Mailing

AUGUST 2009
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systems technology

OCTOBER 5-7, 2009

HYATT REGENCY O’HARE • CHICAGO
www.mailingsystemstechnology.com/conference

Strategic
Purchasing
p Market Trends for page 24
Direct Mail in 2009
page 30

p Will the USPS’s

New Approach
Work in this How to Stay Competitive in a Challenging Economy
Climate?
page 32

p Targeting Mail
Center Efficiency
Gains
page 26
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 Mailing
systems technology

Volume 22 Issue 4 AUGUST 2009

24 Strategic Purchasing
Financing options help mail centers stay competitive in
a challenging economy

26 Targeting Mail Center Efficiency Gains

These low-cost practices can bring significant improvements

24 28


Making the Right Moves
A comprehensive approach to the challenge of undeliverable
as addressed mail

30 A Channel in Transformation
Vertical market trends in direct mail 2009

32 Bernstock Seeks Innovative Approach to USPS Marketing

Will it work in this climate?

28 Departments
8 Real Life Management
Columns
6 Editor’s Note
Game Over?
10 Software Byte
35 Reality Check
12 Employing Technology Does the USPS Understand
14 Everything IMB Our Business?

16 Ship It 30 Pushing the Envelope

Postal Industry Suppliers Spur

30
18 Best Practices Innovation

20 What You Think

22 From the Source
34 New Products

Top Companies
38 BÖWE BELL + HOWELL 45 Melissa Data

32
39 Collins Ink 46 Mid-South Technologies
40 DHL Global Mail 47 National Presort, Inc. (NPI)
41 Endicia 48 Neopost
42 Hasler 49 Parascript
43 Kern 50 Satori Software
44 Kirk Rudy

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04 AUGUST 2009 a www.MailingSystemsTechnology.com

 editor’s note
with Dan O’Rourke
Mailing
systems technology
PUBLISHER
Ron Brent

EDITOR
Dan O’Rourke, CMM
dan.o@rbpub.com

Game Over? MANAGING EDITOR

Amanda Cook Armendariz
amanda.c@rbpub.com
At a recent gathering of our neighborhood condo group, I asked a neighbor if they
subscribed to the New York Times, as I would like to read it when they were finished. CONTRIBUTING WRITERS
Mary Ann Bennett, Kemal Carr
(I’m a little on the cheap side.) He responded that he didn’t get the actual Times but
Kevin Conti, Wes Friesen, Jim Gray
subscribed online — adding that the online version was free. My response — and the Steve Kearney, Nick Kepf, Christopher Lien
response from the majority gathered — was that they didn’t want their newspapers Jason Lund, Jonathan Margulies
online; they wanted to “kick back” and read an actual printed product. Kate Muth, Paul Ringuette
David Robinson, Wanda Senne
Jeff Stangle, Mark Taylor
As the discussion continued it expanded into print in general and specifically e-mar-
keting (referred to in this discussion as spam). Pretty much everyone agreed that they CIRCULATION
considered most all e-marketing as intrusive and a general pain. They would much Rachel Spahr
rachel@rbpub.com
rather get marketing pieces in print, either as newspaper ads or as direct marketing
pieces. They didn’t have a problem with businesses maintaining the relationship via “e,” ADVERTISING
but for the initial contact, they preferred print. One mentioned that they were surprised 608-442-5064
Ken Waddell
how things had changed — adding, “only spam (e-marketing) could make direct mail
ken.w@rbpub.com
popular.” All in all, a very enlightening and interesting discussion. The bottom line: Print
advertising is still a very attractive option, and probably the most attractive from a recipi- GRAPHIC DESIGN
Amy Pierquet
ent’s point of view.
Greg Middleton, Kelli Cooke

Unfortunately, the story didn’t end there. At this same gathering was an executive of
a major retail clothing firm with a nationwide in-store and online sales and distribution
function. He stated that they still used some direct mail marketing but they recently
had to abandon their mass distribution of catalogs due to postage costs. (We’re talking
many millions of pieces here.) The latest rounds of regulation changes and postage rate
increases for catalogs were just too much — they simply couldn’t justify the expense 2901 International Lane
Madison WI 53704-3128
vs. sales. His comments really hit home to me. Here was a real-life example of a major 608-241-8777 • Fax 608-241-8666
mailer saying “no more.” rbpub@rbpub.com
www.MailingSystemsTechnology.com

First Class Mail revenue is in real trouble. With transactional mail going away (bills and
statements are products that do fit with “e” very well), the revenue “cash cow” of
the U.S. Postal Service will no longer carry the load. It will fall to direct marketing and
parcel products to do the job. Obviously, raising rates to collect more revenue will not
work. Adding cataloger costs by adding more regulations will not work. It is up to the
USPS — the entire USPS, labor as well as management — to find ways to cut costs.
I wish I could say, “Not to worry, everything’s going to be fine,” but I can’t. The key to
keeping print advertising viable is going to be cost containment. If the cost of direct
marketing keeps rising, it will not matter what the recipient prefers, marketers will
simply not be able to afford print marketing. Without innovative and significant cost
cuts, it’s “game over” for the USPS as we know it!
Volume 22, Issue 4
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06 AUGUST 2009 a www.MailingSystemsTechnology.com
 Real Life Management
Best Practices of Great Managers
Editor’s Note: This is part one of a two-part series on the four best
practices of general managers. We will cover two in this article
and two in the next.
Trying to improve our management capabilities is important to
the success of our organizations. Many people in the human
resources field are telling us that the number-one challenge facing
organizations in the years ahead is the ability to attract and retain
talented employees. This is becoming more challenging due to the
aging demographics facing our nation.
So how do we become better managers? One tool we have is to
learn and apply what research tells us. The Gallup organization has
been engaged in employee and management research for over 25
Studies Show: According to the research,
two important considerations of great managers are:
Picking People: Select for Talent
Setting Expectations: Define the Right Outcomes
years and has collected information from over one million employ-
ees and interviewed thousands of managers. Their studies have
revealed to us what the world’s top performing managers do —
and it boils down to four major activities (best practices).
Picking People: Select for Talent
The first key activity involves picking people well, focusing on
their talents. Talent has been defined as the “recurring pattern
of thought, feeling or behavior that can be productively applied.”
Skills can be learned, knowledge can be gained, but talent is more
“hardwired” and tougher to teach.
One approach in looking for talented people for our teams is to
only hire “ACEs.” ACE is an acrostic where the “A” stands for Atti-
tude. Look for people who have a positive attitude and who are
committed, teachable and care for people.
How Do They Do It?
How do organizations succeed at attracting and
retaining the talent they need to prosper? Studies
tell us that talented employees want and need
great managers. How long employees stay and
08 AUGUST 2009 a www.MailingSystemsTechnology.com
With Wes Friesen
“C” stands for Character. Does character count? As an employee of
a company that has been owned by Enron, I would say an emphatic
“yes!” Look for people that exhibit integrity and honesty.
“E” stands for enthusiasm. Is apathy and cynicism contagious?
Yes! Is enthusiasm contagious? Yes! What makes for stronger and
more productive teams? The answer is obvious. Here is the bot-
tom line: If you hire ACEs for your team (and help existing employ-
ees develop into ACEs) — your team will be successful!
Set Expectations: Define the Right Outcomes
The second key is to set expectations, which is to define the
right outcomes. Great managers focus their people toward per-
formance by defining the right outcomes. How do you define the
right outcomes? The 360-degree approach is one wise strategy.
Find out where your boss and the senior management want the
organization to go, then determine how your team can help them
get there. Coordinate with your peers, and find ways to partner.
Solicit participation from your team members — their participation
leads to their buy-in and higher quality decisions. Once the right
outcomes are defined, great managers then let each person find
his own route toward the outcomes, within specified parameters.
Great managers don’t micro-manage, but they do define steps to
ensure quality, safety and compliance with corporate policies and
applicable laws.
Great managers are aware of the concept of “stakeholder sym-
metry.” Stakeholder symmetry recognizes that an organization
has multiple stakeholders (e.g. investors, customers, employees,
suppliers, community). The organization should try to add value
to each stakeholder and maintain a reasonable balance between
their competing interests.
None of us are perfect managers, but we can all get better! Good
luck as you continue on your path to being a better manager! a
Wes Friesen, CMDSM, EMCM, MQC, ICP, CCM,CMA, CM, CFM,
APP, PHR is the Manager of Revenue Collection & Community Of-
fices for Portland General Electric. Contact Wes.Friesen@pgn.com.
how productive they are is primarily determined by
the relationship with their immediate supervisor. The
number-one reason why talented people leave is
because they had a poor relationship with their boss.
 Software Byte
The Best Defense Is a Good Offense
There is much at stake today in address quality. Postage dis-
counts, timely delivery and customer response are all directly tied
to the upfront investment in address quality. Unfortunately, so
much emphasis has been placed on the penalties of poor address
quality that the overall benefits of keeping an address complete,
correct and current are getting lost.
The USPS raised the bar November 23, 2008, when they expanded
the Move Update requirement to First-Class and Standard Mail
and increased the frequency by which an approved method is
applied to at least 95 days prior to the mailing. This was done as
a direct move to reduce Undeliverable As Addressed (UAA) mail
both in cost and volume. According to the USPS, non-current
addresses generate over 75% of the UAA volume and nearly 80%
of the UAA costs involved in forwarding, returning and disposing
of UAA mail.
10 AUGUST 2009 a www.MailingSystemsTechnology.com
With Christopher Lien
Real Life Application
For example, let us assume a mailing of 1,000,000
pieces is presented at a PBV-enabled site. The acceptance
clerk takes a sample size of 1,000 pieces and processes
it through MERLIN. The names and addresses are “lifted” from
the pieces using the optical character recognition technology
within MERLIN and are transmitted to the USPS National Cus-
tomer Support Center (NCSC) in Memphis, TN where they are
matched against the 48-month NCOALink database. The NCSC
finds that there are 100 records that have a change-of-address
on file. Furthermore, the NCSC determines that the mailer
corrected 69 of them within the past 95 days. This results
in a Move Update accuracy calculation of 69%,
which would result in failure of Move Update compliance, as it is
below the 70% tolerance level currently proposed by the USPS.
Failure to comply with Move Update can result in significant pen-
alties, loss of postage discounts and impact timely delivery of the
mail. The proposed approach by the USPS is to use MERLIN in
conjunction with the Performance Based Verification (PBV) tech-
nology at the time of mail acceptance. This approach extrapolates
address quality of the entire mailing based on the sample used
during verification. This is being delayed until January 4, 2010 in
order for the USPS to determine appropriate tolerance levels, pen-
alties and adjudication for Move Update compliance.
At the April MTAC (Mailers Technical Advisory Committee) meet-
ing, the USPS presented two approaches for assessing Move
Update penalties should the sample set fall below a specific tol-
erance. One approach extrapolated the change-of-address (COA)
rate within the sample to the entire mailing and used that as the
basis for a penalty calculation. The other approach gave partial
credit to the mailer by factoring in the number of address correc-
tions done prior to the mailing.
The first proposed scenario for calculating a penalty would be to
assess the COA rate against the entire mailing. This would equate
to 100,000 pieces (10% COA X 1M pieces) having some penalty
assessed. The second proposed approach, which provides partial
credit to the mailer, factors in the address corrections applied prior
to the mailing. This would equate to the failure rate of 31% mul-
tiplied by the COA rate of 10% and then extrapolating the result
across the entire mailing of one million pieces (.69 X .10 X 1M
pieces). This would result in 31,000 pieces having some penalty
assessed.
Regardless of the adjudication method, penalty amount or how it’s
assessed, keeping addresses complete, correct and current is still
a smart investment. Unfortunately, that is the message that is often
lost in the whole Move Update compliance approach. The simple
fact is that a current address is going to likely have a better chance
of timely, predictable and ultimate delivery, which, in turn, improves
customer response rates, direct marketing and value of the mail.
Going back to our scenario, had the mailer been 90% Move Update
compliant, then an estimated 21,000 more pieces (.21 X .10 (COA
rate) X 1M pieces) would ultimately arrive at their intended audi-
ence. If our average response rate for this direct mailpiece is two
percent, then that equates to 420 new customers. Depending
on the typical purchase amount from these new customers, the
incremental value of correcting these addresses could pay for the
entire investment of Move Update compliance for the mailing. a
Real
Value Move Update compliance
isn’t just about preserving the postage discounts or avoid-
ing penalties at acceptance; it’s about improving the value
of the mail. A mailpiece that has a complete, correct and
current address can translate into a greater return on invest-
ment and effectively increase the overall response rate due
to a timely, predictable and ultimate delivery.
Christopher Lien is the President of BCC Software, Inc., a BÖWE
BELL + HOWELL Company. He can be reached at chrisl@bccsoft-
ware.com.
www.MailingSystemsTechnology.com a AUGUST 2009 11
 Employing Technology
It’s no surprise that today we are awash in content and information like never before. Email, SMS, Internet, blogs, EDI, legacy
administrative systems, marketing content, direct mail, images, graphics and video. How do we store and manage all of this con-
tent, and how does it impact our daily operations? Not much? Think again; if the future of TransPromo holds any promise, it will be
one of rich media content delivered via our organizations’ operational processes.
Can You Identify The Problem?
The convergence of full color, graphic-rich direct mail with
traditional transactional customer communications has gen-
erated a lot of buzz in the market. The latest full color inkjet
presses provide a platform to exploit this opportunity that
wasn’t available five years ago. These platforms have some
unique requirement in order to fully exploit their capability
and maximize their return on the substantial investment. In
most cases, it’s fallacy to buy into the concept of simply
swapping out monochrome laser technology for these inkjet
devices. If you’re planning on a “forklift upgrade,” prepare to
be disappointed. Quickly.
The good news is that the software side of the equation has
kept pace with and, in some cases, outstripped the hard-
ware advances in this environment. Full color images, rich
text, graphics and charts are no longer a challenge and can
be rendered and printed in full color at production speeds.
But where does all of that content reside? Who is the legal
guardian of it? Is it in a suitable format for this process? All
good questions, and, unfortunately, there are many varied
answers. Some of the content might be on a web content
server, some information might be on the mainframe host,
while other content might be imported from outside the
organization, such as market indexes or fund prices in the
financial services world.
Unfortunately, some pundits continue to confuse the
market by incorrectly labeling variable data direct mail as
TransPromo, which has slowed adoption and fueled the mys-
tification. The reality is that this process rides on the back of
some transactional document, not a marketing piece, and
for good reason. Transactional mail gets opened, and more
importantly, as much as 95% of it gets read. Without this
key component, you’re fooling yourself while sending out
something most of us would call direct mail.
12 AUGUST 2009 a www.MailingSystemsTechnology.com
With Kemal Carr
The Content Factor
An Obvious Answer?
Here the challenge lies in the ownership, or lack thereof,
of the content. Finding the stewards of the core transac-
tional data is relatively simple sometimes. The location
of the data and how it’s handled is well-known, as it’s
been a well-defined process developed over a number
of years. The bad news is that all of the other content
may not be present in a single location on a consoli-
dated platform with an easily accessible user interface.
You’re storing content in many systems, one used by
marketing, a different one used by the lines of business,
and you’re trying to pull in customer input data from the
call centers, using some text analytics to determine key
trends. Sounds daunting, and it is, which is why there
is only a handful of referenceable accounts doing this
well. Finding resources and partners that have experi-
ence in this type of situation is challenging, given the
newness of these processes.
Everyone wants to make good decisions, and to do so
requires good information. Without complete and accu-
rate information, the decision process fails and we com-
promise the potential outcomes. As TransPromo interest
has increased, we at Madison Advisors have seen both
the good and bad, as well as what improves the chances
for success and what to avoid.
Only an independent and objective third party with the tech-
nology, industry and market knowledge, as well as practical
expertise gained from overseeing myriad solution selection
processes, can provide the thought clarity and accurate infor-
mation necessary to make the best decision. a
Kemal Carr is the President of Madison Advisors, an advisory
firm that specializes in print and electronic communications. Visit
www.madison-advisors.com.
 Everything IMB
An Update on the IMBC
The Postal Service launched the full-service Intelligent Mail bar-
code as expected on May 18. However, not all things went as
planned. For example, full-service ACS was not available (still isn’t
as this article is being written). There are other technical issues
outstanding as well, and PostalOne! has had its challenges keep-
ing up with the demand from those early adopters that have
invested in being ready for full-service IMBC.
So why doesn’t the Postal Service step back and come up with a
slower adoption curve so that all parties can better manage this
Reminder: The overall IMBC program is massive in scale, and most of us anticipated that there
would be issues at the initial launch. Once the IMBC date was established by the Postal Service,
we’ve all been under pressure to comply. Even the Postal Service, as well as its contractors hired to
code PostalOne!, are working insane hours to meet the requirements.
program? I’m glad you asked! Actually, I’ll speculate, which is all
we can do, since they haven’t stated so directly.
Let’s begin with what the IMBC means to the Postal Service.
First, you have the Service Performance Measurements that,
under the new postal law (PAEA) established in late 2006, require
the USPS to report on their service performance. The IMBC is the
tool that allows the USPS total visibility of the mail in the mail-
stream. There are arguments that they can use a hybrid system
of “planted mail” and the IMBC, but the best data can really only
come from use of the IMBC.
Another benefit the IMBC has for the USPS is that it will act like
its own report card on address quality for letters and flats. Today,
poorly addressed mail becomes part of the USPS’ Undeliver-
able As Addressed (UAA) costs, which are paid for out of a gen-
eral operating cost of the USPS and not specifically by mailers
(although we all pay for this in postage rates). However, with the
IMBC, the USPS will be able to determine the source of each
piece of UAA mail. You may remember from previous articles that
the Mailer ID that is contained in every IMBC will tell the USPS
where that UAA mail came from.
If a mailer claimed postage discounts but the mail had to be manu-
ally treated, the USPS will likely want to talk with that mailer, and
one would guess that it’s a conversation that nobody wants to have.
It’s certainly true that there’s a means of the USPS checking for
address quality (i.e., Move Update compliance) by using MERLIN
14 AUGUST 2009 a www.MailingSystemsTechnology.com
With Kevin Conti
& David Robinson
machines, but this process is certainly costlier and less reliable
than the IMBC process of validating those specific pieces that are
kicked out of the automation path.
Yet another benefit of the IMBC to the USPS is the cost savings of
processing mail. The savings start at the beginning, where today,
the USPS employs folks to manually enter postage statements
into the system, which is very costly. With the IMBC, and espe-
cially with full-service, the e-documentation requirements elimi-
nate the need for this manual typing.
To begin with and as noted above, the Postal Service views the
IMBC as a critical tool in meeting the Service Performance mea-
surement requirements of the PAEA as well as a critical tool in
reducing costs. Not much of a chance that the USPS will extend
the POSTNET life.
In addition, given that the USPS will have the IMBC and today has
the newly upgraded MERLIN system for validating Move Update
compliance, we certainly encourage mailers to ensure that they
are being very diligent in meeting the requirements of the Move
Update compliance as well as good address hygiene in general.
The USPS has gotten very serious about this, and some mailers
are being visited by the postal inspectors verifying that Move
Update compliance is taking place as claimed. It will be far better
for all if mailers develop best practices in their address hygiene. In
the event of a visit by the postal inspectors, mailers should be able
to produce documentation outlining their workflow processes on
compliance, and this could go a long way in preventing fees/penal-
ties. To be clear, there are no guarantees, but a solid process, at
least, would be valuable if only to feel confident that mailers are
earning the best discounts and ensuring mail deliverability. a
David Robinson has been active in the mailing industry for over
eight years and is currently the Director of Address Quality for
Pitney Bowes. Kevin Conti is Director of Mailing Solutions at Pit-
ney Bowes Software. He works in a consultative role with Group
1 Software customers to deploy software solutions that reduce
mailing costs and improve customer communications.
www.MailingSystemsTechnology.com a JANUARY - FEBRUARY 2009 25
 Ship It
When you are a beginner, you make mistakes. Sometimes, even
an old pro makes one. In mail operations, a little mistake can be
costly. Thirty years ago, I advised mail center managers to educate
their users about how much money could be saved if they simply
printed on both sides of a sheet of paper. Postage was $.15, and
you could save 46%, or $.13, by cutting one ounce. Today, many
people don’t realize that one ounce could cost an additional $16!
The best advice for cutting shipping and mailing costs is this: chal-
lenge your assumptions. This issue’s column will do that.
Now that summer is here, many of us are thinking about diets to
look good. If we put our envelopes and packages on a diet, we can
look good by the amount of money we will save. Make sure you
weigh your packages and especially overnight envelopes; see if you
can reduce the weight. One ounce can make a huge difference.
What Difference Does It Make?
• The difference between a FedEx eight-
ounce Priority Overnight envelope and a
nine-ounce envelope is $16.44 — 60%
more. ($44.39 compared to $27.98)
• One ounce can be as much as 75% more!
The difference between one pound and
1.1 pounds is $4.95, compared to $8.70
(USPS Zone 8)
Compare Different Services,
Even with the Same Carrier.
• An eight-ounce USPS First Class Mail Parcel costs only $2.41
to ship, compared to the Priority Mail rate of $4.95 — a 50%
savings.
• A one-pound box from New York to California using the USPS
Media Mail rate is $2.38, compared to $4.95 using Priority
Mail — a savings of 52%.
• A 20-pound box shipped UPS 3-Day Select costs $27.20,
compared to UPS Ground for $11.93. Both parcels are guar-
anteed to get there the same day and time. The savings
is 56%.
Compare Flat-Rate Envelopes and Boxes. The USPS has a
Priority Mail Flat Rate Envelope and four sizes of flat rate boxes.
Like the name implies, the cost is a fixed rate, regardless of its
weight or destination. Flat rate can be a good deal because you
16 AUGUST 2009 a www.MailingSystemsTechnology.com
With Mark Taylor
Put Items on a Diet!
don’t have to worry about fuel surcharges, residential delivery
charges or delivery area surcharges; however, don‘t assume it is
always the best deal.
• I put 13 pounds into the USPS Medium Flat Rate Box; the
charge was $10.35. I compared this against UPS Ground and
found that UPS was $12.78 for a Zone 8 commercial ship-
ment and $14.89 for a residential shipment, for a savings of
20-30%.
• Yet UPS was cheaper for Zones 2-6 for a commercial ship-
ment and through Zone 4 for a residential destination.
Most of these are lessons that I have learned the hard way. What
are some of the lessons you have learned? I would like to hear
your ideas and advice on saving on shipping. a
Mark Taylor, MBA, DLP, is the nation’s leading authority on parcel
shipping with 32 years of experience consulting for thousands of
organizations. He is a writer, speaker, business consultant and
entrepreneur. Taylor has been featured as the industry expert in
the New York Times and has been interviewed on ABC News. He
spent 13 years at Pitney Bowes working with mail center manag-
ers on increasing productivity. The American Society of Transpor-
tation and Logistics has named Taylor a Distinguished Logistics
Professional (DLP) in recognition of the contributions he has
made to the field of logistics during his 30-year career. His blog is
www.shippingcoach.com and he can be reached via email at
mark.taylor@myshippingcoach.com.
Shipper Beware:
Be Careful which Packaging You Choose
I ran out of the hard cardboard FedEx envelopes and
put a proposal into one of their Tyvek envelopes.
The cost was $44.39 compared to $27.98, or 60%
for the same thing going to the same place!
The USPS Express Mail Flat Rate Envelope looks
very similar to the regular Express Mail Envelope.
The difference to ship to a Zone 2 was $17.50 for
the flat rate, compared to $13.05 for the regular
envelope, or 30% more!
MST Ads.indd 17 8/13/09 10:11 AM
 Best Practices
Using Ancillary Service Endorsements & Move Update Compliance
Let me start out by saying: CAUTION CAUTION CAUTION. Apply-
ing an Ancillary Service Endorsement like RETURN SERVICE
REQUESTED or ADDRESS SERVICE REQUESTED to the face of
your mailpiece may seem like an easy way to make your mailing
Move Update-compliant. But it may also be the easy way for you
to experience increased postage costs and expose your company
to what the USPS calls “Revenue Deficiency Assessments” and
the rest of the industry refers to as postage penalties.
Murky Areas of Move Update
There are many in the mailing industry who believe all areas involv-
ing the entire issue of Move Update are murky at best. But, in my
opinion, the use of Ancillary Endorsements is most problematic
because of its apparent simplicity. Mailers commonly believe that
if they print the endorsement on the mailpiece and pay the associ-
ated fees, if any are incurred, that they have met the Move Update
standard.
The use of endorsements is an approved method; however, it
is likely the most expensive, cumbersome and, potentially, risky
choice you can make. It is:
• expensive because of the postage fees associated with their
application
• cumbersome because of the multiple steps involved in the
process and
• risky because the improper use of Ancillary Endorsements
could still leave you Non-Compliant.
Frequently Misunderstood
Simply printing one of the Ancillary Service Endorsements on your
mailpiece and paying the fees does not meet the Move Update
standard. There are many more steps you must complete before
you can be sure your mail is meeting the standard and your com-
pany is safe from the possible financial penalties of non-compliance.
Straight from the Source:
According to USPS Publication 363, http://
ribbs.usps.gov/move_update/documents/
tech_guides/PUB363.pdf
18 AUGUST 2009 a www.MailingSystemsTechnology.com
MST • BestPracticesRevised.indd 18
With Mary Ann Bennett
Ancillary Service Endorsement
Mailers may use an ancillary service endorsement to
1. request a hard-copy notification of the addressee’s new
address; and
2. tell the Postal Service how to handle UAA mail.
Mailers wishing to meet the Move Update standard while using
an ancillary service endorsement must send at least one letter or
mailpiece to the address:
1. with an approved ancillary service endorsement at either
a single-piece First-Class Mail price or via another class of
mail not subject to the Move Update standard and
2. within 95 days prior to the use of the address in a discounted
First-Class Mail or Standard Mail mailing.
Mailers must keep address-correction records for up to one year
in case the Postal Service asks them for documentation showing
that they met the Move Update standard.
• To complete the Move Update process, mailers who used
the ancillary service endorsement must make the address
changes before mailing to the address again.
Ancillary service endorsement requirements differ for First-Class
Mail and Standard Mail, as follows:
First-Class Mail
• Return Service Requested
• Temp-Return Service Requested (First-Class Mail only)
• Change Service Requested
• Address Service Requested
Standard Mail
• Return Service Requested.
• Change Service Requested.
• Address Service Requested
*See Mailing Standards of the United States Postal Service,
Domestic Mail Manual (DMM®) 507.1.5 for more information.
Effective November 2008, the Postal Service required all
addresses on mailings that receive discounts for First-Class Mail®
or Standard Mail® service, whether presorted or automation (or
carrier route, for Standard Mail), to undergo address correction
within 95 days of the mailing.
8/12/09 10:44 PM
 A mailer wishing to enter mail at a discounted price must cer- the services has become very attractive in the past 12 months.
tify, on the postage statement submitted, that the address on It is:
each mailpiece have been updated within the previous 95 days. • a fast and efficient electronic process;
• can be readily implemented by your company or service pro-
vider and
Remember: The Postal Service offers • its proper use will easily render your company Move Update
compliant. a
mailers four primary and two alterna-
tive Move Update methods. Mary Ann Bennett is the President and CEO of The Bennett
Group, Inc., and founder of the Mailing Training Institute. The
Bennett Group, Inc. is the nation’s only privately held firm that
Primary Move Update Methods: specializes in the development, production and presentation of
1. Ancillary Service Endorsement educational products and services for the direct mail industry.
2. OneCode ACS®/ACSTM
3. NCOALink® Products developed at the facility include educational courses,
4. FASTforward® textbooks, publications, kits and templates, online forums and
web-based seminars. The Bennett Group also presents edu-
Alternative Move Update Methods: cational courses and sessions at national and regional confer-
1. Legal Restraint ences, conventions, meetings of the direct mailing industry
2. 99 Percent Accurate and Clemson University at Clemson, SC.
Note: Alternative Move Update methods apply to
First-Class Mail only.

Try and think of using Ancillary Service Endorsements to meet Real-Life Solution:
Move Update standards like drawing a circle with a marker.

Start drawing your circle:

• Apply a “current” address with an Endorsement printed on A much simpler and, arguably,
the mailpiece
• Pay fees associated with any returned mail coming back to less expensive approach to Move
you with updated information on it
• Locate the record in your database with old address infor- Update compliance is using
mation
• Update the record with new address information NCOALink processing. NCOALink is
Close your circle by:
• Document your process and keep address-correction infor-
readily available to all companies
mation on file for 12 months
• Note: Do not include old addresses in any discounted mail- large and small. The pricing for the
ings until they have been updated and made “current”
services has become very attrac-
A much simpler and, arguably, less expensive approach to Move
Update compliance is using NCOALink processing. NCOALink is tive in the past 12 months.
readily available to all companies large and small. The pricing for

www.MailingSystemsTechnology.com a AUGUST 2009 19

MST • BestPracticesRevised.indd 19 8/12/09 10:42 PM

 What You Think
Thank you to the almost 300 respondents who provided results
to the two-minute survey distributed in June concerning digitized
mail applications.
The majority of the respondents to the survey (67%)
either work in or is responsible for the mail facility in a busi-
ness, while 33% provide mail services such as presort,
lettershop and data for other organizations. This represents
almost the same ratio of managers in mail facility busi-
ness and managers of mail services as the previous survey
respondents.
The survey results reflect that only 15% of the respon-
dents are currently using a digitized incoming mail solution
in their operation as opposed to 85% who are not. The top
three applications are:
44% Transactional business mail
32% All incoming
correspondence “white” mail
24% Interoffice mail
Other applications identified are package receipt and e-mail notifi-
cation to receiver, incoming claims mail, data files, overnight and
ground shipments.
Of those managers who are currently using a digitized incoming
mail solution, 68% of the managers are satisfied with the solution
they selected compared to 32% who are not.
The reasons for being satisfied or unsatisfied were varied and
some examples follow:
Respondents indicated
that for the majority, the current economy has not
impacted their decision to use a digitized incoming
mail solution.
20 AUGUST 2009 a www.MailingSystemsTechnology.com
With Jacquelyn McPeak, CMDSM
Digitizing Your Mail
Satisfied Reasons
“Totally fits our mail processing needs at this time.”
“Our solution was selected by claims executives, and it is out-
sourced and works very well.”
“Presents a cost savings to our company and our clients.”
Unsatisfied Reasons
“Substandard scanner, limited software application.”
“It is difficult to interface with our database and has operational
software limitations.”
“Too expensive and takes too long to get mail.”
Sixty-five percent of the respondents currently using a digitized
incoming mail solution use an in-house scanning solution, whereas
16% use a scanning service bureau.
More than half of the managers using the digitized mail solution
have experienced increased efficiency and 46% have experienced
reduction of costs. Thirty-six percent experienced improved secu-
rity, and 18% indicated other efficiencies, which included a new
revenue stream, pandemic preparedness, cost and flexibility.
Those thinking about using a digitized incoming mail solution
would consider the following: reduction of costs, increased effi-
ciency and improved security.
Eighty-one percent of the managers not using a digitized incoming
mail solution do not plan to use one in the near future, compared to
19% that plan to use digitized incoming mail solution in the future.
Looking forward to your participation in the next two-minute
survey! a
Jacquelyn McPeak is one of a distinguished number of mail profes-
sionals that has obtained certification as a Mail and Distribution Sys-
tems Manager. Contact her at mailmgt@aol.com or 410-833-3224.
61%
39% NO
YES
www.MailingSystemsTechnology.com a JANUARY - FEBRUARY 2009 25
 From the Source
What a way to officially kick off the lazy, hazy, mail-filled days of the
season! We learned last month that even the Postal Regulatory
Commission agrees that our planned “Summer Sale” program is
a terrific idea, unanimously endorsing our decision to provide a
30% rebate to eligible mailers on Standard Mail letters and flats
volumes above a mailer-specific threshold.
As you know, the program is open to larger mailers able to meet
a volume of at least one million Standard Mail letters and flats
between October 1, 2007 and March 31, 2008. These thresh-
olds are designed to limit administrative costs while incenting
increased volume sufficient to cover those costs and make use of
excess capacity in the mail system.
Mailers will receive their discounts in the form of rebates follow-
ing the conclusion of the sale period. Within 15 days after crediting
mapping the
new document life cycle.
VIEW IT ANYWHERE: digital magazine, e-newsletter, website
INFORMATION ORGANIZED into easy-to-follow sections
NEWS AND PRODUCT RELEASES: never fall behind
LEARN ABOUT EVERYTHING microsites
A GROWING MULTIMEDIA: this is only a sampling; more is soon to come!
22 AUGUST 2009 a www.MailingSystemsTechnology.com
By Steve Kearney
Send-off into Summer!
the rebates, the Postal Service is required to provide the Commis-
sion with relevant revenue and cost data.
There has been a lot of discussion and interest in the mailing
industry for this proposal, and we appreciate your support. Almost
200 mailers signed up within the first few weeks we announced
the program, all agreeing to their threshold number, while continu-
ing to wait for PRC review and action. Mailers have until August 1
to register to take advantage of the savings.
Although mail service providers are not eligible for the Sale, cus-
tomers who use Mail Service Providers may qualify with adequate
documentation of mailed volumes.
We will closely monitor the program and analyze the results, not
only in volume increase but interest and participation from our
Subscribe online now:
www.DOCUMENTmedia.com/subscribe
mapping the document life cycle
 You’re Complying! Indeed, MERLIN barcode readability data from April 29, 2008
through May 27 of this year shows that 96.9% of letters and flats
mailings had a 90% or higher readability rate, based on almost
760,000 letter and 30,000 flat POSTNET mailings and 71,000 letter and 1,300 flat IMb mailings. As
Periodical and Standard mailers begin to enter IMb mailings, we anticipate a significant increase that
will allow for a more statistically sound evaluation. The data also shows that the readability rates of
the POSTNET barcode and the Intelligent Mail barcode are generally within a few percentage points
of each other for both letters and flats: 97.9% of POSTNET letters and 96% of IMb letters both had
read rates of at least 90%. Figures were slightly lower for flats — around 94% for POSTNET flats and
90% of IMb flats had read rates of 90% or higher.

partners in the mailing industry. I strongly encourage you to take
advantage of this program and use the savings to consider target-
ing new customers or reaching out to thank existing customers
for their business in tough economic times.
These are extraordinarily difficult times for all of us, and we at the
Postal Service are committed to doing everything we can to help
your business grow with the help of mail. That is one of the most
important reasons we’ve also placed a moratorium on developing
or considering any new mailing standards requirements through
the end of November.
We know mailers have a lot on their plates right now, and we also
need to focus on implementing Intelligent Mail services. Eliminat-
ing the need to learn and understand new regulations makes life
a little easier for all of us.
I do want to be clear, though, that any standards announced prior to
the National Postal Forum on May 18 will be fully implemented. Our
purpose in making this announcement is to take away any uncer-
tainty or concern about new mailing standards requirements that
we might otherwise propose during the coming months. The only
other exceptions would be any requirements under the law or the
relocation of facilities that would require new labeling lists. We will
work closely with our stakeholders and partners to be as clear as
possible when we know this is about to happen.
For us, it’s a matter of making sure we do not propose any new
mailing requirements that place a burden or cost on mailers through
at least November 29, when Intelligent Mail pricing takes effect.a
Steve Kearney is Senior Vice President, Customer Relations, for
the U.S. Postal Service.

www.MailingSystemsTechnology.com a AUGUST 2009 23

feature
Strategic Purchasing
By Jason Lund and Paul Ringuette
A
ccording to the U.S. Department of Commerce,
American businesses, nonprofits and government
agencies invest more than $1 trillion in capital goods
and software each year. More than 55% of this
investment is financed through loans, leases and
other financial instruments, according to a study undertaken for
the Equipment Leasing and Finance Association (ELFA).
In today’s challenging economic climate, commercial printers and
mail houses are facing tight capital equipment budgets and cash
constraints. As a result, these companies are seeking financing
options like leasing programs to secure new variable data printing
technologies for addressing and personalization applications.
Financing Maximizes Cash Flow
Competitive rates and flexible payment options can enable com-
panies to utilize operating budgets for incremental monthly pay-
ments on new equipment when capital equipment funding is not
available. Equipment manufacturers may offer financing programs
that allow companies to obtain 100% financing for the purchase
amount of new equipment, helping them keep bank credit lines
open for other business expenses and even realize potential tax
advantages.
Leasing programs enable mailing companies to preserve cash
or capital, especially for unforeseen expenses. Through a leasing
24 AUGUST 2009 a www.MailingSystemsTechnology.com
Financing options help
mail centers stay
competitive in
a challenging economy
program, companies can set a fixed, monthly cost for acquiring
new variable data printing equipment. In addition, while paying
monthly installments for the equipment, companies can be using
that equipment to make a profit. Many mailing companies receive
income from a mix of regularly scheduled jobs, steady reoccurring
revenue and less-frequent projects. The ability to space out pay-
ments for new equipment can help mailing companies better align
costs with profits, which can fluctuate dramatically.
Partnering with the Equipment Manufacturer
Financing variable data printers through the manufacturer or a
manufacturer’s preferred equipment leasing partner can offer
benefits such as a quick, simple approval process, compared with
bank loans that may be restricted in an economic downturn. Banks
are not lending very aggressively in today’s volatile economy, so
manufacturers may offer alternative sources of capital if bank
loans are not available for new equipment purchases.
Equipment leasing companies that partner with manufacturers
may also offer competitive rates and wider credit windows, which
are critical in a challenging economic environment. These compa-
nies may have capital available to even fund start-up businesses,
which may have a more difficult time securing funding than com-
panies with established credit. Plus, equipment leasing firms
specialize in financing capital equipment purchases, so they may
have experts available who can offer insight into the appropriate
solution to meet company objectives of obtaining new equipment
while maximizing financial benefits, or they may be strategically
aligned with the equipment manufacturer. Mailing companies can
seek out leasing providers that will work with them to address
specific challenges related to financing equipment and have a vari-
ety of flexible solutions available to help mailers secure the new
equipment they need for successfully operating their businesses.
When leasing companies and equipment manufacturers work
together, the mail house can benefit because the process of
researching and evaluating new equipment is streamlined with
the financing process. This can help ensure the process is handled
expeditiously and that financing applications are quickly evaluated
and approved so the equipment can be procured in a timely man-
ner. Streamlining the process helps mail houses get their new
equipment up and running quickly to begin generating a return on
their investment.
Options when the Lease Ends
At the end of a lease term, businesses typically have three options
with regard to the leased equipment:
• Return the equipment to the manufacturer or leasing partner
with no further obligation
• Purchase the equipment for its fair market value or a
predetermined price fixed at the beginning of the lease term
• Continue leasing for additional months
These options generally are set up at the beginning of the lease to
reflect the mailing company’s future plans for the equipment. The
Government Incentives
The American Recovery and Reinvestment Act of 2009 is a tax
incentive that may lower the cost of acquiring equipment this
year. Qualifying purchases could result in thousands of dollars
in potential 2009 tax savings for businesses. These benefits can
make it more beneficial for mailing companies to purchase capital
equipment in 2009 because they could significantly reduce overall
cost of ownership.
Leasing providers typically monitor updates in government
incentives or tax benefits that can help mailing companies max-
imize equipment purchases. As they see new incentives that
can positively impact mailers, they may send out announce-
ments or information, helping mail houses keep up to date on
the latest benefits available to consider with their accounting
department.
Financing variable data printers can be both a solution to weather
economic challenges and a strategic decision to make the best
use of the available budget to continuously procure the most up-
to-date or productive equipment. Considering financing options
and available incentives ensures the decision to invest in new
equipment will offer the greatest benefit to the company’s overall
operating initiatives. a
Jason Lund is a graphics product manager for Videojet Technolo-
gies Inc. in Wood Dale, Illinois. He is responsible for managing
marketing initiatives for variable data printers, vision systems, line
controllers and paper-handling equipment. He received a bach-

Applying for financing

The process of applying for financing can seem intimidating, but when broken down, it
is a relatively simple process — especially if the financing provider and equipment manu-
facturer are working together:

1. The mail house or commercial printer expresses interest in financing options and fills out a credit application.
2. The financing company performs a credit check.
3. Once the credit check is approved, the financing company provides the financing package and payment
schedule to the mail house or printer.
4. The mail house or printer agrees to the financing package.
5. The financing company issues a purchase order to the variable data printer manufacturer.
6. The equipment manufacturer contacts the mail house or printer to schedule installation.

options enable companies to decide whether to continue using
the equipment or to upgrade to new equipment when the lease
ends, helping printers and mailers remain flexible with the printing
equipment they have available to meet customers’ demands. Over
time, there are improvements to equipment technology, engineer-
ing and features. Leasing can enable mailing companies to con-
tinuously upgrade equipment as lease terms end, enabling them
to offer their customers the latest capabilities possible. Regularly
upgrading technology can also be an advantage in an increasingly
competitive marketplace.
elor’s degree in business administration from Drake University in
Des Moines, Iowa, and a master’s degree from the Darden School
of Business Administration, University of Virginia, in Charlottes-
ville, Virginia.
Paul Ringuette is vice president of sales for Direct Capital Corpora-
tion, Portsmouth, New Hampshire. He is responsible for vision
and management of national strategic customer initiatives for a
wide variety of finance programs. He has a degree in business
management from Salem State College in Salem, Massachusetts.

www.MailingSystemsTechnology.com a AUGUST 2009 25

 Targeting Mail Center
Efficiency Gains

These low-cost practices can

bring significant improvements

By Nick Kepf

IN
today’s difficult economic times, it is more See the Big Picture
important than ever to implement actions that What you measure and how you attribute value to that measure-
can improve productivity and efficiency. This is ment must be balanced. An emphasis on efficiency should not
especially true if there is little cost involved in come at the expense of quality. An emphasis on internal finances
implementation and there is a significant return should not come at the expense of on-time performance to the
on investment. If these actions can be done at little or no cost, customer.
then there should be no hesitation to put them into effect.
Creating a balanced scorecard is an effective tool to monitor the
Here are some no- to low-cost practices that can drive signifi- needs of all organizational stakeholders. A sample balanced score-
cant improvements in your mailing operation. If you outsource card might look like the following chart, which depicts which met-
your operations, check to see if your provider has put these into rics are important to each stakeholder:
effect. If not, there may be room for operational improvements
and lower costs. Customer Financial
Commit to Measuring External quality Unit cost/cost per piece
Measurement is an essential element of process improvement. On-time performance Machine utilization
You must measure your baseline to understand where improve-
ment is needed and to know if improvement efforts have worked Internal Associate
once attempted. Production management software or machine Labor productivity
reports can be used to measure system efficiency, operational
Turnover
Internal quality
efficiency and attainment to schedule. Quality errors should also Employee competency
be tracked and monitored for trends. Operational efficiency

Define what you want to measure. If your organization is to be
driven by metrics, the metrics used must reflect the leadership’s
vision and priorities — and ideally this, in turn, should reflect the
best outcome for your customer. Too often, organizations can get
derailed by internally focused concentration.
This scorecard can be displayed in a common area of your opera-
tions so that it becomes a continuous reminder of how and why
your metrics should be balanced so as not to sacrifice one area
of value for another area. This provides a quick visual queue for
everyone to understand what the goals are for the organization.

26 AUGUST 2009 a www.MailingSystemsTechnology.com

Standardize Processes
Processes that are repeatable and sustainable are the most effi-
cient. The enemy of repeatability is variation. Through standard-
ization, you can reduce or eliminate variation and drive more
consistent performance.
Manufacturing usually has implemented visual management tech-
niques, which show information or work status in a way that is
quickly and easily understood and help to keep order in the work-
place while increasing professionalism. They also create a climate
of operational discipline in the work area.

Where to Standardize?
For example, check the speed settings on your inserters. Chances
are that the same or like jobs are run at different speeds by differ-
ent operators. Without standard speed settings, it is difficult to
predict performance because the output from different machines
running the same work will vary due to differences in machine
cycle speeds selected or preferred by operators.
Here are some quick ways to begin a visual management program:
• Mark staging areas at each machine.
• Establish an operational status board.
• Use lights or flags to denote machine status or attainment to
goal at the machines.
• Use visual signals to replenish inventory kept on the produc-
tion floor.

Also, shift turnover procedures often lack standardization. Are all
of the necessary critical tasks being completed by each operator
every time? And if so, is the amount of idle time per machine at
each turnover consistent and within a set standard?
Really See It
Lean Manufacturing is an approach to processing that systemati-
cally eliminates or minimizes waste. A facility incorporating Lean
These practices will lead to efficiency gains now and can set a
cultural tone to drive more improvements in the future. They can
be implemented with little or no cost but need the drive and focus
of the leadership to be sustained and to be effective. Experience
shows the results attained are well worth the effort. a
Nick Kepf is the Director of Customer Productivity Solutions at
BÖWE BELL + HOWELL.

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systems technology

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www.MailingSystemsTechnology.com a AUGUST 2009 27

 Making the
Right Moves
A comprehensive approach
to the challenge of Undeliverable
As Addressed mail

By Jeff Stangle

IN
part one of this two-part series, we’ll uncover the
problem of Undeliverable As Addressed Mail, what the
United States Postal Service is doing about it and how
mailers can significantly reduce the costs associated with it.

To someone unfamiliar with the subject of Undeliverable As

Addressed (UAA) mail, it might be considered a very “last century”
problem. Let’s face it; in today’s pervasively digital environment, the
idea that we don’t know someone’s correct address seems posi-
tively pre-millennial. One would think that at the very least, UAA
mail is a problem that’s pretty much disappearing, right?

Wrong! In fact, both the size and scope of the UAA mail problem
is increasing, and its related costs are also heading upward.

A Growing Problem
On average, each piece of return mail costs the mailer $3.00 in
operational expenses, including printing, postage, inbound han-
dling, analysis and re-mailing costs. It doesn’t include the cost of
missed marketing opportunities, uncollected receivables and lost
USPS discounts. Also, unless the mailer pays extra for a special
endorsement, undeliverable Standard Mail is destroyed by the
USPS. Finally, every mailpiece we print and mail has an environ-
mental impact, from the forests that supply the paper to the fossil
fuel used to deliver it. This creates even more costly waste from
UAA mail.

Since the USPS doesn’t typically return Standard Mail that is unde-
liverable, companies have no visibility into how much of this mail
is destroyed. The reality is that 6.4% of all USPS Standard Mail is
destroyed because it is undeliverable. Marketers frequently use
USPS Standard Mail to try out new lists. Since mail using bad

28 AUGUST 2009 a www.MailingSystemsTechnology.com

addresses is not returned, however, they have no idea who on those
lists they couldn’t reach or how much of a given list is productive.
This brings up a key point: Most mailers severely underestimate
their UAA mail problem and its impact on their bottom line. They
measure it by the return mail they receive, but that only includes
USPS First-Class Mail. Sixty-three percent of all UAA mail is USPS
Standard Mail, which means tracking First-Class Mail returns only
uncovers a bit more than a third of the problem! Remember, the
USPS only awards work-sharing discounts for correct and current
addresses. Therefore, to maintain discounts, addresses need to
be corrected for all mail, not just the portion returned.
Tighter Postal Regulations
The USPS is now putting even more pressure on mailers to solve
their UAA mail problems. On November 23, 2008, the USPS
expanded the Move Update requirement to include USPS Stan-
dard Mail in addition to First-Class Mail, which is already required.
Since the USPS doesn’t typically return Standard Mail that
is undeliverable, companies have no visibility into how much of this
mail is destroyed. The reality is 6.4% of all USPS Standard Mail
is destroyed because it is undeliverable.
For both classes of mail, Move Update processing is now required
more frequently — every 95 days instead of every 185 days as
previously mandated. The USPS started enforcing these regula-
tions in May of this year, and compliance is necessary to receive
postage discounts… so what should a mailer do?
Going Beyond Addressing Tools
There are plenty of high-quality products and services that can
help verify, cleanse and update addresses. Many mailers already
use addressing tools to clean addresses and meet postal regula-
tions. Often, though, addressing tools are not used properly. Most
mailers purchase address cleansing products to obtain postage
discounts without understanding the difference between obtain-
ing discounts on postage and correcting addresses. This explains
why some mailers have three percent of their mail returned, while
others have less than 0.25% returned using the same address
cleansing products.
Cleansing and maintaining addresses requires an addressing
process. A quality managed address services vendor who has
extensive experience in understanding this process and in-depth
knowledge of postal regulations can help.
Seventy-five percent of UAA mail is the result of a move by
the intended recipient. For this reason, the USPS has tight-
ened Move Update regulations. Compliance will require going
beyond running a file through address software. Instead, mail-
ers need to update their databases with move information.
This year, the USPS will start testing for moves at Mail Accep-
tance units using MERLIN. It’s only a matter of time before
addresses that haven’t been updated will be caught by MER-
LIN, putting the entire mailing at risk of failing the test. When
mailers engage IT people to run address software like CASS
software and the NCOALink product, they’re meeting the mini-
mum requirements to earn postage workshare discounts, but
they’re not really fixing bad addresses.
Probing the Process
To dramatically reduce UAA mail, a comprehensive approach is
needed to establish best practices for finding address errors, cor-
recting them and keeping the database of addresses consistently
up-to-date. To implement these best practices, mailers need to
look beyond addressing products and examine the processes for
address capture and maintenance they have in place.
Addressing is a complicated process. Consider the many ways an
address becomes bad: data entry errors, customer and prospect
moves, new data restrictions... Many mailers today are finding that
they need an addressing expert to examine the process. Speak
with the USPS or a qualified postal consultant whose broad expe-
rience can be leveraged to determine the specific areas where
a mailer’s operation needs help. Postal consulting experts have
access to many of the USPS-certified tools that can fix addresses,
and their range of experience helps them optimize each tool to get
the best fit.
In part two of this series, we’ll learn about the three-step pro-
cess for solving the UAA mail problem and look at two real-world
examples of companies who got it right. a
Jeff Stangle, CMDSM, MQC, Six Sigma Black Belt, is Direc-
tor of Solutions Development, Mailstream Consulting, Pitney
Bowes Management Services.
www.MailingSystemsTechnology.com a AUGUST 2009 29
 e l t i o n
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a than M
By Jon

“Before, everyone knew how to read the market conditions. Now there’s no visibility
— it’s like we’re fighting through a fog. I don’t know if there is an end to this, or if
there are rocks out there that we still have yet to hit… That lack of visibility is our
biggest challenge.” — Zain Raj, Chief Executive Officer, Euro RSCG Discovery
The year 2008, in short, presented an extraordinary set of chal- Direct mail has seen its influence as a high-volume, mass-oriented
lenges to the practitioners and suppliers of direct mail marketing. response driver all but vanish. Skyrocketing costs have critically
wounded industries (including the catalog, credit card and not-for-
Unprecedented economic, political and even social forces con- profit sectors) that long depended on the mail as a source of new
verged to rewrite — at times radically — long-established rules revenue. And a supply chain whose fortunes were tied to mail’s con-
governing how customers are cultivated and profits are earned. tinuing primacy in the marketing mix has been greatly undermined,
Likewise, certain business models dependent on the mail for a with an assembly of newly shuttered production facilities standing
flow of prospects were dispatched as obsolete, often the victims as testament to the impact of that rapid upheaval.
of financial concerns far removed from the everyday issues of pack-
age design, postage rates and even return on investment. But while direct mail’s transformation has been grim for some, it
has also brought with it pockets of real (and, apparently, reason-
To mailer and supplier alike, the influences of the last 18 months able) growth opportunity. The demise of mass mailing, for example,
have brought about nothing short of complete transformation to a has opened the door for new approaches leveraging data for bet-
medium that had grown crisply and consistently for over a decade. ter targeting and additional dimensions of personalization. And the

30 AUGUST 2009 a www.MailingSystemsTechnology.com

maturity of digital channels — and growing availability of tools to
coordinate campaign execution across media — has allowed for
better integration of mail with email, search and online advertising,
leading to improved customer experiences and higher returns.
Increasingly, both mailers and service providers are coming to rec-
ognize that opportunities like these — which leverage the unique
benefits of a tactile, personal channel like the mail — have real value
as part of sophisticated marketing programs. But absent a few nar-
row applications, it appears that the days of direct mail as a high-vol-
ume, stand-alone acquisition vehicle are numbered. How and when
that change comes to be — and who will lead the charge — are
questions that remain unanswered. To an industry in the midst of
transformation, they remain the great challenges and opportunities
for 2009 and beyond.
Direct Mail by the Numbers
For the first time in over 60 years of detailed record-keeping,
US marketers cut back their investment in direct mail in 2008,
spending a total of $56.7 billion on preparation, production and
postage connected to their mail efforts — a drop of three percent
from 2007 spending.
More than any other factor, economic upheaval in the mail-centric
financial services vertical fueled the deterioration in spending. The
collapse of several prominent brands in the mortgage and lend-
ing, retail banking and credit card segments — as well as dramatic
changes in credit policy forced by the burgeoning recession — took
literally billions of pieces out of the mailstream, compounding the
already punishing effects of the economic downturn and a May
2008 postage rate hike that saw rates increase by an average of
2.9% across mail classes.
In light of the continuing recession and another looming postage
rate increase — as well as a series of systemic influences linked
to consumer channel preference — the spending decline seen in
2008 is not likely to be the last. Though economic indicators for the
remainder of the year remain hazy, it appears likely that direct mail
spending will fall another eight to nine percent in 2009 as the reces-
sion takes its toll across verticals and more mailers shift spending
into lower-cost marketing vehicles in line with consumer interest
and budgetary demands.
Leading Macro Trends from 2008
Looking back at last year, six developments emerged that impacted
both marketers and service providers:
• Total spending on direct mail in the United States declined
approximately three percent, with the economic recession
forcing marketers in several verticals to dramatically curtail
their investment in costly high-volume acquisition programs.
• Direct mail volumes declined dramatically — even more precip-
itously than the falloff in spending, in fact — as mailers sought
to integrate more precise targeting methodologies, production
efficiencies and other value-focused initiatives in an attempt
to cut costs and preserve the economic return of their mail
programs.
• The rapid decline in volume demand brought about an effective
crisis in the direct mail production sector, forcing some provid-
ers to consolidate or close unused capacity — and leading oth-
ers to seek alternate business models altogether.
• The decline in demand for production volume accelerated both
price degradation and demand for better data, analytics and
multichannel integration capabilities throughout virtually all
sectors of the production industry.
• Though some marketers shifted mail spending to digital media
as a lower-cost alternative to their traditional campaigns, most
have found that online channels demonstrate greater value as
a complement to direct mail applications, reinforcing the value
of integrated programs.
• Environmentally friendly marketing practices emerged as a
“need-to-have” priority early in 2008, but the imperative to
publicize these efforts (though not necessarily to implement
them) diminished in the latter half of the year as the recession
pulled marketer and consumer attention to other priorities.
The Outlook for 2009
The continuing economic recession (and uncertainty over its direc-
tion) is heavily influencing the outlook for direct mail through the
remainder of 2009:
• While direct mail volumes traditionally bounce back after a
period of economic stagnation, the magnitude and timing of
the current recession are expected to affect the direct mail
channel in a long-term, systemic way — effectively ending the
prevalence of untargeted, high-volume campaigns.
• The accelerating shift from “mass” to “targeted” direct mail
programs has been enabled by an increasingly powerful array of
marketing automation technologies, many of which are making
their way into the toolsets of marketers both large and small.
2004-2009E Estimated Direct Mail Spending
(in $ Billions) & Year-over-Year Spending Growth
(Percentage Change from Previous Year)
Source: Winterberry Group analysis of data from the Direct
Marketing Association and various other sources
• Independent of the effects of the recession, rising postage
rates, declining volumes, an increasingly complex array of
postal regulations and other threats to delivery efficiency may
compromise the viability of the Postal Service as the principal
mail delivery channel. a
Jonathan Margulies is a director at Winterberry Group and may
be reached at jonathan@winterberrygroup.com. To download
the full version of this white paper, visit www.winterberrygroup.
com/research. This article was adapted from A Channel in
Transformation: Vertical Market Trends in Direct Mail 2009, a new
white paper published by Winterberry Group, a New York-based
strategic consulting firm that serves the advertising, marketing
services and technology and digital media industries.
www.MailingSystemsTechnology.com a AUGUST 2009 31
 Bernstock
Seeks Innovative
Approach to USPS
Marketing
Will it work in this climate?
By Kate Muth
W
hat prompts a person to leave a success-
ful career in the private sector to head up
product development and marketing for the
U.S. Postal Service — the same USPS that
is staring down a potential decline in mail
volume of 22 billion pieces and a net loss of $6.5 billion this
year?
For Robert “Bob” Bernstock, the Postal Service’s president of
mailing and shipping services, the answer seems to be that he
enjoys a challenge. While there are plenty of challenges in the
private sector these days, there really is no challenge quite like
the USPS. With its odd mandate — operate like a business and
be self-supporting, yet provide a public service known as the
universal service obligation — it is unlike any business in a com-
petitive market. The current business model is broken, and it is
doubtful that postal volumes will ever return to their past glory.
But, should postal brass seek opportunities in areas beyond the
USPS’ core business, they run up against the constraints of the
current postal law.
What’s an aggressive and innovative marketer to do? Bern-
stock, who has held leadership positions with Campbell Soup
Co., Scott’s Miracle-Gro and Vlasic Foods, among others, has
32 AUGUST 2009 a www.MailingSystemsTechnology.com
decided to start at the foundation: Reshape the organization,
changing the culture and the attitude along the way.
“Start with structure and strategy. I look at it as a supply chain,”
he says. “If we are going to generate revenue, we must have a
demand chain to complement the supply chain.”
The Postal Service’s supply chain has various aspects, including
a geographic portion, a systems part and the functional parts
of the Postal Service, including retail, processing and delivery,
Bernstock explains. He has set up the departments under his
responsibility in the private-sector model, creating business
units in Ground Shipping, Expedited, Marketing, Transaction and
Remittance, Special Services and International.
“The big change is that someone takes ownership of these,”
he says.
Each unit has profit-and-loss responsibility, which feeds the own-
ership notion because people working in those units have a direct
stake in the success of their operations, he says. From this start-
ing point, he has begun to manage the channels, which include
a reworking of the usps.com website and reorganization of the
sales force and the call centers. The idea is that all three channels
— usps.com, sales force and call centers — speak to each other.
Bernstock has set goals for the department that include launch-
ing at least five new initiatives in the marketplace each year,
with a revenue target of $1 billion growth from new initiatives.
He and his group have come up with a list of 16 significant
revenue-generation initiatives, eight of which would require no
change in the current law, and the other eight would need some
minor modifications to the Postal Accountability and Enhance-
ment Act, he shares. The current framework of the USPS makes
it different from the private sector, providing limitations in some
ways but opportunities as well, Bernstock says.
Another way the Postal Service can be like the private sector,
Bernstock continues, is to tap its valuable partnership network,
which includes mail service providers and other suppliers that
are out-selling mailing services every day. This partnership gives

the Postal Service a longer reach into the marketplace, as pro-
viders are often on the “face” of mail to the end user.
“We couldn’t be as strong without the mail service provider
model,” he says. “There’s a huge opportunity here, and that’s
why we are dedicating resources to support this mail service
provider network.” As part of this effort, the USPS is reworking
its sales network, Bernstock says. Further, he envisions joint
sales and marketing calls, where a postal sales team and a ser-
vice provider are calling on a common customer.
Many in the service provider industry are encouraged by this
vision, although they warn that Bernstock needs to understand
that the Postal Service cannot regulate and operate in the same
space. Still, given the sometimes indifferent approach the
Postal Service has had to its partners in the past, the industry
welcomes a cooperative approach.
“We are encouraged about the direction the Postal Service is
headed,” says John Campo, vice president of US postal relations
for Pitney Bowes. “Pitney Bowes seeks to engage the Postal Ser-
vice in partnership opportunities. By leveraging our rapid innova-
tion, we can work together to boost the entire mailing industry.”
While Bernstock is a seasoned veteran of business, the Postal
Service is a different beast in many ways. Outsiders who come
to the Postal Service are often eyed with suspicion, both inter-
nally and externally. Longtime postal employees sometimes
cling to traditional ways of doing things or aren’t always sold
on a reorganization strategy. And in some cases, it’s with good
reason. Never far from postal minds are the early moves of an
outsider postmaster general, Marvin Runyon, whose immedi-
ate personnel “housecleaning” ended up costing the Postal
Service dearly on the service side.
Commercial customers also can be skeptical of outsiders,
given the large learning curve on postal issues and the oddi-
ties around the Postal Service’s unique mandate. Further, many
stakeholders have seen the bureaucratic tendencies of a large
government organization wear down even the most energetic
and dynamic officer.
Bernstock’s decidedly private-sector approach — complete
with the management buzzwords of the day — at first can be
a bit off-putting, some customers and employees say. But mail-
ers and suppliers that have worked closely with Bernstock are
impressed with his vision. And more than a few postal employ-
ees have said he brings a fresh approach and a well-needed kick
in the pants to the organization.
“I like the fresh perspective Bob brings to the Postal Service,”
says Joy Franckowiak, director of postal affairs and distribution
for ValPak. “While the Postal Accountability and Enhancement
Act allows the Postal Service to be more innovative and cre-
ative, it seems as though Bob has brought it to the forefront of
the organization.”
Still, results will speak loudest, and those appear to be some
ways off. The Postal Service has bled volume over the past
year, and efforts to revive the patient are not easy in a tough
economy. As for future ideas, the industry would like to see
NO APOLOGIES FOR A THICK DMM
One key to success, of course, is surrounding oneself
with successful people. Bob Bernstock couldn’t neces-
sarily pluck top talent from the private sector to fill his
staff, but he managed to lure many of the Postal Service’s
rising stars. Among his direct reports are Susan Plonkey,
Vice President of Sales; Jim Cochrane, Vice President of
Ground Shipping; Gary Reblin, Vice President of Expe-
dited Shipping; and Sharon Daniel, Chief of Staff and
Manager of Product Develop-
ment.
Bernstock’s Chief of Staff Sha-
ron Daniel is well-known to the
mailing industry, having served
as manager of mailing stan-
dards for two and a half years
before moving to her new posi-
tion. As the former chief rules-
writer for the Postal Service,
Daniel knows the Domestic
Mail Manual well, and she has
heard complaints about its size
and scope. She says the USPS will never get the DMM
on an index card, and she makes no apologies for that.
“Consumers like things simple. Commercial mail-
ers like things complex so they can optimize,” Daniel
shares. “A thick DMM is not necessarily a bad thing.
Commercial mailers want options, and this means dif-
ferent regulations.”
The Postal Service, however, wants to know where
rules or regulations get in customers’ way. This is where
change should occur, she says.
“The DMM is a living document. We can change it when
rules no longer make sense, and we can change the
rules to reflect new technology as well,” she shares.
the Postal Service make greater inroads in understanding their
businesses. This would help the USPS shape strategy and pur-
sue the most valuable ideas in a timely manner, industry lead-
ers say.
As Franckowiak notes, “By understanding the mailer’s business
and potential needs better, the USPS would maximize oppor-
tunities to move more quickly with initiatives while diminish-
ing many of the misunderstandings around proposed changes,
whether technical or procedural.”
On the idea of moving quickly, Bernstock would no doubt agree.
He wants an aggressive approach, and he makes no apologies
for that. “If we do nothing, we will be like the US auto industry,”
Bernstock says. “We are moving with great urgency to prevent
that from happening and to seize growth opportunities where
we can.” a
Kate Muth is President of Muth Communications, a writing, edit-
ing and consulting firm. She has written on postal topics for the
past 14 years. You can reach her at katemuth@comcast.net.
www.MailingSystemsTechnology.com a AUGUST 2009 33
 New Products
Managed Address Services
Pitney Bowes Management Services, Inc. (PBMS) announces its
new Mailstream Consulting Service offering, which helps mailers
improve address quality, maximize delivery and reduce Undeliv-
erable As Addressed (UAA) mail — providing the opportunity for
significant cost savings and revenue growth to increase the value
of mail. Pitney Bowes Managed Address Services can improve
address delivery by correcting between 50-80% of a company’s
deficient addresses and keep addresses current so that mail is
delivered to the right person at the right place.
Some benefits of Managed Address Services include companies
being able to: improve communications with their customers; re-
duce wasted costs and lost opportunities associated with UAA
mail; reduce wasted paper, envelopes and CO2 emissions; increase
barcoded mail and postage discounts; help ensure compliance with
changing United States Postal Service (USPS) regulations; and con-
trol a complicated, cross-functional process. www.pb.com
DS-1200 Modular, High-Volume Inserting System
Neopost introduces its DS-1200 high-volume inserting system,
34 AUGUST 2009 a www.MailingSystemsTechnology.com
MST • Aug 34 • Products.indd 34
which offers mail center managers an unsurpassed level of pro-
ductivity for processing and monitoring the widest variety of mail-
ing applications, especially during rush jobs. The DS-1200 has
been designed to operate at the highest practical speed and ef-
ficiency — up to 12,000 envelopes per hour — streamlining the
entire mailing process, from input to throughput to output, even
during peak or rush times. The high-capacity sheet feeder and ver-
tical envelope reception stacker enables you to maintain the high-
est level of operational productivity.
The modular design of the DS-1200 supports the widest range of
mailing applications. Its ability to handle a document packet thick-
ness of up to 6mm allows you to process a wide variety of mail
items, adapting to promotional and direct marketing campaigns or
handling invoices, monthly statements and much more… virtually
all your company’s current and future mailing needs. Applications
requiring top, middle or bottom addresses are fully supported,
eliminating operational costs incurred in printing and stocking vari-
ous types of envelopes. The DS-1200 lets you send multiple docu-
ments, use glossy or coated paper stock, process business reply
envelopes and mail thick booklets. www.neopostinc.com a
8/12/09 10:57 PM
Reality Check With Wanda Senne

Does the USPS Understand Our Business?

“Walk a mile in my shoes / Just out of the gate to realize a 90% readability rate or incur additional
walk a mile in my shoes / Before costs — big costs.

you abuse, criticize and accuse / Neither industry nor the USPS could describe our business as a

Then walk a mile in my shoes”
These lyrics are by Joe Smith; the performance by Elvis Presley
was released June 23, 1970. These lyrics apply even today when
I hear people say, “The United States Postal Service just doesn’t
understand our business.” I heard that sentiment many times dur-
ing the months of April, May and June at industry meetings and
the National Postal Forum. I have felt the same way when trying
to explain the impact just one “small” regulation or policy change
makes in costs to my clients, my company and our industry —
costs that have a huge impact in today’s business world.
I wonder if my May “Reality Check” had some impact resulting
in the moratorium announced at the NPF calling for: no mailing
standard regulation changes the rest of this year (clarified that any
standard that USPS has already announced and has an upcoming
effective date before the end of November will take effect ). Back
to what I wrote in May — even the moratorium (that received
resounding applause) was confusing!
However, now that we have a status quo for requirements (at
least as we head to print!), is the USPS listening, hearing and try-
ing to learn our business? The moratorium was a start. But some
areas of the USPS are obviously not listening. I read a DMM Advi-
sory just this morning calling for a specific tolerance for barcode
readability for the Intelligent Mail barcode imaged on mailpieces.
Similar to ramp-up experience with POSTNET barcode, many mail-
ers do not have history with the IM barcode. Yet they will be asked
“walk in the park” or a “cake walk” — especially not this past
year. According to Global Insight’s February 10th U.S. Economy
Report, they are starting to see some positive movement. It all
depends on how optimistic you are. “We see the various stimu-
lus efforts flattening out GDP in the third quarter and promoting
modest growth in the fourth, with consumer spending picking up”
and a “combination of fiscal stimulus and the Fed’s and Treasury’s
efforts should revive the financial sector enough to at least stabi-
lize the economy in the second half of 2009 and promote some
recovery during 2010.”
We are all making very difficult decisions. Can those decisions
have less of a negative impact on both the USPS and the industry
if we each walk in the other’s shoes? Consider…
“If I could be you, If you could
be me / For just one hour, we
could / Find a way. To get into
each other’s mind.” a
Wanda Senne is the National Director of Postal Development for
World Marketing. She primarily focuses on establishing and main-
taining ongoing communications between the USPS and World
Marketing and provides postal training programs for World Mar-
keting and its clients. Contact Wanda by calling 770-431-2591 or
email wsenne@worldmarkinc.com.

A Mutual understanding?
Does the industry understand the USPS? Many of us think so. We attend
meetings, participate in workgroups discussing technical impacts and visit USPS
facilities. When was the last time a USPS employee actually spent time at
your business trying to understand what it is that you do and how you do it? I don’t
mean just walking through your operations areas. I mean actually sit down with you
and find out what it is you have to do to get a piece of mail to them. The shoes we
wear are not fuzzy pink slippers. They are combat boots!

www.MailingSystemsTechnology.com a AUGUST 2009 35

 Pushing the Envelope With Kate Muth

Postal Industry Suppliers Spur Innovation

I spent a couple of days at the National Postal Forum in mid-May as
correspondent for this esteemed publication, and I was reminded
of the buoyancy of this industry. I say “buoyancy” because it sug-
gests both resilience and enthusiasm. Attendance was small at
this Forum, but despite the tough economy and the woeful postal
finances, most people I talked to expressed a determination to
help the Postal Service work its way back to profitability.
Nowhere is this enthusiasm more evident than on the floor of
the exhibit hall. About 130 exhibitors touted their wares at the
Forum, including vendors of all shapes and sizes serving the full
spectrum of postal needs. I saw big automation equipment com-
panies with familiar names, but I also saw smaller companies or
niche providers named after the company founder or the town
the business got started in. No doubt the exhibitors would have
preferred a much bigger crowd at NPF, but not one with whom I
spoke complained. Instead, they put a positive spin on the smaller
attendance, telling me it gave them time to talk to “decision-mak-
ers” rather than spending lots of time and energy on tire-kickers.
I find a walk through the exhibit floor of the NPF to be uplifting,
and it’s not just because vendors can find the silver lining in any
cloud. It’s because the activity on that exhibit hall serves as a shin-
ing example of the old entrepreneurial spirit that built this country.
Ask a Windowbook or a Walz Certified Mail Solutions or an ecoEn-
velopes why they got in this business, and they’ll tell you that they
found a better way to do something. Or spend some time at the
booths of industry giants such as Pitney Bowes, BÖWE BELL +
HOWELL, Siemens or Northrop Grumman, and you’ll hear discus-
sions about improving a customer’s process or making it more
efficient or less costly.
The companies that serve this industry are always looking for a
way to do something better, smarter, faster, cheaper. In many
ways, they serve as the research and development (R&D) arm
of the Postal Service. And that is a good thing. For a $70 billion
organization, the Postal Service spends a tiny amount of money
on R&D. In FY 2008, the USPS spent just $18 million on research
and development (see Cost Segment 17 of the Cost and Revenue
Analysis). Compare that with Pitney Bowes, which spent just
more than $200 million on R&D in 2008 to “support technologies
that enhance the customer experience,” the company told me.
So, suppliers to the Postal Service act as its R&D force, which
spurs innovation and boosts the overall mailing industry. It’s an
industry, by the way, that employs close to nine million people.
I fully appreciate that the Postal Service’s worksharing program
has helped to spawn an industry of suppliers/providers/vendors.
This is a good thing, too. The USPS’ worksharing program is the
light years ahead of postal administrations in other countries.
The worksharing program is a real form of market liberalization.
But the mailing industry is hurt to some degree by the USPS’
lack of investment in research and development. For one thing,
the Postal Service tends to seek solutions to operating hurdles
through regulatory means rather than technology ones. I’m think-
ing specifically of the rule changes to digest-sized letter pieces
(also known as slim jims) that are forcing mailers to make sig-
nificant changes to their operations and businesses. The USPS
discovered that these types of mailpieces do not run well on the
lettermail equipment, so it has changed the mail preparation rules.
A number of mailers have asked why the USPS didn’t more vigor-
ously pursue technology solutions, especially since postal officials
encouraged slim jims after the huge increase in Standard Flats
prices two years ago.
Another problem is that the Postal Service doesn’t always seem
to appreciate the value of this partnership with its industry suppli-
ers. One senses an underlying tension at times, where the Postal
Service sees suppliers and vendors as competitors, not partners.
Or, worse, the Postal Service sees them as a good place to fob
off its own costs, despite the fact that cost shifts trickle down to
the customer anyway and ultimately result in less mail volume. a
Kate Muth is President of Muth Communications, a writing, edit-
ing and consulting firm. She has written on postal topics for the
past 14 years. You can reach her at katemuth@comcast.net.

The Solution:


The answer is for everyone to work together
because the ultimate goal is the same: a healthy, thriving
postal system. Finding ways to do something better, smarter or faster benefits “shared” customers (the
mailer). Let’s keep in mind, however, that it is often the supplier community spending the money to test or
launch a bold new idea. They need to experience rewards or there will be no reason to pursue innovation.

36 AUGUST 2009 a www.MailingSystemsTechnology.com

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Collins ink corp.

1201 Edison Dr.
Cincinnati OH 45216
Phone: 513-948-9000
Web: www.collinsink.com

www.MailingSystemsTechnology.com a AUGUST 2009 39

 Lee Spratt is CEO of DHL
Global Mail – Americas,
TOP companies 2009

which provides unmatched

solutions for high-volume
mailers and parcel
shippers. Prior to attaining
this position in 2008, he
held a succession of top
leadership roles at the
company after arriving
in 2004. That year, he
was Vice President of
Sales & Marketing at
QuikPak, when the catalog
fulfillment provider was
integrated with Deutsche
Post Global Mail and
SmartMail to form DHL
DHL Global mail Global Mail. Mr. Spratt
DHL Global Mail delivers worldwide shipping and mailing solutions that offer a full range of
previously held upper
management positions
service options, substantial postage savings and superior delivery speed. This unmatched
at CheckFree Corp. and
combination allows us to provide businesses and other high-volume mailers with the best
AT&T/Lucent Technologies.
value in the industry.
Under his leadership,
DHL Global Mail is
With US headquarters in Weston, Florida, DHL Global Mail is part of Deutsche Post DHL,
dedicated to simplifying
the world’s leading logistics company. DHL Global Mail’s heritage as a mail expediter
the lives of customers
dates back to 1990, and today we are one of the largest Workshare partners of the U.S.
and making them, the
Postal Service. Over the years we have perfected a streamlined process that accelerates
company’s employees
domestic and international mail delivery while securing significant postal discounts. With and its investors more
this expedited model and one of the world’s largest delivery networks, we provide indus- successful. Toward that
try-leading transit times throughout the US and to more than 220 other countries and end, Mr. Spratt places a
territories. At the same time, our efficiency enables us to offer key advantages — such as high priority on maintaining
free access to our best-in-class Customer Web Portal — while maintaining competitive strong partnerships with
rates. And DHL Global Mail is continually working to further enhance our service offerings. the USPS and other postal
authorities worldwide.
We recently added international shipments to our Web Portal, where customers can view He also is focused on
tracking information and manage their mail programs. DHL Global Mail has also increased continuous service
our use of five-digit ZIP Code sorting for parcels to an industry-leading 83% of customer enhancement through Six
shipments nationwide. For international shipping with full visibility, we added the U.K. and Sigma methodology and
Japan this year to the long list of destinations available for our Globalmail Parcel Track & reducing DHL Global Mail’s
Trace service. environmental impact with
its GoGreen initiatives.
In addition to meeting our customers’ shipping and mailing needs, DHL Global Mail also
helps companies work toward their environmental goals. Our Budget ground service
offers a domestic mail and parcel option that impacts the ecosystem much less than
air transport from express couriers. We are improving our carbon efficiency through our
pioneering GoGreen program, and we partner with other environmentally conscious orga-
nizations like the USPS.

DHL Global mail

2700 South Commerce Parkway, Suite 400
Weston, FL 33331
Phone: 866-546-5200
Web: www.dhlglobalmail.com
Lee Spratt
CEO

40 AUGUST 2009 a www.MailingSystemsTechnology.com

 As General Manager

TOP companies 2009

for Endicia, Amine
Khechfe is responsible
for directing all
aspects of the Endicia
business unit as well as
managing its position
within the DYMO
Technology Global
Business Unit of Newell
Rubbermaid.  Graduating
with a Masters in
Endicia Science in engineering
from Stanford University,
With over 25 years of experience in the postal industry and more than $3 billion in post-
Amine has held a
age printed, Endicia is the leading Internet Postage service provider. Endicia lets you print
variety of management
pre-paid USPS postage and shipping labels with just a computer, printer and an Internet
connection. roles in engineering,
management consulting,
For small business mailers, Endicia’s DAZzle Express software simplifies bulk mailing and software development,
includes a built-in utility for easy, complete mailpiece design. Its wizard-type interface marketing and business
helps quickly produce mailings that meet all USPS regulations and qualify for discounts
development. Prior to
on First Class and Standard Class automation letters and postcards. For high-volume mail-
ers, Endicia’s Envelope Manager PAVE software provides a straightforward interface to co-founding Endicia
presort existing mailing lists and qualify for discounts on First Class and Standard Class in 1987, he worked
automation letters, flats or postcards. at AT&T Information
Systems and TRANE.
Endicia’s presort software products take the guesswork out of mailings by printing your
“Endicia allows you to
database in presort order with all required U.S. Postal Service forms, reports and tray
take advantage of all the
labels. Internet address validation provides access to the USPS database of delivery
addresses for CASS certification with no additional DVD subscription charge. Real-time benefits of shipping and
Move Update capability is available for these products. mailing with the U.S.
Postal Service.”
Endicia also offers an XML Address Validation tool that features fast, easy integration and
allows businesses to clean up mailing lists from any platform, service or website in real
time. No local DVD required. Information returned includes: Residential Delivery Indicator,
USPS Rural Indicator and Delivery Point Validation.

Endicia’s PC and Mac service plans allow users to print postage and shipping labels for
all domestic and International mail classes that can be purchased at the Post Office retail
counter. Endicia’s functionality includes discounted Delivery Confirmation™ service, and
Signature Confirmation service, discounted Parcel Insurance, Stealth Postage, Internet
address verification and pre-filled customs forms. The service also allows you to check
and track the status of packages with Endicia from your computer or via your account on
the web. Endicia is integrated into over 60 third-party applications, helping to streamline
the process even further.

In addition, Endicia’s PictureItPostage service allows businesses and individuals to print

customized postage with their logos, images or pictures.

Endicia Amine
247 High Street Khechfe
Palo Alto CA 94301 General
Phone: 650-321-2640 x140
Web: www.endicia.com/vmst Manager

www.MailingSystemsTechnology.com a AUGUST 2009 41

 Dennis LeStrange has
TOP companies 2009

guided and overseen the

creation of Neopost USA
out of several separate
operating companies.
The new organization
continues to market its two
flagship brands — Neopost
and Hasler — through
dealer and direct sales
distribution channels.
Under Mr. LeStrange’s
leadership, the company
has achieved profitable
growth through continuous
product innovation and
process improvement, as
well as through engaged
Hasler employees who deliver a
superior level of customer
Neopost USA is the American operating company of Neopost Group, the world’s fastest- satisfaction. Dennis has
growing provider of mailing and shipping solutions. Leveraging unmatched industry exper- extensive experience in the
tise, we partner with our customers to help them achieve the absolute highest level of
office equipment and copier
mailing operation efficiency. Utilizing innovative products and services, Neopost’s mail
industry. He was Regional
management strategies and best practices provide the value and peace of mind our cus-
Operations Manager for
tomers deserve. Our objective is to bring simplicity and efficiency to the mailing process
in order to make their businesses run more effectively. A-Copy in Boston before
becoming its president and
Throughout its 80-year history, the Neopost Group has pioneered creative yet practical CEO. He was later appointed
mailing solutions, including a number of “firsts” in advanced mail processing equipment. Senior Vice President,
Today, Neopost USA offers a complete line of Neopost and Hasler-branded mailing, ship- Corporate Officer of IKON
ping and document handling products for offices and mail centers of all sizes. North America, and in 2008,
he was appointed Chief
In addition, Hasler offers a full range of document and mail management solutions Operating Officer of Neopost
designed to offer better control over your entire mailing operations through improved
USA. LeStrange has a BS
mailflow optimization. This includes increased efficiency, enhanced mailpiece security and
in Accounting and Business
integrity and reduced costs. These value-added mailing solutions have had a significant
Administration from Empire
and very positive impact on every step of the mailflow process, with many Hasler custom-
ers having dramatically reduced their mailing and shipping costs. State College SUNY.

The Neopost Group continues to strive for mail process innovation, with more than 300
people working on future generations of systems, software, infrastructures and networks
linked to mail management. This combination of new product development, value-added
services and a nationwide network of dealers and direct sales team confirms Neopost’s
commitment to providing real mailing solutions and the highest level of customer service
in the industry.

Hasler
478 Wheelers Farms Road
Milford CT 06461
Phone: 800-995-2035 dennis
Web: www.haslerinc.com lestrange
President
& CEO

42 AUGUST 2009 a www.MailingSystemsTechnology.com

 Dr. Thomas Brock is
the President and

TOP companies 2009

Chief Executive Officer
for Kern, Inc. He is
a career leadership
professional with 17
years of experience
in the production mail
business. An alumnus
of the University of
Michigan, Thomas
Brock holds his Bachelor
degree with Big Ten
Kern honors. In addition, he
holds multiple advanced
Documents destined for the mailstream are a critical communication tool. For over 62
Master and Doctoral
years, Kern has been helping companies get their valuable and time-sensitive documents
into the mailstream for delivery to residential and business mailboxes on six continents.  degrees. While finishing
While Kern is best known for delivering the fastest and finest production inserting equip- his studies at the
ment in the world, we have expanded our reach into complete end-to-end solutions that University of Minnesota,
include: Document Mail Finishing systems for inserting and mail production; Document Central Michigan,
Finishing on Demand for the automated processing of printed material and documents
Michigan and Chicago,
through complete production solutions; Document Logistics Systems for the traying and
handling of finished mail, and Kern’s Automated Document Factory System, mailFactory, Brock became a change
which is a comprehensive suite of web-enabled software designed to optimize the man- agent with the insight,
agement of a complete production print and mail center.  vision and enthusiasm
necessary to inspire
Kern most recently launched the Kern 2600 Multimailer, which has been recognized for teams for impressive
its flexibility, ability to incorporate up to four input channels and integrated reading capa-
results. He is an avid
bilities for maximum integrity. Understanding the need for customizable solutions and
constant improvement, Kern invests heavily in research and development to achieve the sports enthusiast and
next level of overall production efficiency and automation. former professional
athlete, having been
Kern is fundamentally focused on customer success. We are dedicated to delivering a drafted by both the
quality, competitive and on-time solution. We are continuously striving to improve our
Seattle Mariners and
end-to-end, innovative solutions as well as services through design, customer feedback
and employee participation. In 2008, Kern, Inc was awarded the ISO 9001: 2000 certifi- the Atlanta Braves
cation for the implementation of a Quality Management System. At Kern, quality is an major league baseball
inherent part of everything we do, from production mail solutions to service and support. organizations in the 80s.
We see this as a direct tie to deep partnerships and, ultimately, the success of customers.

Today, Kern enjoys a global presence with a direct worldwide distribution through 15 sub-
sidiaries and over 60 distribution partners.  Every Kern system is backed by our customer
success guarantee to deliver 10 years of production grade output when maintained under
a Kern full-service maintenance agreement.  From premier high speed inserting systems
to complete Automated Document Factory Systems, Kern is a global leader in production
mail and document management solutions that is truly committed to helping customers
succeed.  

Kern
3940 Gantz Road, Suite A
Grove City OH 43123
Phone: 614-317-2600 Dr. Thomas
Web: www.kerncan.com
Email: info@kerninc.com Brock
President
& CEO

www.MailingSystemsTechnology.com a AUGUST 2009 43

TOP cOmPanies 2009

KiRK-RUDY
Since 1967, Kirk-Rudy has innovated solutions for addressing and paper handling for the direct mail, printing, newspaper
and card industries. Because we engineer and manufacture our systems from end to end in our state-of-the-art Georgia
facility, we can control costs while delivering outstanding quality and performance. That means outstanding value for our
customers worldwide.

Kirk-Rudy offers cost-effective solutions that are exceptionally well-built, flexible and easy to operate and maintain. Our
global network of dealers offers a full range of modular Kirk-Rudy components, allowing you to create a custom system
that meets your needs precisely.

With thousands of systems installed worldwide, Kirk Rudy offers InkJet Addressing Systems that utilize the latest in Piezo
technology from Spectra as well as Thermal InkJet technology from HP.

Kirk Rudy’s wide selection of water-based, solvent, oil-based and UV Inks enables you to print on almost any substrate.

Hardware and software is developed in-house by our own team of engineers — this allows for exceptional support and
product enhancement capabilities.

Our Graphical User Interface is intuitive and easy to learn, reducing training costs.

Need spare parts? Because we machine everything in-house, Kirk Rudy is able to maintain a spare parts inventory on every
product ever sold.

Let Kirk Rudy design a custom solution that’s right for you!

KiRK-RUDY
125 Lorraine Parkway
Woodstock GA 30188
Phone: 770-427-4203
Web: www.kirkrudy.com

44 AUGUST 2009 a www.MailingSystemsTechnology.com

MST Whos Who.indd 44 8/13/09 9:32 AM

melissa data Raymond Melissa, a computer
Melissa Data is a leading provider of contact data quality solutions to capture, clean, industry veteran with over 35

TOP companies 2009

enhance and disperse contact data for successful direct mail marketing and data manage- years of experience, is founder
ment operations. Our address management solutions can reduce undeliverable mail and and president of Melissa
shipping errors by up to 80%. Established in 1985, Melissa Data has helped over 5,000 DATA. Ray enjoys no greater
customers, including Disney, Mercury Insurance, Verizon, Nestle and Saab, improve the
challenge than exploring ideas
quality of their data for effective communications and improve their relationships with
for innovative products that
customers.
will help organizations save
Mailing Solutions money, increase profits and be
MAILERS+4 CASS/PAVE-certified postal automation software processes a mailing list successful.
for the lowest postage rates, expedient postal processing and the greatest delivery and
response rates. MAILERS+4 validates addresses for ZIP+4 accuracy using the DPV, LAC-
Established in 1985 in Orange
SLink and SuiteLink systems; eliminates duplicates; postal presorts; and prints POSTNET
and Intelligent Mail barcoded labels/container tags and all required documents. Add-on County, California, Ray began
components include eLOT, Residential/Business Delivery Indicator (RBDI), Canadian with a single product based on
Addresser and a direct link to NCOALink Move-Update services. the simple idea to provide a
database of postal ZIP Codes
The Business Mailers Automation Toolkit is a fully scriptable suite of customizable com-
on floppy disks for use on a PC.
ponents to automate CASS address validation and PAVE postal presorting into custom
Next came the development
mailing applications.
of MAILERS+4, the company’s
Database Management Software landmark USPS-certified
MatchUp enables efficient merge/purge capability by identifying duplicate records using mailing software to save
up to 16 matchcodes plus your unique codes; RightFielder transforms messy text data mailers money on postage and
into correctly fielded and organized information that can be used with database programs;
printing and help them comply
Personator splits full, multiple and inverse names into their components, appends gender
and generates proper salutations. with all requirements for
discounted mailings.
Mailing Lists
Get online counts, purchase and download your lists in minutes. Choose your leads for The company has developed an
saturation rate mailings and targeted B2B, B2C and B2E communications. Business, con-
international reseller network,
sumer and specialty lists are available with geographic and demographic selects, with
a nationally recognized catalog
guarantees for low price and deliverability.
and a dynamic website that
Data Hygiene, Enhancement Services averages over 70,000 unique
CASS ZIP+4, NCOALink; new UAA processing (multisource ACS and self-reported moves) visitors a day. Melissa DATA
DSF2, plus address, phone and email appends; business and consumer enhancements; was named by DM Review
Do Not Mail/Call; NAICS and SIC code appends; duplicate and deceased indicators; and
Magazine as a Top 100
more.
Company.
How We Are Unique
Melissa Data is in the unique position of being able to offer a full complement of cost-
efficient solutions from a single source for effective contact data management for direct-
mail, target marketing, database management and enterprise application excellence. We
offer unlimited technical support and industry-related education. Products are backed by
a 30-day, full-money back guarantee. Trial evaluations are available for most products by
calling 1-800-MELISSA or visiting www.MelissaData.com

Melissa Data
22382 Avenida Empresa
Rancho Santa Margarita CA 92688
Phone: 800-MELISSA Raymond
Web: www.MelissaData.com melissa
Email: info@melissadata.com
Founder &
President

www.MailingSystemsTechnology.com a AUGUST 2009 45

TOP companies 2009

MidSouth Technologies, an NPI company

About Our Company
MidSouth Technologies, an NPI company, is a recognized leader in providing innovative mail processing solutions. MidSouth
is a pioneer in developing technology to extend the life of mail processing equipment, with particular expertise in retrofitting
and servicing PTI and J-series transports.

With new and refurbished machines and parts, supporting your business through expansion and change is easy. Adding
innovative products designed specifically for existing transport machines extends the life and functionality of your assets.

With outstanding customer service and a portfolio of cost-effective solutions, MidSouth enables mail processors to:
• Reduce operational costs and capital requirements
• Increase productivity and profitability
• Improve asset utilization

Products and Services:

• Up and Over

UPGRADES:
• Argosy Post Platinum OCR Software • Stacker Extensions
• Inkjet Printers • Wear Strip
• Barcode Reader

How We Are Unique

The leaders of MidSouth literally assembled, tested and installed nearly every PTI system in the field. Because of MidSouth
Technologies’ broad product knowledge, you no longer have to tolerate poor service from a vendor simply because they
wrote the software for your sorter. MidSouth Technologies offers affordable operating system conversions and Intelligent
Mail Barcode upgrades for all PTI and BÖWE BELL + HOWELL “J” Series Transports. MidSouth has extensive mail industry
knowledge and a proven history of success with commercial mailers, presort shops, presort bureaus, banks, fulfillment
shops, colleges and large companies with incoming sorting needs. MidSouth serves over 150 customers in the United
States and Europe.

With MidSouth Technologies, you can customize, streamline and maintain your operations, giving you a competitive advan-
tage by adding innovative products designed specifically for existing machines.

MidSouth Technologies
1400 Virgil Anderson Drive
Drumright OK 74030
Phone: 918-352-8300
Web: www.midsouthtek.com
Email: sales@midsouthtek.com

46 AUGUST 2009 a www.MailingSystemsTechnology.com

 TOP companies 2009
NPI
NPI… Efficiency through Innovation. It is this commitment that has made NPI a prominent figure in the mail automation
industry since 1977. We dominate in the field with leading-edge sorter technology, which is shown in the products we
offer our customers. Our “Customer First” policy has resulted in sorter installations throughout the world. Each year, NPI
continues to expand its visibility in the market with progressive, efficiently designed sorters. Headquartered in Dallas,
Texas, we manufacture high-quality, affordable sorters that are equipped with the most current technology. NPI’s diverse
customer base includes post offices to print shops, banks to insurance companies. We employ associates from all areas
of the automation industry to help our customers find the best production environment for their operation. Whatever the
application, letters, flats, incoming or outgoing, NPI is able to offer you a solution.

Products and Services

• Flats/Light Parcel Sorter: • Low-Speed Flat Sorter:
- Omnisort - Omega Mixed Sorter
• High-Speed Letter Sorter: • Metering Alternative
- Maxim - Weigh on the Fly
• High-Speed Flats Sorter: - Manifesting
- Vsort • In-line Labeler
• Low-Speed Letter Sorter: - Recovery
- Omega SP
All systems have the capability of OCR, BCR, Incoming and Handwritten options.

How We Are Unique

Sorting. That’s our passion. It’s what we do. NPI’s strict focus on sorting equipment makes us the preferred vendor for your
needs. Our commitment starts from when you purchase equipment all the way through our quality customer service staff.
NPI applies the most up-to-date technology with every sorter we sell. Every system we manufacture is designed with the
customer in mind. From the pickoff, OCR, BCR, electronics and Windows-based open architecture, our goal is to provide
the most effective sorter for customers large or small. NPI believes every customer is a priority. We still have that “Busi-
nesses on every level deserve the same attention to service.” We listen to our customers’ needs and provide custom-
tailored applications for their specific operations. When it’s time to look for sorting equipment, look no further than NPI.

NPI
3901 La Reunion Pkwy
Dallas TX 75212
Phone: 888-821-SORT
Web: www.npisorters.com
Email: sales@npisorters.com

www.MailingSystemsTechnology.com a AUGUST 2009 47

 Dennis LeStrange has
guided and overseen the
TOP companies 2009

creation of Neopost USA

out of several separate
operating companies.
The new organization
continues to market its two
flagship brands — Neopost
and Hasler — through
dealer and direct sales
distribution channels.
Under Mr. LeStrange’s
leadership, the company
has achieved profitable
growth through continuous
product innovation and
process improvement, as
well as through engaged
employees who deliver a
Neopost superior level of customer
satisfaction. Dennis has
Neopost USA is the American operating company of Neopost Group, the world’s fastest- extensive experience in the
growing provider of mailing and shipping solutions. Leveraging unmatched industry exper- office equipment and copier
tise, we partner with our customers to help them achieve the absolute highest level of industry. He was Regional
mailing operation efficiency. Utilizing innovative products and services, Neopost’s mail
Operations Manager for
management strategies and best practices provide the value and peace of mind our cus-
A-Copy in Boston before
tomers deserve. Our objective is to bring simplicity and efficiency to the mailing process
in order to make their businesses run more effectively. becoming its president and
CEO. He was later appointed
Throughout its 80-year history, the Neopost Group has pioneered creative yet practical Senior Vice President,
mailing solutions, including a number of “firsts” in advanced mail processing equipment. Corporate Officer of IKON
Today, Neopost USA offers a complete line of Neopost and Hasler-branded mailing, ship- North America, and in 2008,
ping and document handling products for offices and mail centers of all sizes. he was appointed Chief
Operating Officer of Neopost
In addition, Neopost offers a full range of document and mail management solutions USA. LeStrange has a BS
designed to offer better control over your entire mailing operations through improved in Accounting and Business
mailflow optimization. This includes increased efficiency, enhanced mailpiece security and
Administration from Empire
integrity and reduced costs. These value-added mailing solutions have had a significant
State College SUNY.
and very positive impact on every step of the mailflow process, with many Neopost cus-
tomers having dramatically reduced their mailing and shipping costs.

The Neopost Group continues to strive for mail process innovation, with more than 300
people working on future generations of systems, software, infrastructures and networks
linked to mail management. This combination of new product development, value-added
services and a nationwide network of dealers and direct sales team confirms Neopost’s
commitment to providing real mailing solutions and the highest level of customer service
in the industry.

Neopost
478 Wheelers Farms Road
Milford CT 06461
Phone: 800-995-2035
dennis
Web: www.neopost.com lestrange
President
& CEO

48 AUGUST 2009 a www.MailingSystemsTechnology.com

Parascript With 25 years of corporate

TOP companies 2009

Parascript image analysis and pattern recognition technology helps the world’s largest strategy and sales
mail processing and package shippers deliver on time and to the right address. European management experience, Mr.
posts, the U.S. Postal Service and major corporations throughout the world use Para- Buck has led new product
script recognition products to locate and recognize both handwritten and machine-print development, created business
addresses in any type of mailstream, including: letters, flats, parcels, forwarded mail and venture opportunities and
bundles. Parascript software solutions process over 250 million documents daily and pro- managed national sales teams.
vide annual cost savings of over $1 billion to Global 2000 companies as well as govern- His expertise encompasses a
ment agencies.
variety of industries including:
government, financial, retail,
The Parascript product suite includes:
telecommunications and
AddressScript: A complete solution for automated address recognition available for
Canada, Germany, France, Italy, the Netherlands, Russia and the United States, cross- utilities. As vice president
validates data against postal databases, ensuring the highest accuracy and deliverabil- for business development
ity. AddressScript surpasses all other available OCR engines in read rates and accuracy, at Parascript, Mr. Buck is
reads both handwritten and machine-print text as well as recognizes addresses across the responsible for augmenting
entire mail stream, including letters, flats and parcels. business growth and leading
new partner development
AddressParcel: AddressParcel recognizes destination addresses on parcels of all shapes, efforts. Prior to joining
sizes and quality, allowing postal and shipping agencies to read greater volumes of parcels Parascript, Mr. Buck served as
with the highest read rates and accuracy in the industry.
senior vice president of sales
and corporate relationships
AddressSelect: A high-performance address validation engine reduces incorrect address
for a joint venture company
entries and enables commercial shipping, mail firms and pre-sort vendors to assign
11-digit barcodes to mailpieces so postage discounts and compliance with USPS guide- in Canada established by
lines are realized. US-based Fiserv. In this
position, he was responsible
InMailRouter: Automates “reading” and sorting of incoming mail including letters, post- for international strategic
cards and flats, enabling companies of any size to significantly improve the bottom-line alliances and the integration of
results by reducing labor costs while increasing sorting and delivery efficiencies. business process outsourcing
solutions.
AddressKey: A customizable and user-friendly Video Coding System (VCS) minimizes user
keystrokes, increases keying speed and helps operators deliver more accurate results.
Mr. Buck earned his degree in
AddressKey optimizes the manual validation of unrecognizable addresses and seamlessly
Business Administration from
integrates with majority of OCR/VCS systems.
California State University at
StampVerify: Streamlines automatic indicia location and detection for envelope images Fullerton and has completed
including stamps, meter marks, facing identification marks, information based indicia or advanced programs in sales,
US postal stationery. StampVerify reduces operating costs and increases mail sorting management, marketing and
efficiency by verifying that proper postage has been paid — and permits obtained — to business strategies.
allow items to enter the domestic mail delivery network.

Parascript
6899 Winchester Circle, Suite 200
Boulder CO 80301
Phone: 303-381-3100
Web: www.parascript.com
John Buck
Vice president

www.MailingSystemsTechnology.com a AUGUST 2009 49

 Randy Hoefer has over
TOP companies 2009

12 years of experience
in the mailing industry.
In his current role of
Vice President Research
and Product Strategy for
Satori Software, Inc.,
Randy is responsible
for ensuring that Satori
Software products meet
the needs of our current
and future customers.
In his former position of
vice president of research
and development, Randy
Satori Software led the development of
the company’s address
Satori Software produces industry-leading address management solutions for organiza- management solutions,
tions that collect, maintain and mail to contact lists. In fulfilling our mission to deliver an
including its bestselling
exceptional user experience, our CASS and PAVE-certified products set new standards
for ease-of-use and functionality. Our software removes the aggravation of deciphering Bulk Mailer series of
complex postal regulations, so customers increase overall address quality, increase deliv- products. Through his
erability and achieve the best possible postage rates. commitment to address
quality and extensive
Bulk Mailer: Desktop Mailing Preparation Software. Bulk Mailer features address cor-
knowledge of USPS rules,
rection and validation, postal presorting, de-duplication and Intelligent Mail barcode sup-
port. Timesaving innovations include our intuitive graphical interface, reusable templates regulations and offerings,
and Job Builder for automating repetitive tasks. Any organization that handles volume Satori Software delivers
mailings — publishers, mailing houses, print shops, educational institutions — benefits products that help mailers
from using Bulk Mailer. and direct marketers
achieve better results
MailRoom ToolKit: Integrated Address Management Solutions. MailRoom ToolKit
from mailing programs
products integrate address correction and presorting into databases, websites and other
workflow applications. Point-of-entry address verification, batch address correction and and initiatives. Randy has
regular change-of-address processing save time and maintain database integrity. Mail- a Bachelor of Science in
Room ToolKit products also include postal presorts. Based on .NET and COM technol- Computer Science from
ogy, MailRoom ToolKit products deliver more than address quality; they deliver tools that Western Washington
improve productivity, profitability and help create tighter customer relationships.
University.
Built-in Move Update Service. Satori Software products feature our real-time* Move
Update service. Once activated, customers may process address lists against the
48-month NCOALink dataset via a secure Internet connection anytime. There’s no waiting,
no manual import/export and no messy data merge.

A wide range of companies — from three-person operations to Fortune 500 enterprises

— already benefit from our products. Founded in 1982, Satori Software is privately owned
and based in Seattle, Washington.

Satori Software, Inc.

1301 5th Ave, Suite 2200
Seattle WA 98101 Randy hoefer
Phone: 800-553-6477 Vice president
Web: www.satorisoftware.com Research & Product
Email: sales@satorisoftware.com
Strategy

50 AUGUST 2009 a www.MailingSystemsTechnology.com

08 JANUARY - FEBRUARY 2009 a www.MailingSystemsTechnology.com