PAGE 16 IS THE PRINT INDUSTRY AT A CROSSROADS? PAGE 10
OUTSOURCED PRINT & MAIL SERVICES: THE LARGEST SAVINGS OPPORTUNITY.
PAGE 20
TAKE YOUR MAIL PIECE DESIGN TO THE NEXT LEVEL.
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Kathleen J. Siviter
VOLUME 37, ISSUE 5
MAGAZINE STAFF
President Chad Griepentrog
Publisher Ken Waddell
Editor Amanda Armendariz amanda.c@rbpub.com
Contributing Writers
Paul Bobnak, Mark Fallon, Wes Friesen, Richard Huff, Karen Kimerer, Merry Law, Adam Lewenberg, Mike Porter, Leo Raymond, Clayton Rozario, Kathleen J. Siviter
Audience Development Manager Rachel Chapman rachel@rbpub.com
Advertising Ken Waddell 608.235.2212 ken.w@rbpub.com
Design Kelli Cooke
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MAILING SYSTEMS TECHNOLOGY (ISSN 1088-2677) [Volume 37 Issue 5] is published six times per year (January/February, March/April, May/June, July/August, September/October, November/December) by
MAIL IS HERE TO STAY
BY AMANDA ARMENDARIZ
It seems like a few years ago, the talk of declining mail volumes was everywhere. In the news, at industry conferences, and even in personal conversations (when I would mention to people that I was the editor of a trade publication focused on the mailing industry, people would sometimes get a sympathetic look in their eyes. A few would even make wisecracks about it being time to look for
a new job). But I believe in the power of mail, and thankfully, so do so many knowledgeable folks in our industry. It’s become clear now that while mail volumes have indeed declined compared to the peak, pre-digital years (and will likely never return to those levels), the medium is still a crucial communications vehicle for organizations to reach their customers. Check out Richard Huff’s article on page 16 for more on the con-
tinued importance of mail and how it can benefit your organization.
Of course, we all know that while mail is incredibly effective, it’s also much more expensive than its digital counterparts, so saving money wherever possible is at the top of everyone’s lists. This issue contains some great cost-cutting advice, and to take it a step further, make sure you register for and attend PRINTING United this September in Las Vegas. You’ll be able to meet with many exhibitors who may be able to offer you the solutions you need for optimizing your mail operation, and the networking is phenomenal. Plus, if you’re there on Tuesday the 10th, you’ll be able to attend my panel on maximizing the effectiveness of your direct mail while keeping costs down — how apropos! Visit PRINTINGUnited.com/register for more information, and I hope to see you there!
As always, thanks for reading Mailing Systems Technology.
MISTAKES CAN BE OUR FRIENDS!
BY WES FRIESEN
Do you sometimes make mistakes? I do! Do your team members sometimes make mistakes? Of course they do, because as Al Franken wrote and we all know, “Mistakes are a part of being human.” In a world obsessed with success and perfection, the idea of making mistakes and experiencing failures often carries a negative connotation. However, making mistakes has the potential for significant benefits if we manage them well. Before we dive into the value of mistakes, let’s define what we mean by the word. Harvard Professor Amy Edmondson in her book Right Kind of Wrong defines mistakes (i.e. errors) as unintended deviations from prescribed standards (key is unintended). In contrast, violations occur when an individual intentionally deviates from the rules, and that becomes a coaching issue. We will focus on the potential benefits of unintended mistakes.
Potential Benefits of Mistakes
Before we dive into the potential benefits of mistakes, we should make a distinction between catastrophic mistakes versus non-catastrophic. Catastrophic mistakes are those that have major detrimental results such as significant monetary loss, human injury, or even death. These are never acceptable, and we should have policies, procedures, and processes in place to prevent them. Non-catastrophic mistakes are those that have relatively minor impact and are typically correctible or have no long-term effects. Here are four potential benefits of non-catastrophic mistakes:
1. Mistakes can be excellent learning opportunities! Mistakes and failures offer invaluable learning opportunities that cannot be replicated through success alone. Each misstep offers a chance to reflect, analyze, and improve. Author James Anthony Froude wrote, “Instruction does not prevent wasted time or mistakes, and mistakes themselves are often the best teachers of all.” Henry Ford once said, “The only real mistake is the one from which we learn nothing.”
SurePay President Michael Alter counseled, “Mistakes are the tuition you pay for success.”
2. Mistakes can lead to improved processes and systems! W. Edwards Deming (father of the Quality Movement) wrote, “Eighty-five percent of the reasons for failure are deficiencies in the systems and processes rather than the employee. The role of management is to change the process rather than badgering individuals to do better.” If we have psychologically safe work environments where mistakes are freely admitted and analyzed, we can look for process and systems improvements to minimize future mistakes.
3. Mistakes can result in greater resilience and adaptability. Mistakes that we learn from and navigate positively build our resilience and future adaptability. When we and our teams have positively managed a past mistake, confidence is increased that future mistakes can also be dealt with well. Author Gever Tulley wrote (paraphrased), “Persistence and resilience only come from having been given the chance to work through mistakes.”
4. Mistakes can help improve innovation and creativity. Sometimes mistakes are made in attempts to try something new or different from the past. Examples could include working with new equipment, software, or technology, or trying new procedures or processes, or developing new or improved products or services. We have all benefited from people in the past who were innovative and creative and tried new things (thank you, Thomas Edison, for the light bulb!). Philosopher Edward Phelps wrote, “The man who makes no mistakes does not usually make anything.” Albert Einstein said, “Anyone who has never made a mistake has never tried anything new.” Author James Joyce wrote, “Mistakes are the portals of discovery,” and hockey star Wayne Gretzy famously said, “You miss one hundred percent of the shots you don’t take.” When trying something new or different, making mistakes and learning from them can be valuable and part of the innovation and growth process.
How to Gain Value from Mistakes
Here is a five-step process that can help us turn our mistakes into valuable lessons:
1. Acknowledge our mistakes. When we or our team members make a mistake, we should admit it right away and apologize, as necessary. Making the effort to own up and apologize for a mistake shows respect to the people who have been affected by the mistake. Acknowledging mistakes builds trust and credibility and can start the process to learn from the mistake and make positive changes so future mistakes are avoided. As leaders, we should model owning our mistakes and create a safe environment for our team members to acknowledge their mistakes too. I like this quote from speaker Michael Johnson, who counseled, “Acknowledge that you failed, draw your lessons from it, and use it to your advantage to make sure it never happens again.”
2. Analyze our mistakes. Once a mistake is acknowledged, the next step is to analyze why the mistake was made. We can think about what caused the mistake, and what was done well and what was done poorly. We should be thorough, objective, and rational, not emotional. Getting input from every person involved with the mistake is important. Our goal is not to place blame but to get to the root of why a mistake was made. We have heard the saying that “experience is the
best teacher.” A better principle is “Evaluated experience is the best teacher” and that is what this step is all about (evaluating what happened and learning from it).
3. Find lessons. After we have done an analysis of why the mistake was made, we can now find lessons to apply to the future. Ideally this step should involve everyone on our team that was part of the mistake or that may have helpful ideas for future improvements. Examples of potential lessons may include the need for improved training; changes to procedures or processes; better quality review; or other ideas to avoid repeating the same mistake. We want to take to heart the quote from author George Bernard Shaw, “Success does not consist in never making mistakes, but never making the same one a second time.”
4. Develop and implement a plan to apply lessons. Now that we know why a mistake was made (i.e., lessons), the next step is to develop a specific plan to address the lessons. This is where we decide what we will do to prevent future mistakes. Our plan should include enough details that we are confident the
root causes are addressed and remedied. Once the plan has been vetted with all people affected, the next step is to implement the plan. After a plan is implemented, we can monitor and follow up to ensure it’s achieving the desired results.
5. Keep a learning and growth mindset. Having a learning mindset is thinking of ourselves (and our teams) as constantly learning. Keeping a learning mindset can help us and our teams view mistakes as lessons and growth opportunities rather than failures. Psychologist Carol Dweck has researched and developed the concept of a “growth mindset” (versus a “fixed” mindset). She explains, “In a growth mindset, people believe that their most basic abilities can be developed through dedication and hard work. This creates a love of learning and resilience that is essential for great accomplishment.”
Bonus Tip: Learn from the mistakes of others!
Legendary businessperson and investor Warren Buffett once advised, “It’s good to learn from your mistakes. It’s better to learn from other people’s mistakes.” I love this advice, don’t you? There are many
ways we can learn from the mistakes of others, so that we don’t have to repeat the mistakes ourselves. We can read books, articles, blogs, and excellent trade journals such as this one. We can actively take part in trade associations, conferences, seminars, and webinars. It’s also valuable to build our personal networks, so we can mutually share and support and learn from others that have similar responsibilities. While mistakes may be perceived as a setback, they can serve as a catalyst for learning, growth, resilience, and innovation. Managed well, mistakes can make us — and our teams — better and truly be our friends!
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.
MAIL SERVICE PROVIDERS: STAND OUT WITH CONTENT MARKETING
BY MIKE PORTER
In the eyes of the customers, mail service providers all look pretty much the same. To stand out from the crowd, these companies must find ways to differentiate themselves. One affordable way to do that is with content marketing.
Publishing interesting and informative content lets current and prospective customers know your company has something more to offer than just getting the mail out the door.
Effective content marketing involves more than just throwing random posts up on your blog or social media channels. You must craft a strategy focused on your target audience’s needs and interests. When you offer valuable information, you establish your brand as an industry leader, attract attention, and differentiate from the competition.
Consider the following types of content to enhance your print/mail service brand:
Blog Posts: Regular, insightful blogs on topics relevant to how your customers use mailed communications can help drive traffic to your site and position your company as a thought leader.
Case Studies: Highlight successful projects to show your expertise and build trust with potential clients.
Video: Use video to explain processes, tour your facility, or encourage viewers to visit your website and access other content.
How-to Guides: Provide step-by-step guides on using your services effectively, designing mail pieces, or preparing their data files to help customers get the most out of what you offer.
Whitepapers: Show your audience that your organization has deep knowledge and experience with designing, producing, and distributing mailed items.
By integrating these content types into your marketing strategy, you’ll attract attention and also position your brand as knowledgeable and helpful. This approach can set you apart from competitors who rely solely on traditional marketing methods. Publishing relevant informational content also makes your company’s website attractive to the search engines, helping the organization be more visible to prospective customers searching for services you offer.
The Basics of Content Marketing for Mail Service Providers
Kickstart your content marketing journey by recognizing the unique aspects of
your mail service and leveraging them to create interesting content. This may involve sharing insights into the value of multi-channel marketing, offering tips on efficient mail handling, or discussing the latest trends in postal services.
By creating high-quality content interesting to your audience, you will engage them and position your brand as a trusted authority.
When we work with customers, we stress the importance of structuring a comprehensive content plan, not just a series of one-off projects. From working with clients in the customer communications industry, we’ve found that publishing without a plan usually results in a few predictable, but undesirable, outcomes.
A focus on too much top-funnel brand awareness content, while neglecting the needs of prospects further along in the sales process.
Expectations of immediate spikes in activity after publishing a single item (and being disappointed or discouraged when it doesn’t happen).
Unbalanced coverage of the industries you serve or services you offer.
A gradual decline in content publishing cadence and dwindling response.
A content marketing plan should encompass your organization’s goals and an understanding of your customer’s needs, interests, and pain points. You should also understand your own sales process, with knowledge of what steps prospects usually take as they progress from mild interest to signing on as a customer.
Your content should aim to solve a problem, impart knowledge, or inspire action to encourage prospects to proceed down a path that leads to a sale. By consistently providing value, you attract prospective customers and build lasting relationships with your existing clients. The goal is not just to sell but to educate and inform, establishing your brand as a go-to resource in the mail service industry.
Maintaining Consistent Content Output
Consistent content supports trust and reinforces your brand’s presence. Customers and prospects expect regular updates, so it’s important to deliver without fail. Search engines also value regular publishing as a sign that your website
offers up-to-date information that searchers want. Begin by planning your content calendar. Identify key dates, events, or industry milestones to ensure your content stays relevant.
Every one of our clients has a custom content calendar — a roadmap for what content comes next and when it will be delivered. We don’t start creating content for a client until we have a plan.
In the creation phase, develop a mix of content types, like blog posts, videos, and infographics. Vary the formats to keep your audience engaged and allow you to cater to different preferences. Short-form content works well for quick updates and staying top-of-mind, while long-form content encourages in-depth exploration. Each piece should serve a purpose and provide value to your audience.
After creating the content, ensure it aligns with your brand’s messaging and visual style. Customize these assets for different platforms — for example, reformat a blog article into a series of social media posts or turn a white paper into a video summary.
Don’t forget about repurposing. Breathe new life into old content by updating statistics, incorporating feedback, or changing the medium. This strategy saves time and money while expanding your reach. Consider turning a well-received blog post into a LinkedIn article or an informative video.
Consistency doesn’t mean bombarding your audience. High-quality, regular content builds trust and keeps your brand top-of-mind. Follow a schedule that suits your team’s capacity and stick to it. Over time, this consistent approach will foster loyalty and engagement from your audience, helping your brand stand out in a crowded market.
Promote the Content
After creating high-quality content, promoting it is essential. Start by leveraging your email list, if you have one. Send out newsletters featuring your latest blog posts, for example. Include links that lead to more content on your company website.
Use social media platforms likely to be frequented by your target audience. Share snippets or teasers of your content with direct links back to your website. We increase web traffic for our clients by executing long-term social drip
campaigns that send prospects to the website content long after our clients originally posted it.
Another effective strategy involves collaborating with influencers or industry experts. They can help you reach a wider audience by sharing your content on their platforms. Partnering with influencers positions your brand under a trusted light. Get featured as a guest on some podcasts or volunteer to be interviewed by a publication aimed at one of your target industries.
Promoting content should be a consistent, strategic effort to ensure your audience notices what you have published and values what you offer. The greatest article ever written has no value to you unless the right people read it.
Organizations of any size can put the power of content marketing to work for them, even with a small budget.
How to Measure Content Marketing Success
As I mentioned earlier, it is important to define goals before you embark on a content marketing strategy. Without the goals, how will you know how well you are doing or when to make an adjustment? Whether you seek to increase brand awareness, generate leads, or improve customer retention, your objectives shape the metrics to capture.
Content marketing does not directly generate sales. It’s a big contributor, but rarely will you publish an article that immediately brings in new customers. The effects of content marketing are more subtle. Everything you publish and promote connects with other elements of your marketing strategy. Direct attribution is usually impossible. No one can say for sure that sales increased X% because they published a certain article, but that doesn’t mean content marketing is unmeasurable.
Key Metrics to Watch
Page Views and Unique Visitors: Measure how many people visit your content. Peaks and trends in visitor numbers can show you which topics and formats attract the most attention.
Engagement Rates: Track likes, comments, shares, and mentions on social media. These indicate how your audience interacts with your content and can point to areas needing improvement or highlight new opportunities.
Click-Through Rates (CTR): See how often users followed your call-to-action links. High CTRs suggest compelling content that motivates action, while low CTRs might point to weakly worded or misplaced calls-to-action.
Conversion Rates: Monitor how many website visitors turn into leads or customers. This reflects your content’s ability to guide potential clients through your sales funnel.
SEO Performance: Improved rankings drive organic traffic, showcasing your content’s reach and influence. Look for tools that can help measure how well your web page content performs over time.
Affordable for Everyone
Organizations of any size can put the power of content marketing to work for them, even with a small budget. Content marketing does not require a large investment to create, publish, and promote. You just need knowledge, time, some writing talent, and a commitment to execute your content plan consistently.
Differentiation in the marketplace is important in the mailing business. Without it, customers view your services as a commodity, forcing you to compete mostly on price. Such a condition results in low profits, inability to invest in new technology, and tenuous customer loyalty. Content marketing levels the playing field, allowing any size organization to compete with larger, well-funded enterprises.
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, where you can find information on downloading a free content marketing playbook.
THE PRINT INDUSTRY AT A CROSSROADS
BY KAREN KIMERER
The print industry has long been a vital resource for mass communication and general business operations. With the rise of digital transformation and e-commerce, consumer preferences have shifted. People now expect faster turnaround times, personalized products, and more environmentally friendly practices. This has prompted the industry to innovate and adapt, offering new opportunities for print service providers (PSPs) that are open to embracing cuttingedge technologies. Still, these changes come with challenges for PSPs, such as investing in new equipment, training, and, in many cases, the requirement for significant operational adjustments.
Despite these challenges, embracing new technologies like production inkjet presses can benefit PSPs that are looking to capitalize on the increasing demand for customized communication. This evolution can strengthen their competitive edge, create new revenue streams, and unlock business opportunities. This article discusses the rapidly changing landscape of print and explores why PSPs need to adapt if they hope to survive and thrive in today’s modern market.
A Disconnect Between Print Volume and Print Devices
With its demonstrated resilience and adaptability, our industry continues to navigate the evolving landscape of digital transformation. With this transformation comes good news — print volumes
are forecasted to grow through 2028. According to data from Keypoint Intelligence, color print volumes are expected to experience a compound annual growth rate (CAGR) of 7.2% (see Figure 1).
This resilience is a testament to the industry’s ability to evolve beyond the limitations of how print was once manufactured to meet the changing needs of today’s market.
Although digital color print volumes are on the rise, unit placements for color production equipment are not experiencing the same growth. In fact, the number of devices sold is expected to demonstrate a moderate decline over the next few years. This seemingly contradictory trend can be explained by a two-pronged shift: consolidation of print technology and consolidation in the industry.
Print technology consolidation is prominent in copy and reprographic centers (CRDs) or smaller commercial
quick print shops. The drive to move print from smaller devices to larger production print equipment is directly related to the changing demands of marketers and consumers. Production printers offer precise color management, wider substrate compatibility, and high registration accuracy. This makes them ideal for high-value documents that require personalization and shorter print runs. According to Keypoint Intelligence’s forecast data, inkjet technology leads in unit placements due to lower operating costs and higher productivity when compared to electrophotographic (EP) options. Just as Apple’s iPod and later smartphones disrupted the music industry, new inkjet technologies are challenging the dominance of traditional and EP print.
Industry consolidation continues to shift the competitive landscape. The onset of sophisticated production printers puts pressure on PSPs to invest in more capable digital presses like inkjet so they can stay competitive. As a result, there is a notable shift in industry consolidation as companies merge or acquire competitors to gain access to the necessary resources. This consolidation isn’t just a passing trend; it has become a necessity. These larger entities created through these mergers and acquisitions are better positioned to innovate and adapt to evolving customer demands by combining their resources and leveraging the latest technologies. They are able to offer the speed, customization, and eco-friendly options that modern customers crave while also implementing advancements like process automation and artificial intelligence to improve operational
efficiency and meet the needs of a diverse workforce.
Transforming High-Demand Print
While the intent of this article is to be informative rather than spurring a buying frenzy of inkjet production printers, it’s clear that PSPs willing to embrace new technologies face a golden opportunity. Consumer demand for customized communication continues to excel, and inkjet technology is perfectly positioned to capitalize on this trend. The rise in print volumes produced by inkjet technology reflects a booming market and potential for growth. Take digital promotional print materials, for example. Think direct mail, brochures, catalogs, inserts, coupons, posters, or banners — print designed to promote a business. Inkjet presses shine in all these applications due to the high plate costs associated with traditional print and the increasing need for shorter print runs. Of this particular mix of applications, direct mail and brochures hold the most significant print volumes, while catalogs boast the highest projected CAGR (see Figure 2).
With a solid plan in place, the future is bright for PSPs. What’s key to remember is that it’s not just about keeping up; it’s about unlocking a world of possibilities for brand owners through better customer communications. Effective promotional print products are crucial for companies of all sizes.
From Cassettes to Clicks: A Cautionary Tale for Slow Adapters
If you’re still not sure about production inkjet being the wave of the future,
consider the music industry’s initial resistance to digital music distribution. For decades, record labels held onto the cassette and CD model, dismissing Napster and peer-to-peer sharing as piracy, not a sign of evolving consumer habits. This rigidity meant they were slow to develop user-friendly and legal alternatives like iTunes or Spotify. While the industry eventually adapted, it lost significant control and revenues during that crucial window. This serves as a cautionary tale for any organization that is hesitant to embrace technological advancements and shifting consumer preferences.
If you’re a PSP that is already convinced of the need for change but unsure where to start, here are three practical steps to initiate the inkjet journey:
1. Conduct thorough market research to understand your specific customer base and their evolving needs. Look for business reasons that support short runs and personalized print. Perhaps your best customers are focused on improving their customer retention rates. Explore the opportunities to implement high-impact direct mail campaigns or catalogs.
2. Evaluate the financial feasibility of an inkjet investment. Consider factors like print volume, job mix, and jobs lost to competitors. If it’s still not clear that an investment in an inkjet solution is the right thing to do (now), form partnerships with established inkjet print providers. Your customers will appreciate the benefits!
3. Seek expert advice. Whether it’s from peer groups, research organizations, or
a reputable inkjet technology vendor, their guidance and support can give you the confidence to make the right decisions. With several different types of inkjet solutions and even more addons or options, you can’t ask enough questions. Their expertise will help you navigate the complexities of inkjet technology and ensure a successful transition.
The Bottom Line
With its ability to bridge the gap between affordability and quality, production inkjet is poised to democratize high-end printing, making it accessible to a wider range of creators. While overcoming initial perceptions of inkjet quality remains a hurdle, the future is bright. Production inkjet technology has matured significantly. Today, it offers exceptional quality, efficiency, and a pathway to a thriving future for the print industry. As production inkjet technology continues to evolve, a fascinating question arises — will inkjet become the dominant force, or will a hybrid future with traditional methods emerge? Only time will tell, but one thing’s for sure: innovation is shaping a vibrant future for print!
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. She is well-versed in 1:1 marketing, web-to-print, direct mail, book publishing, supply chain management, data segmentation, channel integration, and photo products.
“PAUSING” WITHOUT SLOWING DOWN
BY LEO RAYMOND
Postmaster General Louis DeJoy often shows his pique toward anyone or anything that he perceives is interfering or resisting the full-speed implementation of his 10-Year Plan, including members of Congress.
At an April 16 hearing before the Senate Homeland Security and Governmental Affairs Committee, most of the panel was critical of declining service and the potential consequences of planned processing facility changes. This was reinforced in a May 8 letter from a bipartisan group of 26 senators, addressed to the PMG and the Governors of the Postal Service, repeating the call to pause further network realignment.
Among the signatories was Sen Gary Peters (MI), chair of the Senate Homeland Security and Governmental Affairs Committee, who, among other senators at the April 16 hearing, complained about DeJoy’s lack of responsiveness to letters and requests for information from Congress. Having more than a quarter of the Senate express their common concerns about the PMG’s Plan should have been a clear signal to both
DeJoy and his allies on the Board that they need to rethink that Plan and pause further implementation until the issues raised repeatedly by senators have been satisfactorily resolved.
How DeJoy and the Governors chose to respond was interesting, to say the least.
After years of compliant support for DeJoy’s 10-Year Plan, the attention from Congress seemed to inspire a member of the Board to offer a different opinion — a bold departure from the usual stilted consonance of the Governors.
In a public statement made at the Board’s May 9 meeting, former Deputy PMG Ron Stroman agreed that the Postal Service needs to develop an integrated network for mail and packages, and noted that the hub-and-spoke network it’s developing, modeled on those used by other carriers, “has the potential to create a more efficient network,” but cautioned that “it has some inherent risks.” He added:
“…To better manage these risks, I believe we need to slow down new network changes until service has gotten close to our service targets for 2024. We should then more gradually phase
in changes over time. Slowing down our network changes would accomplish several things. First, it would minimize the impact of any service declines on the entire network. Second, it would stop the necessity to address sustained service declines in several parts of the country simultaneously. Third, it would allow management more time to examine future network plans and to make necessary adjustments. Fourth, it would provide more time to ensure that the right employees are in place and provide them with the sufficient training. Finally, it would give the Postal Service more time to stabilize the network and ensure the country’s confidence in our network and the design well ahead of the November presidential election…”
Regardless of their motive, Stroman’s public comments were unprecedented. No member of the Board has ever spoken out during the Board’s open session in a way that was less than fawningly supportive of the PMG’s Plan, let alone suggestive of the need for any degree of reconsideration.
In a letter sent the same day to Sen. Gary Peters, DeJoy appeared to react to Stroman’s comments, finally agreeing to slow some network changes:
“…Further to our conversation yesterday, I agree to pause the movement of processing operations associated with the Mail Processing Facility Reviews. In response to the concerns you and your colleagues have expressed, I will commit to pause any implementation of these moves at least until after January 1, 2025. Even then, we will not advance these efforts without advising you of our plans to do so, and then only at a moderated pace of implementation... I want to stipulate as part of the pause however that the positive investments in the facilities on the attached list will also not commence, just as the annual cost savings associated with these mail moves will not be achieved while we pause. We estimate the expected annual cost savings to be $133-177 million, and the positive investments to be more than $430 million….”
It deserves noting that his carefully worded agreement was to defer “movement of processing operations.” He did not commit to a “pause” in either ongoing
facility reviews or the opening of more RPDCs or S&DCs, so the “pause” is simply to let the heat cool on politicians, not to truly alter his Plan.
In that vein, claiming that “confusion continues to proliferate in some circles about the work we have underway,”
DeJoy wrote another letter on May 20 “to clarify the various initiatives we have ongoing” as well as those “we agreed to ‘pause’ in my letter to you on May 9.”
DeJoy’s six-page letter also clarified that, unlike past facility consolidations where all processing operations were moved elsewhere, the current “mail processing facility reviews” will result in relocation of only outgoing mail processing, not closure of the facility. He made it a point to note that “in some cases, the movement of these operations is freeing up space so that a Sorting and Delivery Center… can be co-located at the facility,” hoping to soothe politicians’
concerns about the loss of union jobs in their states.
Noting that “our plan currently provides for 60 locations,” the letter listed 13 regional processing and distribution centers now or soon to be open, then added that “our plan currently provides for approximately 190” local processing centers, listing 20 that are now open or planned to be open soon.
Adding further “clarification,” DeJoy stated that “nearly all these RPDC and LPC facilities for which we are not pausing implementation are existing and operating. The work we are engaging in with these initiatives is to catch up on 20 years of deferred maintenance, upgrade 30-year-old technology, install modern sortation equipment and rearrange our production floor layout to logically accommodate the difference between the size of a letter and the size of a package.”
Lastly, the letter stated that “to date, we have deployed 55 S&DCs and will deploy an additional 28 prior to September 30, 2024.
The sum of all his correspondence and “clarifications” is that the network revisions he implied were being “paused” may not be as suspended as his agreement with Peters seemed to suggest. Any facility construction seems to be continuing, completed facilities are being opened, and plans to open more RPDCs, LPCs, or S&DCs are going forward. So, despite a “pause,” DeJoy and his Plan aren’t slowing down. If they’re still paying attention, how Congressional politicians will react to this remains to be seen.
Leo Raymond is Owner and Managing Director at Mailers Hub LLC. He can be reached at lraymond@mailershub.com. This article is based on information from a recent Mailers Hub newsletter.
HAS AN INCREASE IN REGULATIONS LED TO A DECREASE IN INTERNATIONAL PACKAGES?
BY MERRY LAW
As international mail documentation requirements have increased, international postal package volumes have declined. The USPS and the Global Postal Network — the designated postal operator of the UPU’s member countries and their suppliers — are depending on small packages from e-commerce to maintain mail volumes sufficient to continue an effective international mail network. The designated postal operators are those appointed by their respective countries to deliver mail nationally and send mail internationally in line with the UPU’s treaties and regulations.
These operators send international mail to the designated operators in other countries. Although many countries
have a liberalized postal sector and more than one postal operator, the designated postal operators send mail only to the designated operator in another country. Designated operators in other countries send US-bound mail to the USPS, the US designated operator.
The number of packages flowing internationally from one designated postal operator to another has decreased. Near-shoring, consolidators, free ports, and any other route options allow mailers to bypass the designated operator in their home country and inject packages or any mail in, or closer to, the destination country. Packages entered through these alternative routes usually require commercial documentation. This documentation may cover a large group
of packages, eliminating the need for customs forms on each package and simplifying the paperwork for the mailer. The mailer or their agent can then use the designated postal operator or an alternative for last-mile delivery.
Near-shoring, consolidators, free ports, and any other route options allow mailers to bypass the designated operator in their home country and inject packages or any mail in, or closer to, the destination country.
Many of the requirements for more information and documentation originate with national laws around customs controls and tax collections. These regulations apply to packages entering via commercial or postal routing. The UPU and the designated postal operators have no control over those authorities. However, the postal operators are obliged to comply with the laws and regulations, resulting in more requirements and paperwork for mailers. Each country, of course, enacts its own laws. So, the requirements for the entry of packages into a country vary from nation to nation. Fortunately, many countries require the same information based on the standard
customs form. Unfortunately, a few countries are requiring additional information. These additional pieces of information may not have a specific space on the customs form or in the SSF and may require additional documents.
Private-sector services can provide more services than the designated postal operators provide in clearing packages through the customs process. These might include the services of a customs broker to resolve any issues that come during customs clearance and any duties paid by the sender of the package. This customs payment is referred to as Delivery Duty Paid (DDP), as opposed to Delivery Duty Unpaid (DDU), where the package’s recipient is required to pay
any duty. Until recently, postal packages were all DDU. Some postal services now offer DDP; the USPS does not, although it is working on a DDP solution.
The designated postal operators have an obligation to provide universal service under the UPU agreements. They offer the most complete last-mail delivery services in most countries. (The exceptions to that are the failed or failing postal operators in some less-developed countries.) How many packages enter from a foreign country via commercial routes and are then entered as domestic mail with the designated postal operator is not known. Nor do we know whether this is better or worse for the postal operators’ bottom line, including for the USPS.
The complex environment of near-shoring, free ports, commercial consolidation shipping, and international postal transport has made analyzing whether there is or isn’t growth in international packages to consumers difficult. The reports looking at this have not, to date, looked at all the options; it may not be possible with the complexities involved in this changing and challenging marketplace.
Merry Law is President of WorldVu LLC and the editor of Guide to Worldwide Postal-Code and Address Formats. She is a member of the UPU’s Addressing Work Group and of the U.S. International Postal and Delivery Services Federal Advisory Committee.
By Richard Huff
THE CONTINUED IMPORTANCE OF MAIL
Printed documents remain a vital customer communications channel and represent a key component of an organization’s customer communications management (CCM) strategy. There is no doubt that paper is here to stay. While the volume of digital communications, including email and text messages, continues to grow, the fact remains that a large percentage of customers still prefer printed communications. Based on discussions with our clients, Madison Advisors finds that printed communications are the preferred choice for more than half of all customers when it comes to highly personalized documents, such as those relating to finance and insurance.
Customers, both young and old, remain committed to paper. Surveys of the North American market indicate that approximately three-quarters of millennials prefer working with paper documents, as they offer a break from the digital environment. A MarketingSherpa survey found that approximately 82% of consumers trust print advertising. And more than half of consumers rely in part on direct mail to make pur-
chasing decisions. A nearly equal amount dislike and attribute negative brand associations with digital advertising.
Printed communications act as the universal standard for customer communications. Customers who are uncomfortable with electronic systems or rely on others to assist with critical matters prefer printed documents, which are easy for them to retain, transport, and share. North American customers who struggle with English find it easier to share printed documents with those providing assistance to them.
The National Center for Education Statistics (NCES) found that 21% of American adults, or about 43 million people, have low literacy skills bordering on illiteracy. These individuals lack the reading skill to compare and contrast information, paraphrase, and make low-level inferences. These individuals often rely on friends and relatives to translate or explain documents, which they prefer to show in printed form.
In addition, printed communications are accessible to disabled individuals. A significant percentage of people in the United States struggle with digital channels due to vision impairment, physical challenges, and lack of access to digital
resources. According to the Centers for Disease Control (CDC), 61 million US adults, or one in five, live with a disability. Roughly 4.6% of the US population suffers from blindness or has serious difficulty seeing, even with glasses. With the rapid increase in digital communications across all industries, these individuals rely on screen readers and accessible content to consume these digital documents. However, organizations delivering customer communications in a digital format need to take additional steps to make these documents accessible.
Print Persists
Printed documents have much greater staying power. Catalogs, newsletters, and flyers often wind up on kitchen counters and dining room tables for weeks. For marketing purposes, the longer promotional material is in front of customers’ eyes, the more likely it is to convert prospects into leads. For transactional documents, such as bills, many customers rely on the paper bill as a reminder to make a payment.
Catalogs, newsletters, and flyers all serve to attract attention and instigate an initial engagement with prospective clients. These materials can drive sales in their own right, but they can also help bring prospects to your website. You should consider any people who visit your site after seeing your print advertising as successful conversions. You’ve managed to interest them with your material and now you can continue your advertising efforts in the digital realm.
Some consumers want more than a rapid-fire spiel. They enjoy lengthier content that provides both breadth and depth. Standard mail advertising gives you a chance to reach these sorts of prospects. Newsletters can include messages from executives, as well as special offers and new products. Catalogs can spell out the company’s charitable initiatives. All this provides more value to readers.
Digital technology can leverage traditional tools in powerful and surprising ways. For example, who would have thought that direct mail would experience a resurrection? That’s exactly what happened when mail pieces were paired with a QR code that consumers can scan to learn more. Furthermore, unique URLs and QR codes allow marketers to gather extremely granular data, permitting them to develop robust marketing analytics regarding ROI and attribution, and eroding the advantage of digital channels.
Personalization in print/mail form, for a deeper connection to an organization’s customer base, is perceived as less intrusive than through digital channels. The immediacy of seeing one’s recent browser choices reflected in sidebar ads can be startling. Digital advertising models utilize personal data collected both with consent and without consent to drive the ad selection, whereas printed communications rely on the data gleaned from interactions with the organization.
Digital marketing channels rely on browser cookies. However, with Google phasing out third-party cookies on browsers and Apple implementing changes to its iOS 14 mobile operating system, organizations will no longer be able to rely on third-party cookies to identify potential customers. In addition, new and emerging data privacy regulations will force organizations to be more transparent in their data collection processes and explain how and when personal information is shared with business partners. Our clients have already indicated they need to add privacy policy statements and detailed data collection options on their websites and customer portals to comply.
Optimize Processes for Better ROI
For financial services organizations and government agencies, which operate under state and federal regulations that mandate the production and mailing of printed documents, the approach has been to finely tune production operations. These organizations utilize a range of software tools and best practices to manage costs.
Of all the production challenges facing print and mail operations, postage costs are perhaps the biggest. Postage represents more than 75% of the total cost of printed communications. Print and mail centers manage postage with operational excellence. Document composition optimization works to both reduce page count and take maximum advantage of the pages available. Composition tools can organize documents by page count to create a print run suitable for the same size envelope. Presort software groups together documents being mailed to the same mailing center or ZIP Code. The United States Postal Service offers significant postage discounts to large mailers affecting a threedigit or greater pre-sort.
White space management solutions calculate the amount of blank space on each page of a printed document and add marketing messages or advertisements, which would otherwise be an additional slip of paper, into the available white space. Eliminating the need for an additional piece of paper in the envelope results in significant cost savings.
Instead of being viewed as a necessary expense, printed communications should be considered a valuable tool capable of delivering necessary transactional information, while carrying marketing messages. Printed documents elicit a more consistent response from customers and offer opportunities to connect to digital campaigns. If managed well and used correctly, printed documents remain a vital customer communications channel capable of delivering a better customer experience.
Richard Huff is Senior Analyst at Madison Advisors, an independent analyst and market research firm that addresses the needs of the electronic and print customer communications management marketplace. Visit https://madison-advisors.com/
BRIDGING THE GENERATION GAP
By Clayton Rozario and Mark Fallon
The mailing industry is going through an era of disruption fueled by changes in technology and postal policy. We need to work together to address these issues and ensure the continued relevancy of mail. An essential element to any success will be finding ways to bring together people from different generations.
We hope this conversation between someone in his thirties (Clayton) and someone in his sixties (Mark) helps start more discussion across the generations.
How do you think the different generations perceive changes in technology?
Clayton: My generation, and people younger, have this expectation of tech-
nology to be constantly changing. Think of rapid changes in phone technology — rotary phones, push-button phones, cordless phones, caller ID, pagers, cell phones, and now smartphones. The rate in which we’ve experienced change is impressive.
So, when you talk about that resistance to change in our industry, it has the potential to drive millennials out. If we don’t continue to see change, we might lose those individuals. We need to incorporate and embrace change in our industry. Ultimately, losing key players in a niche industry is not a game that we want to play.
Mark: I agree with you. Our industry, by nature, is very conservative. If you make an error in a mail piece, it’s there for every-
one to see. And being correct, especially in transactional mail, is most important.
Back in the 1990s, modifying the print file after it was created was introduced. That software allowed for changing addresses in the print file, and also file-based processing for inserting, [but] companies were slow to adapt to that change… until they saw it successfully used by another operation.
How will the next generation impact the industry?
Clayton: At the top, I think the emphasis will be on personalization. We value personalized experiences, like tailored messages in marketing campaigns. Everything produced will have a taste of personalization. We know that the key to better ROI is
advanced targeting, so this trend should align with industry best practices.
Mark: Companies can take advantage of the data they have to make their messages more personal. And they now have the USPS Informed Delivery platform to push that further.
Clayton: Exactly. Informed Delivery is a service that provides a digital preview of your incoming mail, plus email notifications about expected deliveries. Younger generations [are] likely to embrace things like this because it connects us.
Also, it provides more data back to the company sending the mail — instant data. Everything we touch and do has to use data. That leads to the question — did I make the best decision I could using all the tools at my disposal? Informed decisions lead to a better experience and engagement with the customer. Think Yelp; you read a restaurant review, you see ratings, you get a peek at the menu. We used these to make a decision and now are fully engaged with [our] purchase. The industry will continue to leverage actionable data and increase engagement.
Mark: We need people who love data in our industry as much as we need people
who love paper and print and postal regulations. We need people who love data, and understand how to use the data collected throughout the process — addresses, print, production, and postal — to improve efficiency and effectiveness.
What’s the biggest barrier you encounter when speaking to someone from a different generation?
Clayton: When I’m speaking to someone from a different generation, perceptions come to mind. Often, there’s perceived lack of experience. Especially in our industry. It exists anytime there’s a 10-year gap, in every industry — whether you’re a mechanic, or a printer, or work in the digital space. That leads to questions about your credibility and to be taken seriously.
Mark: You used the word “perception,” and I couldn’t agree more. It works in both directions. Those of us who are older need to remember what it felt like to have our ideas dismissed. Likewise, younger members of the industry can’t dismiss the concerns being raised about the impact of change. I’m not talking about people putting up roadblocks, but someone holding a caution sign.
What strategies have you found effective in bridging the communication gap between different generations in the workplace?
Mark: They key remains with perception, and I think the way you better understand perceptions is by intentional connections. This isn’t something that can happen by accident, but must be done thoughtfully and on purpose. That includes not only considering the messaging, but the platforms used. I may talk to my brother on the phone, but I text my nieces and nephews.
Clayton: It has to be a goal, in other words.
And for younger people, you need to demonstrate your expertise on any subject, because that’s what others are looking for. Show that you’ve done your homework by presenting well-researched data and case studies. Our industry is big on case studies, and others respect and appreciate it.
Show how your ideas have succeeded elsewhere. This industry is adaptable, but you have to support your proposal and back it up.
Also, pick the brains of someone you know from an older generation. You must seek mentorship opportunities that are right for you. The Leaders Connect program, supported by the industry and the USPS, is a great place to start. If you are looking to partner with known industry stalwarts and add value to your current or future employer, sign up for Leaders Connect today!
Mark: The last point I’d like to make is the importance of reaching out to others who aren’t from the same generation. For those of us who are older, those connections will remind us how important it is to help those who will take our roles.
Clayton: I do feel like Millennials, which I am a proud member of, are a bridge to prior and future generations. This conversation underscores the importance of bridging generational gaps through intentional connections. Millennials’ adaptability to rapid technological changes needs to be balanced with the conservative nature of the industry.
Clayton Rozario is Senior Product Manager, BCC Software. He can be reached at crozario@bccsoftware.com.
Mark M. Fallon is President, The Berkshire Company. He can be reached at mmf@berkshire-company.com.
BY ADAM LEWENBERG
OUTSOURCED PRINT AND MAIL SERVICES: THE LARGEST MAIL SAVINGS OPPORTUNITY
Iam going to start out with a blanket statement based on years of customer research: 99% of medium to large organizations have limited to no visibility into their mail spends across the enterprise. This leads to overspending, lack of control, and lost funds. The largest category of this overspending is with respect to mail that is outsourced to third parties consisting of print, mail, and presort services.
Most of the mail in the United States is not processed in local offices, but instead sent to outsourced print and mail services who have the proper equipment, staff, and expertise to do it efficiently. The issue is that this is one of the least understood categories, with the lowest level of visibility and the highest opportunity to overspend. When we analyze what organizations are paying for these services, we find huge discrepancies in the rates paid, the level of detail provided on invoices, and the lack of knowledge and visibility to the scope of the services being provided. This category can be in the hundreds of thousands to millions in annual spend and, because of these issues, can have significant savings opportunities.
There are three key ways to reduce your costs with outsourced print and mail services, and each is equally important in your program’s optimization.
1. Visibility Is the Key to Success
To put the numbers in perspective, these
outsourced providers, commonly known as print and mail services, are processing over 70% of the nation’s 109 billion pieces of mail. This is a multi-billion-dollar industry made up of thousands of providers. Most organizations that we work with have limited to no visibility to what service providers they are using, the cost of the projects they are outsourcing, and the breakout detail, which was driving their rates. The reason is that the spend is typically fragmented with different groups creating projects, and these groups typically will not communicate with each other. Some of the most common mail jobs we see include:
Statement and transaction print documents – Accounts Receivable
Advertising-based projects – Marketing
Customer service information announcements – Customer Service/ Operations
Internal staff mailings – Human Resources
This visibility is made more difficult when there are multiple locations and lines of business all working with different outsourced providers. We recommend having one person or group take responsibility for managing this category holistically to have the understanding and data to create the leverage for change.
The level of visibility is difficult to manage because each vendor invoice has different
degrees of detail. We have seen bills for large sums with a single line charge, while others break out every service area into multiple sub-groups that may be difficult to understand. You will find incredible variations in the rates charged from one job or service provider to another. Also, there can be significant overcharges because invoices are infrequently audited against a contract rate.
The key to reducing costs is to develop a standard process to build this visibility to better understand your mailings and fees. We developed a system to categorize every charge into one of the mailing categories listed in the chart on the next page. With this, you can now compare cost of services, providers, and the impact of changes.
2. Optimize How You Are Sending Your Mail
Now that you have the visibility to your mailings, you can develop strategies to reduce costs. The biggest savings potential is optimizing the way you are sending current projects using your existing providers.
Postage is the largest cost of most mailings, making up over 50% of the spend. There are multiple strategies that can be utilized, from moving mail closer to its destination, leveraging USPS quarterly incentives (if applicable), or consolidating spend under your own direct presort arrangements. There could be additional
savings by changing from Flats to Letter or from First-Class Mail to Marketing Mail, or validating that full-service IMb (Intelligent Mail Barcode) discounts are in effect. The key is having a person on your team that understands what is available and can push the service providers to optimize the spend.
Printing is the next biggest area with large variations in costs. Ask the questions: Does everything have to be in color, can roll print be used instead of cut sheet, and is high-speed inkjet printing viable instead of laser? We recommend understanding your print costs to make sure you have benchmarks against your various service providers.
Print suppression by converting to email or web presentment is one of the best ways to reduce costs. Understanding the full printing and mailing costs could provide a business case to offer incentives to clients who go electronic.
Pay attention to the cost of image creation, storage, and presentment because this can grow drastically based on the longevity of images that are stored and accessed. Understanding the total cost of this spend provides the means to decide if it makes sense to offload this work from the service providers to your own storage models.
There can be savings in the remainder of the categories above based on having the details of how items are mailed.
3. Optimize Your Mail Service Providers
The final step is to make sure that you are using the best providers with the most competitive rates. With the data we have gained from the visibility step, you will
see drastic rate variances between providers, and it is a best-in-class practice to do a request for proposal (RFP). This can be done on a project-by-project basis (if you do infrequent mailings), but a best practice is to develop national agreements with fewer providers where you can get higher service levels, account management, and lower costs. Here are items that are important when selecting a service:
Where are your customers? If you mail locally, you will get faster delivery times if the service provider is in your area vs. needing to send across country. On the other side, if your customers are nationwide, you may want to look for providers with multiple mailing locations that can split projects to be closer to the customer. If you are going to mail from one location, is the service provider in the center of the country or near a USPS hub to provide better service levels? Finally, what is the cost of labor in your area? If you are in a high cost of living region, it may make sense to look at providers in less expensive parts of the country who can offer lower pricing.
What type of mail are you sending?
Some service providers focus on transactional mail like statements or invoices, while others focus on marketing projects. You may want to have different vendors for these different categories. Also, some providers may focus on a specific vertical, like healthcare or insurance, which can offer a higher level of service.
What added value services will you need? Examples include creative, transportation, web presentment, storage of stock, or on-demand mailing ser-
vices with online portals and third-party agreements with presort services and international remailers.
When creating the RFP, it is important to control the template so you can easily compare services. It is equally essential to know all the fee structures of your current projects to make sure they are represented. The biggest issue companies have is that they focus on the cost to mail the one-page document and do not look at the other items we mentioned above that could have a significantly larger impact on the total cost. It is also valuable to be able have sections where each provider can discuss their visibility and support models as well as provide references.
With no visibility, many mailers are spending millions of dollars with these outsourcers and on permit accounts with limited controls or internal expertise. The good news is, with the proper resources and processes, this can be one of the largest categories for savings as well as creating simplicity in its oversight and management.
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 $87 million on equipment, postage, shipping and outsourced print & mail service fees. He can be reached at 888.977.6245 x 501 or adam. lewenberg@postaladvocate.com.
TAKE YOUR MAIL PIECE DESIGN TO THE NEXT LEVEL
By Paul Bobnak
In marketing and nonprofit fundraising, your number-one goal when using direct mail is to produce a response from your target audience.
To make an impact with your message, your mail piece needs a design that successfully gets the recipient to notice it and then leads them along a path that results in a conversion.
No surprise there — that’s been true for decades. But an important difference today is that you can also take your mail’s effectiveness above and beyond by incorporating digital channels into your design.
What Design Does
Words sell. Design doesn’t. But design is the stage setting for your words. And that’s critical. When they work together in harmony, the copy, images, and graphics of your mail piece that you choose for your campaign should help your prospect or customer by grabbing attention, creating interest, building desire, instilling conviction, and prompting action.
The reason for this approach’s success (when it’s done well) is simple. Direct mail is a physical, tangible channel. Its components — paper, ink, finishes, and
scents — engage the senses in ways that digital cannot.
Separate neuroscience studies by Temple University and True Impact Marketing reveal that messages placed on physical printed material, such as a direct mail piece, involve more emotional processing and create better recall in the brain and motivation to act than digital ones.
Print’s tactile impact is magnified when it’s paired with visual and verbal cues on your well-designed mail piece. But how we present and consume information is changing. Today’s technologies on a mail
piece can be used to connect customers to online experiences. Instead of treating digital like an afterthought or a silo, use it to create additional touchpoints and message impressions, build your brand recognition, and boost response. According to one survey, integrating direct mail with one or more digital channels increases response rates by 118%.
Let’s take a look at how good design creates a structure for your messaging, and where digital integration can help improve its power to sell.
1
Start with the Right Format
Whether your campaign will mail with a postcard, letter, flat, or folded selfmailer, you need to set up a hierarchy of text weights and sizes, images, and other elements that spark visual interest. In the past, that often meant lots of long copy — and lots of paper.
Today, a well-thought-out mail piece uses the written word more sparingly. White space, larger type, bullet points, and short, strong headlines make it easy for the recipient to quickly scan the piece, focus on key headlines, and then act upon the offer. This creates an opportunity for saving money on postage and printing by mailing smaller formats.
The flipside of this shift is that a more slimmed-down mailer may not have all of the answers for everyone. So think of your mail piece as the first of a two-step process. It’s designed for the essential copy and other elements to support your offer. For keeping prospects engaged, direct them to a landing page on your website. It can do the heavy lifting with more information about the product or service that you’re marketing. And it can include links on the site that will make it so a purchase is just a few clicks or taps away.
Get Personal with VDP
2
High-quality variable data printing (VDP) offers you a wealth of possibilities to create direct mail that speaks to individuals on a truly 1:1 basis. No more generic images, headlines, or offers. Instead, it leverages data such as the recipient’s name, physical location, purchase history, age, and other factors to create customized mail pieces. Because these personalized mailers are more relevant to the customer, they are more likely to grab
their attention, keep them involved, and motivate them to act.
With the right printing hardware and software, your personalized offer or message can shine. Making it multichannel adds to its power. Look for chances to include personalized data on landing pages as well as text and email campaigns. This will allow you to develop and learn from insights from online interactions to use in other communications as well as create a consistent customer experience of your brand.
3
Build Brand with Four-Color & Embellishments
Brand image is how customers perceive your company. To build credibility with your target audience and make an impact with your mail piece, your images should be high-resolution four-color. And they should be carefully selected to support your mail piece’s overall message as well as your overall brand.
In the end, great design is about how a mail piece works, not how it looks.
You can also create a high-value look and feel by adding finishes that enhance part or all of the format you’re mailing. Logos, names, and photos with spot UV, fluorescent ink, glitter, soft touch coating, and even scents set your mail apart by taking advantage of our basic human senses.
4
Make the Call-To-Action Easy
The call-to-action (CTA) is the last, but most crucial, push on the buyer journey. Your customer should never have to scan through too much copy or look in an obscure or crowded spot to figure how to take their next step. Positioning it with some big type or a highlighted box makes it physically unmissable — a critical tactic just as important as making the actual offer irresistible.
CTAs with a phone or mail response can both be tracked and attributed. And in the wake of the pandemic, QR codes can be, as well. They stand out and provide an immediate bridge between the physical and digital worlds. It requires only a single scan to activate a website, app, social media, or other digital experience. Meeting buyers there provides valuable analytics on your campaign and opportunities for further engagement or additional sales.
To deliver an effective call-to-action, your QR code usage should follow several best practices, such as using brand colors and logos, providing helpful instructions (e.g., “Scan here for exact directions to our dental office”), and emphasizing the offer.
5
Sync Your Mail & Email with Informed Delivery
USPS Informed Delivery lets consumers see an image of their letter-sized mail before it arrives at their home. More than 65 million people have signed up for either daily email notifications or access to a USPS account.
To get the most from it, use high-quality images and intriguing copy, or perhaps a website or QR code, on the address side that gets scanned by USPS’s equipment. This builds more interest for the customer than just the grayscale image alone.
If you mail an ID campaign with a color representative image, you want to have good branding to stand out in the consumer’s inbox, as well as an impactful call-to-action. Participation is free and includes performance data. And through the end of 2024, qualified campaigns get a four percent discount on postage with an additional 0.5% off for eDoc submitters.
In the end, great design is about how a mail piece works, not how it looks. With relevant data, creative elements, and a digital boost, it should get results. In your hands — and those of your customers — it’s a magic combination that can get your mail piece noticed, support your brand, and turn prospects into customers and donors.
Paul Bobnak is the Content Creator for Who’s Mailing What! He hosts the “Meet the Mailers” video podcast as well as writes for the site’s blog. He creates written and video content for mailing.com, Lob, and other companies. He also speaks about direct mail at marketing and printing industry events, webinars, and groups.
STOP & SEE at
Visit Anchor Software at Booth C3234 for information on our newest mailing, data quality, and print solutions. Our software is known for blazing speed, timely postal updates, and amazing technical support, so take a few minutes and stop by Booth C3234 to see if we can help with your biggest mailing, data quality, and print concerns. Not in the market for 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!
Increase your mailing operation’s efficiency, automate your postal workflow, reduce UAA mail, increase mail value, and mitigate mailer scorecard mishaps with BCC’s software and services. Streamline your postal workflow with the latest releases of our mailing preparation software and data quality services. See BCC Architect Reach™, our new cloud postal preparation API solution. Learn how you can now automate your postal presorting and streamline address correction in one secure, unified web service. Visit us in the software pod in BlueCrest booth #C1173 or request a meeting at www.bccsoftware.com.
Our ongoing investment in the mail and secure card industry has produced smart automation solutions that optimize supply chains. Leveraging expertise and advanced technologies — including 30,000 per hour High-Integrity Inserting Platforms, Secure Card Mailing Systems, Mail Production and Piece-level Tracking Software, RTLS/RFID, AMRs, and parcel sorters — we streamline logistics, reallocate labor, and maximize order throughput. We aim to be your most effective partner for mail, secure cards, software, and supply chain solutions.
https://bowe.com/en/divisions | Sales.US@bowe.com
The Picture Perfect Match System is your solution for retrofitting your existing inserter for mail matching, barcode verification, end of machine verification, and Read and Print using one to four cameras. See our demo inserter with the Picture Perfect Match System reading numbers and barcodes. Bring samples of your material and we can test it on site.
Visit us at Booth C2743 to explore the latest in mail management and card processing from Kern. Our innovative systems are designed to boost efficiency, reliability, and productivity in your operations. Whether you’re interested in high-speed inserting, card systems, or advanced software, our team is ready to discuss how Kern can meet your specific needs. We look forward to connecting with industry professionals, sharing insights, and discussing how our products can elevate your business. Don’t miss the chance to learn from our experts and discover what makes Kern an industry leader!
Discover the future of printing with Kirk-Rudy at PRINTING United! Witness the power of our Read and Print FireJet 4C and the advanced G4 system. Experience live demonstrations showcasing their unmatched quality, speed, and precision. Engage with our expert team to learn how our innovative solutions can elevate your business. Don’t miss out on exclusive trade show offers and the opportunity to see why Kirk-Rudy is a leader in printing technology. Visit us at Booth C141 and transform your printing capabilities!
Mail-Gard® offers a broad range of technical solutions and seasoned, experienced employees with the knowledge to replicate your print-to-mail requirements. And no one can beat our 100% success rate for declaration support. Mail-Gard® never sets a limitation on when or why you can declare a disaster. Whether it’s a natural disaster, an operational recovery due to downed equipment, employee work stoppage, utility failure, or even a scheduled equipment update, you can call our hotline whenever you need us and count on our immediate support. Please stop by our booth C3314 and see how we can help your organization.
GMS-VanSco has been helping the print finishing, folding carton, and converting industries find simple, yet effective adhesive dispensing solutions since 1961. Our products are backed by Valco Melton’s global support and technical service, so you can be confident that you’re getting the best possible products and services. Our microglue line is an effective choice for your dispensing needs, offering high-quality results at a great price. We will be in booth C3077; stop by to meet our team and see how our solutions help elevate your manufacturing process.
Quadient will be showing two exciting color printing products in booth C2931 at PRINTING United in Vegas. The MACH 7 is a full color tabletop inkjet printing system designed to run envelopes, mailers, flats, and more with vibrant 1200 DPI print quality and pigmented HP inks that provide over 11 inches of print width, bleed capability, extra contrast, and durability for greater impact, deliverability, and lower operating costs. Our new in-line MACH 9DS solution will be shown running with our popular DS-700iQ inserter to produce dynamically matched and vibrant full color envelopes in a single intelligent process.
SAVING MONEY ON MAILING: BACK TO BASICS… AND BEYOND
By Kathleen J. Siviter
With the USPS July price increase now implemented, there is no better time to take a fresh look at the mailing and shipping side of your business. That includes perhaps “unlearning” some things you think you know, as well as redoing the math that has driven your business to make mailing and shipping choices. The USPS price change not only included increases in rates, it also included significant changes in discounts and incentives, hence the reason to re-do your math to ensure your company is making the best choices in preparing and entering its mail.
Start with the Basics. If your business has not re-evaluated some things that seem too basic, maybe it should. Start with the type of piece you are mailing and evaluate the best size/shape category. For First-Class Mail, postcards are the cheapest size, then letters, then flats, so if your piece is currently a letter, could it be redesigned to card size? Don’t forget the USPS created a very large postcard size that now can accommodate a lot more content than the old-style postcards. If your piece is a First-Class Mail flat, could it be redesigned to fit letter dimensions? That would not only bring significant cost savings but also improved USPS service performance since the USPS’s own data shows that letters have better service performance than flats. If you are mailing using
Marketing Mail, there is no benefit to using postcards since they pay the same rate as letters, but there could be significant benefit in redesigning a flat-size piece into letter-size.
Look at the mail class you are using as well; some things that your company may send as First-Class Mail may qualify to be sent as Marketing Mail, which is significantly cheaper in terms of postage, and with today’s drop ship programs, the service performance can be comparable to First-Class Mail.
Another element of your mailing and shipping that may seem basic but is actually critically important and an area that every business should invest some time in is the addresses you are mailing to. USPS statistics show that for its last Fiscal Year, 2023, Undeliverable-as-Addressed mail cost it over $1 billion to handle… and that doesn’t include the cost to the mail senders of processing pieces with bad addresses. Not to mention that all the money your business invests in designing, printing, and mailing a piece is wasted if it can’t be delivered. There are many address quality solutions available — make sure your business is taking advantage of solutions to keep your addresses current, complete, and correct. It is an investment that can be well worth the time and resources! And if you haven’t looked into it yet, take a look at the USPS’s Secure Destruction program for First-Class Mail, which gets rave reviews from users. There is no USPS fee for using the service, and it allows companies to get address correction information electronically while the USPS destroys the undeliverable mail piece using certified secure destruction processes.
Don’t Leave Money on the Table. Start with ensuring your mail piece is USPS automation-compatible and has an Intelligent Mail Barcode (IMb). Once you are doing that, it is an easy step to qualify your mail for the USPS Full-Service discount (which was increased in the July price change). Go further and explore qualifying for the USPS’s Seamless Acceptance program, which earns your business another discount (also increased in the July price change). If your business is using a mail solutions provider to sort and prepare your mail, work together with your provider to see which discounts your mail can qualify for.
Another area to take a new look at is using a provider to commingle your mail with mail from other companies — this will gain the best possible presort discounts as well as improve USPS service performance by moving mail into the best possible sortation. There are many benefits to using a commingle provider to prepare, sort, and enter your mail vs. your company doing so, including reduced labor, reduced capital investment for equipment and building space, having an expert solutions provider keeping abreast of ever-changing USPS rules and regulations, and more. Beyond “commingle” be sure to also explore coMail, coTransportation, and coPalletization solutions. And even if you do your own presort, there will be mail that you can’t get to a 5-digit sort — look at handing at least that part of your mailing to a commingle provider that can qualify it for 5-digit discounts.
In addition to discounts for presorting and barcoding mail, the USPS has a growing program of promotions and has added a Growth Incentive which will run again in 2025. There are a variety of USPS promotions that run over different dates of the year and have different requirements and discounts. Look into which is right for your mail — these promotions not only offer a postage discount, they are designed to promote behaviors that improve response rates and other aspects of mail. There will be several new promotions in 2025, and some can be combined for even greater discount. For the Growth Incentive, if your business mails over one million pieces during the incentive year and your volume
grows during the incentive year compared to the prior year, you can earn a 30% postage credit on the growth volume to be used on future mailings. Registration for the 2024 Growth incentive has closed, but now is a good time to learn more about the program and how to qualify for 2025. If you are mailing “catalogs,” check out the very simple new USPS catalog incentive.
If faster or more predictable USPS service performance is important to your company, be sure to also explore drop ship entry programs available from logistics providers. Even with the recent USPS changes in some drop ship discounts, there are still economical solutions available that improve the speed and predictability of delivery for all mail classes (except First-Class Mail, where USPS does not offer drop ship discounts). If your company doesn’t have the volume or drop ship programs from logistics providers are not viable for your business, explore the USPS’s Priority Mail Open & Distribute (PMOD) solution. Using PMOD, mail trays/sacks move through the USPS’s system as Priority Mail until they reach the destination plant where the mail is opened and the pieces processed as normal, often reducing the total transit time. And don’t forget that using a commingle provider can also improve your USPS service performance by sorting the mail to 5-digit ZIP, which moves more quickly through the USPS’s system.
For parcels, the USPS has made many changes in the past year, and more are likely to come, which means businesses shipping parcels need to re-evaluate their solutions on a regular basis to determine the best carrier to use and the best parcel solution for their business. If your business is using the USPS to ship parcels, be sure to check out lower cost offerings like Bound Printed Matter or Library/Media Mail if the contents qualify. And just like with mail, there are consolidators and presorters for parcels that can help lower postage costs. Because many carriers and consolidators negotiate contracts with the USPS in terms of the rates they pay, the full impact from the July price increase changes may not be felt until the next contract year. The USPS is significantly increasing parcel rates for some categories, so start talking with your shipper now about potential impacts in the coming year so you can explore options.
More information on all these solutions and more can be found at the PRINTING United Expo. While it is not the mailing and shipping-centric National Postal Forum, the PRINTING United Expo has started to add mailing and shipping content, since it naturally fits with the printing theme and attendees. Much of what is printed ends up being mailed, so it makes sense to incorporate information on the next phase in the supply chain. PRINTING United offers a Mailing & Fulfillment track with sessions targeted at the mailing and shipping end of the business. There are also many companies exhibiting at PRINTING United that offer mailing and shipping services, and can help advise attendees on the best mailing and shipping solutions for their business. These folks are the experts when it comes to that “math” mentioned above, so be sure to spend some of your time at the Expo checking out the solutions they have to offer on the mailing and shipping side of your business.
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 United States 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 also worked with PostalVision 2020, an initiative designed to engage stakeholders in discussions about the future of the American postal system.
Business Continuity & Disaster Recovery
MAILING SYSTEMS TECHNOLOGY’S ANNUAL WAGE & OPERATIONS SURVEY, PART ONE
How did this last year treat mailers and their organizations? Part one of our survey takes a look at wages, certifications, and much more.
By Amanda Armendariz
Iwant to start out by extending a huge “thank you” to everyone who completed this survey. We know it’s a lot of data to compile, and we very much appreciate you taking the time to look up the information and share it with us. We would not be able to put together this industry benchmark year after year without you.
As always, the results are a mixed bag. Wages are up very slightly for some categories but down for others. The number of managers holding certifications decreased compared to last year, while the number of supervisors who hold certifications went up.
Take a look at these results and see how your mail center compares. Thanks again to everyone who participated, and we hope even more of you will be able to take the survey in 2025!
Mail Center Managers
Male vs. Female
This is very similar to last year’s 58/42 gender split.
Average Salary and Time in the Industry
The average yearly wage of a mail center manager in this year’s survey is $62,454. That is almost identical to last year’s $62,500. They have been in the mail industry for 16.5 years on average, which is markedly less than 2023’s survey answer of 20 years.
Number of Full-Time Employees
As is usual in our surveys, the vast majority of mail center managers manage zero to five full-time employees. This year, however, the amount that managed between 11 and 15 employees quintupled.
The percentage of mail center managers who hold the CMDSM remained the same, while the other two numbers went down. Hopefully this is a trend we see reversed in next year’s survey!
$62,454
16.5 Years
Managers and the Economy
Fifty percent of our respondents said that the economy had no effect, an increase from last year’s 42%. Twenty-three percent had to take on additional responsibilities, compared to 26% last year, and 0% had to take a salary concession. These results are quite encouraging! However, mail center managers still wear many hats, as 69% of respondents indicated that these managers are responsible for additional departments or functions. Has had no effect
None, due to budget cutbacks
None, didn’t find the time to attend
None, training is not allowed for mail center managers None, no training needed this year
Supervisors
Impact of the Economy
A whopping 80% of respondents reported that the economy has had no effect on supervisors, while 20% reported having to take a salary concession, more than doubling last year’s number of nine percent.
The Lowdown:
} Forty-eight percent of our respondents’ mail centers employ supervisors, a slight increase from last year’s 47%.
} Fifty-six percent of these supervisors are male, significantly less than 2023’s 63%.
} The majority (60%) supervise between zero and five employees, followed by 20% who supervise between six and 10.
} Thirty-nine percent hold the EMCM certification, while 33% hold the CMDSM and CMM. This is quite a jump from last year’s numbers, which is always an encouraging sign (of course, it’s important to remember that while we send out the survey to our subscriber base, it’s not always the same companies completing the survey every year, which could explain some of the discrepancy).
} The average salary for a mail center supervisor in our survey is $59,875, an increase from last year’s $55,955.
} On average, they’ve been in the mailing industry 20 years, an increase from 2023’s average of 16 years.
Non-Managerial Staff
} Forty-seven percent are male, while 53% are female. This is quite a change from last year’s 58/42 split.
} On average, these employees have been in the mailing industry for 13 years.
} Only five percent are represented by a union, a definite decrease from last year’s 17%.
} Eighteen percent have an incentive program, a slight increase from last year’s 16%.
