroll
Imagine this: You’re at home, looking through today’s mail. Among the bills, you see a beautifully designed envelope addressed to you — not “homeowner,” not “resident,” but you. You open it and find a piece that speaks directly to your interests, introducing a product or service you never knew you needed, and now you want it. It’s intriguing and tangible in a way that online ads could never duplicate.
This is what makes direct mail the second most enjoyable type of advertising.
Direct mail marketing achieves something no pop-up, email, or influencer ever can; it sparks curiosity from the moment you touch
it. But the magic lies in the details. The right strategy can enhance your campaign, while the wrong strategy risks wasted resources. This article explores recent consumer research on preferences and engagement with mail, offering applicable strategies for making your campaigns stand out.
Reaching Younger Audiences: Quality Over Quantity
The assumption that younger generations only engage with digital ads is as outdated as floppy disks. Forty-seven percent of consumers aged 25-44 say they enjoy receiving direct mail, the highest engagement among consumer groups. For these audiences, receiving mail is like getting a handwritten note in an age of text messages — unexpected and impactful.
That said, there is a fine line between delighting and overwhelming. While younger audiences appreciate the novelty of mail, 45% agree that receiving more than five pieces from the same sender in one year feels excessive.
Expanding your data sources can help you achieve a wider reach and minimize the likelihood of sending multiple mail pieces to the same person. Additionally, prioritizing high-quality mailing lists will permit you to reach consumers who are genuinely prepared to act. Establishing a solid strategy and testing routine is the best way to identify optimal timing and frequency.
Start with a manageable frequency, like two to three pieces each year, and use this as your starting point. After that, analyze past performance indicators, such as response and conversion rates, to make informed adjustments. You might also consider syncing your mailings with important events or seasons relevant to your brand. To make your direct mail successful, aim to maintain a strong presence without overwhelming your audience.
First Impressions: Launching Products with Direct Mail
Launching a new product? Direct mail is your golden opportunity to charm your audience. Unlike digital ads that disappear with a scroll, a well-designed mailer becomes a tangible discovery. A third of consumers revealed that mail improves their perception
of a brand — think of it as a carefully curated invitation to a lasting relationship.
The driving force behind success lies in personalization. A generic piece of mail is like handing someone a card without writing their name on it — it’s impersonal. Tailor your copy and visuals to resonate with your potential customers, making each recipient feel like the star of your campaign.
Starting with phrases like “Be the first to experience our new launch!” can quickly make consumers feel valued. Once you’ve captured their attention, enhance your copy’s impact and personalization by incorporating additional tailored elements that make them feel seen as an individual rather than just a statistic, such as:
“We’ve expanded our offerings to include ___, perfect for your needs.”
“We’re excited to introduce you to our upgraded ___.”
“See how we’ve improved our ___ to better serve you.”
“Explore our latest ___ and see what everyone’s talking about!”
A best practice for direct response creative is to design a mail piece that is easy to navigate. If your recipient feels they must jump through hoops to act, you will lose their interest.
Driving Action with Interactive Mail
Suppose you receive a postcard that says, “Scan here for a free 8 oz. coffee,” with a QR code leading you straight to your favorite café’s app. That mail piece becomes more than paper — it’s an invitation to act. Incorporating interactive elements like promo codes, QR codes, or personalized URLs connects the gap between physical mail pieces and digital follow-through. This approach works, making engagement easy and instant. More than 40% of consumers have visited the website mentioned on the mailer, and 25% report purchasing something they saw in a mailer within the last 6-12 months. But remember, a direct mail campaign isn’t just about driving sales. Consistent, intentional messaging builds trust over time, positioning your brand as memorable and reliable.
Testing different incentives, such as exclusive discounts or free trials, reveals what resonates best with your audience. Seventy-six percent of consumers say financial savings shape their perception of a brand, so combining compelling offers with polished, on-brand creative ensures your message doesn’t just grab attention but holds it.
Advancements in textural and sensory direct mail, such as special varnishes, scratch-and-reveal features, coatings, embossing, peel-off elements, and scents make direct mail successful for many marketers. These aspects evoke consumers’ senses, enhancing their experience while making a memorable impact. Imagine receiving a 20% discount coupon printed on pixelated, flimsy paper — it doesn’t inspire confidence. Yet, a sleek, thoughtfully designed mailer featuring the same offer feels trustworthy and premium.
Direct mail is an opportunity to tell a story, build relationships, and create moments of delight in a world crowded with digital noise. So, what story will your next mailer tell? Will it be a forgotten message or a memorable connection? With the right strategy, creative design, and personalization, your campaign can be the gift your customers didn’t know they were waiting for.
Kevin Carroll is the Director of Growth at SeQuel Response, a Franklin Madison Company, a leading direct response marketing agency. Kevin takes pride in nurturing collaborative and trusting client relationships to help them achieve their next level of growth and profitability with data-driven direct marketing programs. He regularly attends industry events to stay up to date with the latest trends, best practices, and challenges today’s marketers face as they work to drive business growth. Kevin studied public relations, advertising, and applied communications at the University of Northern Iowa.
THE LARGEST UNMANAGED SPEND CATEGORY WITH THE HIGHEST SAVINGS POTENTIAL
By Adam Lewenberg
Iam going to start with a blanket statement based on years of customer research: 99% of medium-to-large organizations have limited to no visibility to their mail spends across their enterprises. This leads to overspending, lack of control, and lost funds. This has become a bigger issue as postage costs have gone up 32-64% over the last three years, with a 10% increase expected in July 2025. You may question this statement or even be self-righteous about what you are managing today, but ask yourself if you have complete visibility to all the categories in Figure 1, for all areas of your organization. You may be surprised.
Mail is typically the largest spending category with limited processes in place to reduce costs. Can you imagine running a company with as little visibility into other major areas such as real estate, labor, or raw materials? People may think that this is a small area, but when you factor all spend segments, it is typically in the multiple millions of dollars with large savings opportunities. The entire print and mail industry is over $200 billion in spend, and larger organizations make up the majority of this.
In this article, we will discuss how to put processes in place and the benefits of having enterprise visibility to drive savings.
Causes of Lack of Visibility
The main contributor to this lack of visibility is that the spend is fragmented around different groups and vendors, making it diffi-
cult to centralize the information. There is also a knowledge and ownership gap that makes this issue even larger. Here are the main areas of mail spend:
Mail Equipment and Postage – These are the metered mail spends at the medium to larger locations. Offices may make their own decisions on equipment and are responsible for funding their own postage. There may not be a central owner who is managing this category, and even those that do may not have decent reporting or any centralized invoicing.
Home and Small Office Mail – Now that more people are either working from home or from small offices, this category is increasing. People are buying postage on credit cards, filling out expense reports, using petty cash, or, worst of all, sending things through expensive overnight services because it is easier to manage.
USPS Permit Accounts – Larger mailings are funded with direct USPS accounts. These are fragmented because there are different groups controlling their own USPS relationships, which are infrequently linked to a master postage funding model. The following is an example: Statements are processed by one account, business reply accounts are at the office level, and marketing mailings are managed by the third-party vendors that are generating the mailings.
Outsourced Print and Mail Services – This can be one of the worst categories because there could be one to 50 different
service providers used for different printing and mailing projects. There is no standardization, and their fees will vary greatly.
Expedited Document and Parcel Shipping – There are typically great controls for what ships from the main distribution centers that have traffic management oversight. Where most organizations fall is visibility to the desktop shipping done to send expedited letters and small packages from their field locations and home office workers.
Savings Gained Through Visibility
There are major savings in every category, but having complete visibility is required. These are the main savings areas we typically find once the data can be viewed in a centralized format:
1. Postage Savings – As you can see from Figure 1, there are many ways to reduce postage costs. The key is to have the data in a format where the mail volumes and costs are visible.
2. Equipment Savings – We are averaging 74% for equipment savings based on setting up national contract rates, rightsizing equipment to the proper levels, and removing unneeded assets. These are items that can be done by any organization with proper visibility.
3. Fee and Overcharge Savings – There are specific overcharges and fees on mailing vendor invoices that can be caught once reviewed; these savings can be made by having a central review process.
4. Lost Postage Recovery – With office closures, moves, divestitures, staff eliminations, vendor changes, and projects no longer funded, postage gets forgotten and lost. Postage meters, USPS permit accounts, and pre-deposited funds at mail service providers are all assets and should be tracked accordingly. There are millions in lost funds every year that can be eliminated with the proper visibility and controls.
5. Outsourced Print and Mail Service Savings – This can be the largest area of spend with the highest savings opportunity. Through managed bids, vendor consolidations, invoice validation, and service level optimizations, the rates paid can be reduced dramatically.
6. Expedited Document and Parcel Shipping Savings – Through rate shopping, service level optimization, and staff usage controls, shipping costs can be optimized.
Methodology for Enterprise Visibility
The process below is the easiest and fastest way to collect the data, with the highest level of accuracy, while involving the fewest people.
1. Identify your current vendors – The main vendors that should be searched are:
Mail Equipment – Pitney Bowes, Purchase Power, Reserve Account, Quadient, Hasler, Neopost, Neofunds, Total Funds, Mail Finance, FP, Francotyp-Postalia, Postalia, Stamps.com, Endecia. com, CMRS
USPS – USPS, United States Postal Service, Post Office, Postmaster, US Postal Service
Outsourced Mail Services – You should survey your main mail center, marketing department, and accounts receivable to see what third-party mail services are being used.
Expedited Document and Parcel Shipping – UPS, United Parcel Service, FedEx, Federal Express, and DHL are the primary vendors used by most organizations.
2. Work with Accounts Payable – In most organizations, most of the mail spends will be paid by an invoice that flows through a central accounts payable department. Pull a report of the last 12 months of spend from the vendors above. We recommend using a wildcard * or % before or after the names of these vendors in case it is listed differently inside your system. This spend should be sorted by vendor and then cost center to find the unique relationships. You will find many that duplicate as you are paying for similar services throughout this period. Find one or two invoices from each vendor and cost center combination and request a PDF copy of the bill. This is needed because you will not have enough information in the excel export to understand the relationship. From the specific invoice, you will be able to pull the following: Location address, account number, services description, and agreement terms.
3. Go to your largest vendors and see what support they can provide. This is the type of support that we typically find:
Mail Equipment – They can either provide you a report of their identified spends or you can take the information that you gather and create a profile on the vendor’s website. This will provide visibility to the equipment and postage spends throughout your locations. You can also request copies of agreements and end of lease dates where required.
USPS – You can link the identified spends to a centralized visibility account on the USPS Business Customer Gateway portal. This can provide you with the details of the specific transactions processed, balances, and accounts serviced.
Outsourced Print & Mail Services – Request copies of agreements, invoice copies, and access to their client portals.
Expedited Document and Parcel Shipping – The carriers should be able to provide you consolidated billing details as needed as well as annual reviews of the total corporate spends.
4. Build a central repository for the information – We have found that with the way that postage, equipment, and services link, it is best to have a web-based platform that can view these spends together in one place. If this is not possible, you can build a spreadsheet model that can suffice.
5. Update the data – The information is only valuable when it can be updated easily so you can monitor the changes over time.
Every year, the USPS and the private carriers raise rates by eight to 20%. The only way to combat this is to have the needed visibility to your spends and to optimize each category to make sure your costs are at the lowest rates. Although there is work in creating these controls up front, they are much easier to maintain, and they make managing the spend much easier. There is no reason mail must be the least managed category when there are ways to simplify its oversight to drive savings.
Adam Lewenberg, CMDSS, MDC, President/CEO of Postal Advocate Inc., runs the largest Mail Audit and Recovery firm in the United States and Canada. They manage the biggest mail equipment, postage and mail related services portfolio in the world. Their mission is to help organizations with multi-locations and mail streams reduce expenses, recover lost postage funds, and simplify visibility and oversight. Since 2011, they have helped their clients save an average of 74% and over $92 million on equipment, postage, shipping and outsourced mail service fees. He can be reached at 617.372.6853 or adam.lewenberg@postaladvocate.com.
