moving from the box to the cloud
DESCRIPTION
Best practices to make your document workflow process more efficient. Presented at the 2013 Document Strategy Forum.TRANSCRIPT
DOCUMENT Strategy Forum April 29 - May 1 Greenwich, CT
DOCUMENT MANAGEMENT SOLUTIONS
MOVING FROM THE BOX TO THE CLOUD
Brian Stancampiano
Pitney Bowes, Inc.
.
Brian Stancampiano, MBA, CPHQ Vice President, Pitney Bowes Document Management Solutions At Pitney Bowes, Brian leads a team which specializes
in optimizing complex document management
processes by leveraging industry leading technologies.
Examples include litigation support and eDiscovery,
mortgage loan origination, claims processing, accounts
payable and customer correspondence management.
Prior to joining Pitney Bowes, Brian held several senior leadership positions
at Xerox Global Services including heading up the Healthcare & Financial
Services Industries.
He has extensive experience in leading client project teams through
breakthrough productivity improvements in document intensive business
processes and operations. In addition to being an expert facilitator, Brian is
a Lean Six Sigma Green Belt and certified professional in healthcare
quality (CPHQ)
.
Desired Outcomes
• Share some trends in customer experience & loyalty
• Share some trends on customer communication outsourcing
• Discuss challenges you’re having
• Share a case study & discuss best practices
.
Key Findings on Consumer Pulse
The Accenture Global Consumer Survey is an annual research
project that assesses consumer attitudes toward marketing, sales
and customer service practices. The 2012 survey includes online
responses from more than 12,000 consumers in 32 countries about
their experiences with providers in ten industries.
• One in five consumers switched providers in 2012, up five percent
from 2011.
• However, the majority (85 percent) of consumers say their service
provider could have done something differently to prevent them from
switching.
• Among those who would have stayed if their service provider had
acted differently, two-thirds (67 percent) pointed to having their
customer service issue resolved during their first contact as a factor;
54 percent might have remained loyal if they had been rewarded for
doing more business with their provider.
.
Key Findings on Consumer Pulse, cont
• Broken promises are a top area of frustration for consumers: nearly
two-thirds (63 percent) of respondents indicate it’s extremely
frustrating when a company delivers a different service experience
from what it promised upfront. Seventy eight percent of consumers say
they are likely to switch providers when they encounter such broken
promises.
• Nearly a third (31 percent) of respondents prefer companies that use
information about them to make their experience more efficient from
one step to the next. However, only a quarter (24 percent) said their
providers deliver tailored experiences.
Are your communications helping or
hurting your customers experience?
17%
18%
21%
23%
24%
25%
29%
30%
0% 10% 20% 30%
Drive outbound comms to lower cost channels
Outsource to reduce costs and return focus to
core competencies
Improve multi-channel comm. capabilities
Better mgmt of end-to-end comm. lifecycle
Auto enroll new customers in paperless comms
Developing mobile applications
Upgrading data analytics technology & services
Increase data security measures
Top Priorities for Customer Communications Q17: What are your organization’s top three priorities for the next 12-24 months relative to customer communications
lifecycle/marketing processes?
Three responses permitted
Source: Service Expansion Opportunities for Document Outsourcing: North America, InfoTrends, 2012
N = 240 business respondents in North America
12%
15%
16%
17%
17%
20%
22%
23%
35%
0% 10% 20% 30% 40%
Improve disaster recovery
Improve in-bound communications processing
Improve accuracy/error rates
Increase operational flexibility and agility
Upgrade data analytics capabilities
Increase data security measures
Shorten cycle time
Improve business process productivity
Reduce costs
Top Priorities Relative to Document Imaging for Next 24 Months Q37: What are your organization’s TOP THREE priorities for the next 12-24 months relative to document imaging, indexing
and coding, data management, and data integration? Please select the top three options.
Three responses permitted
Source: Service Expansion Opportunities for Document Outsourcing: North America, InfoTrends, 2012
N = 198 business respondents in North America
20%
20%
22%
23%
23%
25%
29%
0% 10% 20% 30%
FSA 16 compliance
Document archival and retrieval
Mgmt of entire ongoing business process
On/Off-site business process scanning/imaging,
indexing, and coding
Front office workflow integration
24 hour or less turnaround times
Cloud computing backup
Scanning Services that Increase Propensity to Outsource Q110: Which combination of the following services would make your company significantly more likely to outsource?
Source: Service Expansion Opportunities for Document Outsourcing: North America, InfoTrends, 2012
N = 198 business respondents in North America who make the decision to outsource high volume scanning or e-document archives
Multiple responses permitted
28%
35%
40%
44%
44%
35%
36%
31%
31%
29%
28%
36%
28%
29%
25%
15%57%
28%
0% 20% 40% 60% 80% 100%
High-volume scanning &
e-document imaging
Corporate mailroom
Creative services
Offsite transactional
print operation
In-house commercial
print operation
Offsite commercial print
operation
Currently Outsource Considering Outsourcing Not outsourcing / not considering Don't know
Business Function Outsourcing Status Q11: Please select the appropriate outsourcing status for each of the business functions listed below…
Source: Service Expansion Opportunities for Document Outsourcing: North America, InfoTrends, 2012
N = Values vary
InfoTrends Key Findings On Growth Opportunities
50% of enterprises outsourcing document processing and management expect scanning & digital
capture volumes to grow over next two years
Top document imaging priorities include: reducing costs, improving business process
productivity, and shortening processing cycle times
Nearly 60% of enterprises want to integrate data into specific business processes and across
multiple departments
82% of enterprises consider data management services an important provider offering
~ 30% of enterprises do not outsource scanning or e-data archives due to privacy/security
concerns, loss of control or lack of savings
Enterprises are more likely to outsource on-site/off-site imaging, indexing and coding if bundled
off-shore along with workflow integration
Case Study
THE RESULTS
Rapid start-up met customer’s aggressive
business goals
Increased transactions at start of
business day from 0 to 50%.
Reduced cycle time of receipt to action
by 2 days
Reduced costs by 30%
Increased revenue & month and quarter
ends
A leading Mortgage Loan Servicing company is experiencing challenges
managing communications to and from borrowers.
Before
Highly-manual insourced document operations
Outdated imaging, print & mail technologies
Limited flexibility with document & form designs
3-4 day cycle time from mail receipt to company
action
After All Incoming mail now received at PB National
Processing Center, near USPS general mail facility
Auto capture (scanning & intelligent data extraction)
& indexing starts at 7AM EST
Data available to support business transactions by
8AM PST
Print & mail outsourced to flexible supplier in PST
Document redesign in progress to further improve
borrower experience and increase auto capture
Leverage intelligent bar code to increase auto
capture rate & accuracy
Company has
improved the
borrower experience
Results
Rapid start-up met customer’s aggressive
business goals
Increased transactions at start of
business day from 0 to 50%.
Reduced cycle time of receipt to action
by 2 days
Reduced costs by 30%
Increased revenue & month and quarter
ends
VERIFIED
12
Market Growth and Convergence
Integrating Customer Communications
Customer Communications Lifecycle
Questions?
Brian Stancampiano, MBA, CPHQ
Vice President, Pitney Bowes Document Management Solutions
Pitney Bowes
585-737-1601
Back up materials
18 %
2 0 %
2 1%
2 1%
2 2 %
2 4 %
2 6 %
2 6 %
2 8 %
2 9 %
0 % 10 % 2 0 % 3 0 %
Order fulfillment/ processing/inventory mgmt
Paper / e-evidence processing for lit./ counsel
Direct mktg/general mktg
Human resources
Patient records/patient care
Claims processing
Accounts payable
Front office doc. / data capture
Accounts receivable
Call center, cust. care, and cust. support
Primary Source of Document Capture/Imaging Q36: Within the following business processes, where does high-volume document capture/imaging take place?
Multiple responses permitted
Source: Service Expansion Opportunities for Document Outsourcing: North America, InfoTrends, 2012
N = 198 business respondents in North America
Cloud or Not to Cloud…What is the Question?
COMPLEXITY
• Size and sophistication of business and stakeholder departments (e.g., Legal, Records, Compliance)
• Size and scope of projects (including Legal cases and controversies)
• IT “bandwidth” (literally)
COMMITMENT
• Top-down or bottom up?
• Organizational structure and alignment
• Financial resources
• IT “bandwidth” (figuratively)
CONTROL
• Culture -- Internal vs. 3rd party provider competency
• Need for external access (e.g., mobile employees, outside counsel, consultants)
• Data location and security
COST
• Who owns the budget?
• Best utilization of funds (Capex vs. Opex)
• Long-term sustainability
Document and Data Management Challenges
Data lifecycle
process improvement
Multi-vendor
management
Internal alignment
Dissatisfaction
with current process
Operating and
investment costs
SERVICE
INEFFICIENCIES
& BUDGET
IMPLICATIONS
Document Management Expansion Opportunities
Electronic Forms
Conversion
- Systematic, large
scale
Electronic
Document
Management - FM providers expand
beyond scan, mailroom
and print
Document &
Business Process
Outsourcing
- FM providers move
upstream into AP, AR,
HR, IT, call centers, etc.
Evaluation Services
- Integrate and ingest
old and new data post-
acquisition
Data and Database
Management - Centralize and
standardize programs;
make appropriately
accessible
Consulting and
Advisory Services
- Enabler v. profit
center
Vertical Market
Expertise - Mortgage loans,
insurance claims,
healthcare exchanges,
legal
Global Expansion
- Buy, build or partner
O
u
t
b
o
u
n
d
I
n
b
o
u
n
d
RECEIVE
DELIVER
TRANSFORM
CAPTURE
Multi-Channel
collection &
preparation
Data quality
Auto
classification
and data
extraction
Image and data
delivery
Records
Management
BUSINESS
INTELLIGENCE
TARGETED
COMMUNICATION
DELIVERY
CHANNELS
PROGRAM
MANAGEMENT
ANALYSIS &
REPORTING
Market
segmentation
Production
Production
scanning
Message &
content
creation
Customer
analytics &
data mining
Multi-channel:
Electronic
Mail, Social
Integrated
Enterprise Cloud
Solution Platform
14%
16%
13%
15%
9%
10%
10%
12%
8%
30%
29%
18%
21%
25%
21%
20%
22%
25%
40%
42%
48%
39%
43%
43%
47%
50%
43%
12%
12%
17%
22%
20%
23%
20%
15%
23%
0% 20% 40% 60% 80% 100%
Campaign mgmt
Graphic design & doc. composition svcs
Multi-channel communications
Mobile communication strategy
Developing highly-personalized comms.
Reducing print & mail communications
Improving mgmt of in-bound customer comms.
Improving document-related BPM
Marketing analytics
Not important Limited importance Undecided Important Very important
Relative Importance to Strategic Planning Processes Q24: How important are the following initiatives to your CURRENT strategic planning process?
Source: Service Expansion Opportunities for Document Outsourcing: North America, InfoTrends, 2012
N = 240 business respondents in North America