WHITE PAPER - Curtis 1000€¦ · Curtis 1000 SCS Whitepaper The team of 1,000+ employees is made up of more than 300 technical specialists, including business consultants, proven

WHITE PAPERCurtis 1000 SCS:A CCM PARTNER FOR TODAY AND TOMORROW

NOVEMBER 2018

Table of Contents

Background.........................................................................................................................................3About Curtis 1000 SCS...................................................................................................................... 4Meeting the Modern Enterprise Communications Challenge................................................................4

Challenge 1: Maintaining a Secure Environment...................................................................... 5Challenge 2: A Strategy to Reduce Costs................................................................................6

Digitization of Infrastructure with the Right Skills and Staff Expertise............................7Increasing Paper Turn-off Rates...................................................................................7Production/Communication Efficiency......................................................................... 7

Challenge 3: Optimize the Customer Experience.....................................................................7Challenge 4: Improve Data Management and Analytics...........................................................9The Decision to Outsource.....................................................................................................11

Curtis 1000 Delivers Results with SCS............................................................................................... 12Targeting................................................................................................................................13Attracting New Customers.....................................................................................................14Managing...............................................................................................................................15Empowerment....................................................................................................................... 16

InfoTrends’ Opinion............................................................................................................................ 19

List of Figures

Figure 1: Critical Communication Objectives.......................................................................................5Figure 2: Plans to Address Data Security............................................................................................6Figure 3: Plans to Reduce Costs.........................................................................................................6Figure 4: Most Significant Customer Experience Challenge.................................................................8Figure 5: Primary Challenges Associated with Multi-Channel Communication.....................................8Figure 6: Level of Personalization....................................................................................................... 9Figure 7: Top Data Management Challenges.....................................................................................10Figure 8: Challenges Cut Across All Types of Communications...........................................................10Figure 9: Driving Factors for Outsourcing............................................................................................11Figure 10: Top Criteria for External Service Providers..........................................................................11Figure 11: Critical Components of Curtis 1000 SCS...........................................................................12Figure 12: NSite Summary Capabilities..............................................................................................16Figure 13: Curtis 1000's Professional Services...................................................................................17Figure 14: Curtis 1000's Transactional Tools......................................................................................18

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White PaperCurtis 1000 SCS Whitepaper

Background

With a world of information readily at hand, countless emails crisscrossing the globe every moment, and video chat instantaneously connecting people and businesses across continents with ease, consumers’ expectations for timely, personalized and highly polished communications have become increasingly difficult to meet. Global trends are moving toward an increasingly digitized world with a fragmented communication channel landscape. For businesses that are interested in delivering a positive customer experience, supporting preferred delivery channels with relevant and consistent messaging will be a critical component for customer retention as well as new customer acquisition.

These considerations have transformed enterprise communications strategies from a mindset that is focused on reducing costs to one that prioritizes high-quality personalized messaging to improve the customer experience, drive revenue, and secure consumer loyalty. This shift requires a significant investment in specialized tools and talent. Many enterprises have concluded that it makes little sense for them to divert resources away from their core com-petencies to compete in this increasingly complex market. These enterprises are seeking partners that can leverage customer data to satisfy demands for better personalization across all communication channels while ensuring com-pliance with regulatory and data security guidelines.

Data from Keypoint Intelligence – InfoTrends (InfoTrends) indicates that first-time outsourcing is gaining momentum and that the balance of production is shifting away from enterprise in-plants toward print and communication ser-vice providers. 56% of transactional print volume is outsourced in North America today, and this share is expected to reach 70% by 2021. The ability to quickly adapt customer communications to suit evolving business strategies, regulatory requirements, and marketing goals is paramount. In addition, there is a need for a seamless, omnichannel approach that provides a single, unified customer experience across all channels.

Enterprises are seeking communication service partners that offer access to more affordable advanced systems and platforms than they are capable of achieving independently. For many enterprises, achieving a single view of the cus-tomer and developing a cohesive communication strategy that breaks down operational silos between channel and segment messaging has been a lofty goal—until now. As one of the leading Customer Communications Manage-ment (CCM) solution providers in North America, the company is laser-focused on helping clients increase customer engagement and overcome the most complex customer communications and data workflow challenges.

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The team of 1,000+ employees is made up of more than 300 technical specialists, including business consultants, proven vertical market and communications experts, data specialists, technology architects, and solutions creators. The organization also has a national footprint of 7 geographically dispersed high-tech digital and traditional print and mail facilities across the United States.

By consolidating skills from these four organizations, Curtis 1000 SCS can offer clients a single source to create an integrated customer communications strategy in a secure environment. The critical mass and technical capabilities of this new organization make it attractive to enterprises that are looking to work with a seasoned partner. The organization is designed to meet consumers’ demands for more relevant messaging and a uniform experience across channels, while weighing these advancements against increasingly complex data security concerns and regulations. This white paper explores how Curtis 1000 SCS focuses on optimizing workflow, improving profitability, and meeting regulatory requirements to help clients construct a cohesive communications plan that anticipates the needs of tomorrow’s market.

Meeting the Modern Enterprise Communications Challenge

Modern enterprises face a number of challenges when managing customer communications. InfoTrends’ Annual State of Transactional Communications study surveyed 300 enterprise executives in North America to better understand their priorities in reaching customers. According to the results of this survey, these executives are seeking to develop an enterprise-wide customer communication strategy that addresses the following critical issues:

1. Maintaining a secure environment to ensure that all content(regulated and unregulated) is created, managed, and distributed effectively

2. Implementing strategies to reduce costs3. Enhancing the customer experience through consistent and

personalized communications via the best channel(s)4. Getting the data right to deliver on the promise of personalization

ABOUT CURTIS 1000 SCS

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Figure 1: Critical Communication ObjectivesHow important will the following business objectives be to your critical communication strategy over the next TWO YEARS? (1 = Least Important; 5 = Most Important)’

3.5

3.8

3.8

3.9

1 2 3 4 5

Improve customer retention

Improve customer experience

Cost reduction

Security and regulatory

Least Important Most Important

N = 300 Enterprises in the U.S. and CanadaSource: Annual State of Transactional Communications Business Survey; Keypoint Intelligence – InfoTrends 2018

Let’s explore these challenges and take a closer look at how today’s enterprises are working to deliver the best com-munication strategy to their customers.

Challenge 1: Maintaining a Secure Environment

Enterprises are struggling to balance their desire for deeper data analytics to drive relevant communications and an improved customer experience with their need to protect customer privacy and remain in regulatory compli-ance. Today’s marketplace is characterized by increasingly sophisticated security breaches, heightened regulatory oversights, and complex compliance requirements. For enterprises as well as their providers, security and com-pliance must be a top priority. Failing to meet all state and federal guidelines for compliance can result in serious consequences for businesses. In addition to altering the company’s legal status (which may leave you vulnerable to lawsuits, government agencies may conduct audits and enact onerous fines. Furthermore, lack of compliance can significantly damage brand reputation.

When enterprise respondents to InfoTrends’ most recent Annual State of Marketing Communications study were asked how they planned to address data security, privacy and regulatory compliance, 33% planned to outsource some components of data security while another 25% were planning to outsource all of it.

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Figure 2: Plans to Address Data SecurityHow do you plan to address data security, privacy, and regulatory compliance?

7%

1%

19%

22%

24%

0% 10% 20% 30% 40% 50%

Don’t know

Other

Bring outsourced components back in-house

Outsource data management to external specialists

Hire a consultant to advise

Implement track & trace and reporting capabilities in production

Conduct annual IT audits ourselves or through an external party

N = 126 Enterprises in the U.S. and Canada that consider security and regulatory compliance to be the top prioritySource: Annual State of Transactional Communications Business Survey; Keypoint Intelligence – InfoTrends 2018

Enterprises of all sizes are finding that partnering with a trustworthy communications specialist is a great strategy. It ensures that security-trained and screened document handlers will follow stringent security practices and standards. These specialists understand industry and sector privacy laws and legislation and can deal with specific regulations that govern the handling of protected information in every industry and sector, particularly in highly regulated ones.

Challenge 2: A Strategy to Reduce Costs

To devise a customer communications plan that improves customer experience and ultimately drives revenue, enter-prises and their provider partners must first eliminate unnecessary expenditures. As shown in the Figure below, North American enterprises have a number of strategies for reducing their customer communications costs.

Figure 3: Plans to Reduce CostsHow do you plan to reduce costs?

7%

1%

19%

22%

24%

0% 10% 20% 30% 40% 50%

Don’t know

Other

Bring outsourced components back in-house

Outsource data management to external specialists

Hire a consultant to advise

Implement track & trace and reporting capabilities in production

Conduct annual IT audits ourselves or through an external party

N = 112 Enterprises in the U.S. and Canada that consider cost reduction to be the top prioritySource: Annual State of Transactional Communications Business Survey; Keypoint Intelligence – InfoTrends 2018

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When it comes to reducing overall costs, enterprises are exploring the following critical strategies:

• DigitizationofInfrastructurewiththeRightSkillsandStaffExpertise: Keeping up with the latest technologiesis critical to maintaining a profitable customer communications strategy. In addition to having the latest printequipment, a good document and marketing services vendor will invest in ongoing technological applicationsin an effort to strategically align with each client’s business objectives, including increased e-adoption. Sincea service provider has already invested in the infrastructure, the enterprise won’t need to make these capitalexpenditures. Additionally, one of the biggest challenges enterprises face is finding the right skills and expertise tohandle complex CCM challenges. Enterprises are seeking service providers with resources involved in the design,management, production, and distribution of critical and marketing content. They also want partners thatunderstand the intricacies of regulatory compliance and critical communications. By outsourcing, enterprises canaccess this expertise without supporting it on payroll.

• IncreasingPaperTurn-OffRates: There’s one really good reason that enterprises are focused on convincingmore of their e-statement customers to give up receiving paper statements—a clear ROI. It costs in excess of$0.70 per month to mail just one customer document. Those cents add up for enterprises focused on increasingprofitability. Ease-of-use tools including encouraging e-mail and mobile interfaces can attack e-adoption rates.Shifting even a small share of your customer base away from paper delivery can provide immediate and tangiblefinancial benefits to your bottom line.

• Production/CommunicationEfficiency: Continuing with existing practices is costly. It closes the door onefficiency in terms of the speed with which you can bring new products and services to market and effectivelycommunicate with each unique audience you serve. Enterprises are beginning to understand how better customercommunications (such as a statement that uses color to highlight important information) can reduce incorrectpayments and shorten/eliminate calls to customer help lines. This accelerates the collection of payments,streamlines operational costs, optimizes profitability and increases customer satisfaction.

Challenge3:OptimizetheCustomerExperience

Enterprises are increasingly using customer communications to support revenue generation. A key component in this tactic is improving the customer experience through a cohesive approach that unites interactions across various types of communications. This involves enhancing personalization with a focus on relevance – the right communication via the best channel at the most appropriate time in the customer journey. Developing a cohesive approach that takes advantage of every customer touchpoint across all channels requires capturing data to make messages as relevant as possible.

When InfoTrends asked marketing executives about their biggest obstacles to an improved customer experience, the top responses included a weakness in existing IT systems, data spread across multiple organizations, the inability to map the customer journey across siloed organizations, a lack of strategy and an inability to transform data into true customer insight.

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Figure 4: Most Significant Customer Experience ChallengeWhich of the following represents the most significant challenge that your organization faces relative to improving the customer experience?

Developing the right strategy

19%

Legacy systems / lack of proper IT investments

16%

Establishing and using benchmarks consistently

to improve operations 13%

Improving analytics technology

12%

Customer data spread across separate

databases9%

Breaking down functional siloes

9%

Developing strong insights into our customer journeys

7%

Gaining better control over our customer journeys

7%

Lack of technology

4%

Other1%

Don’t know4%

N = 108 Enterprises in the U.S. and Canada that consider improving the customer experience to be the top priority Source: Annual State of Transactional Communications Business Survey; Keypoint Intelligence – InfoTrends 2018

The best customer experience clearly involves communicating with customers across their preferred channel. Today’s customers have a variety of choices for communication channels, including voice, video, email, chat and SMS to name a few. Enterprises must let the customer decide which channel they prefer and then communicate ap-propriately. InfoTrends’ research shows that enterprises still face considerable challenges in getting the channel mix right, ranging from choosing the right channel to consistently delivering personalized messaging.

Figure 5: Primary Challenges Associated with Multi-Channel CommunicationWhat are the primary challenges that your company faces when executing marketing campaigns across multiple channels?

2%

13%

16%

20%

27%

27%

27%

28%

28%

29%

33%

0% 10% 20% 30% 40%

Don’t know

Dealing with undelivered messages

Managing customer channel preferences

Finding external service providers to manage the campaign

Managing the campaign across multiple channels

Accessing relevant customer data

Designing the marketing message for use across multiple channels

Tracking and analyzing campaign results

Mining and using customer data to personalize the message

Ensuring the marketing message is consistent across channels

Choosing the best channel to deliver desired results

N = 300 Enterprises in the U.S. and CanadaSource: Annual State of Marketing Communications Business Survey; Keypoint Intelligence – InfoTrends 2017

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Mass38%

Segmented32%

In their quest to improve customer communications, marketers are increasingly relying on an advanced form of data segmentation that prioritizes relevance. This practice goes by many names—micro-personalization, micro-content and smart content are just a few. Marketers are increasing the use of highly relevant communications to improve the ROI of their marketing campaigns. Micro-targeted communications also offer a competitive advantage by enabling businesses to capture customers’ attention in today’s increasingly crowded marketplace. As shown in the Figure below, enterprise organizations are investing in more personalized direct marketing campaigns. According to a recent InfoTrends survey, enterprise respondents reported that 63% of campaigns were targeted to recipients—either personalized (31%) or versioned/segmented (32%)—rather than mass marketed.

Figure 6: Level of PersonalizationWhat percentage of your marketing campaigns fall into the following personalization categories?

1:1 Marketing30%


Consumers typically respond better to communications that are aligned with their unique needs. Moving forward, personalized experiences are expected to become the rule rather than the exception.

Challenge 4: Improve Data Management and Analytics

Data is a key enabler of personalization. Although enterprises have access to more consumer/customer data today than ever before, properly harnessing it to improve communications and the customer experience is the real challenge. Fortunately, some of today’s new and emerging technologies can assist enterprises in selecting, organizing, and using data to power customized messaging.

According to InfoTrends’ research, the top challenges in this endeavor include data collection, analysis, application, and managing data in a secure environment.

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Figure 7: Top Data Management ChallengesWhich of the following challenges has your organization faced when managing customer data?

2%

30%

30%

31%

33%

35%

35%

39%

40%

0% 10% 20% 30% 40% 50%

Don’t know

Cleaning data

Having the right technology

Using data to personalize the communication

Obtaining real-time data

Ensure data security compliance and privacy

Applying data

Analyzing/Segmenting data

Collecting data

N = 284 Enterprises in the U.S. and Canada with insight into managing marketing dataSource: Annual State of Marketing Communications Business Survey; Keypoint Intelligence – InfoTrends 2017

These customer experience challenges persisted across all types of communications. They were equally relevant for transaction and direct mail marketing, evidenced by the fact that nearly 60% of marketers view transactional com-munications as integral to the overall marketing mix.

Figure 8: Challenges Cut Across All Types of CommunicationsAre you integrating marketing messages into the bills, statements, and other transactional communications that you send to customers?

Yes59%No, but planning

22%

No, not planned13%

We don’t send transactional

communications4%

Don’t know2%


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The Decision to Outsource

With the explosion in new media, new touchpoints and new tools for one-to-one cross-channel communications, there has never been a better time to take a more holistic approach to customer communications. In today’s complex landscape, enterprises are seeking outsourcing partners that can help them keep up with the pace of change.

Given the complexity of today’s technologies, the enterprises that InfoTrends surveyed identified a number of strategic benefits associated with outsourcing, including cost advantages, better time to market, the ability to more effectively manage campaigns and access to specialized skills.

Figure 9: Driving Factors for OutsourcingWhat are the driving factors for outsourcing any of your marketing campaign activities?

1%

22%

25%

29%

34%

38%

39%

42%

45%

0% 10% 20% 30% 40% 50%

Don’t know

Not a core function we want to staff for

Want access to up-to-date analytics capabilities

Lack of internal skill sets/resources

Bundled with other services/data

Access to expertise/specialized skills or tools

Better campaign management capabilities

Fast/Responsive

Cost advantages

N = 270 Enterprises in the U.S. and Canada that outsource at least one direct marketing campaign activitySource: Annual State of Marketing Communications Business Survey; Keypoint Intelligence – InfoTrends 2017

Outsourcing can certainly make a lot of sense for many enterprises, but it’s important to pick the right provider. When InfoTrends asked respondents to specify their top criteria for external service providers, the most popular factors included quality/reliability, creativity and innovation, and competitive prices.

Figure 10: Top Criteria for External Service ProvidersWhat are your company’s top criteria for selecting an external service provider to outsource your marketing activities?

0%

1%

33%

43%

43%

45%

47%

50%

0% 20% 40% 60%

Don’t know

Other

Most complete set of services

Excellent client service/responsiveness

Strong technical capabilities

Best prices

Highly creative/innovative

Best quality/reliability

Multiple Responses Permitted

N = 270 Enterprises in the U.S. and Canada that outsource at least one direct marketing campaign activitySource: Annual State of Marketing Communications Business Survey; Keypoint Intelligence – InfoTrends 2017

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Curtis 1000 Delivers Results with SCS

The Curtis 1000 SCS offering was built on the premise of becoming the most effective provider of specialized services to help enterprises deal with the challenges they face today while delivering solutions for tomorrow. Let’s take a closer look at how Curtis can help its customers!

Consumers’ expectations are higher than ever before. Today’s customers demand personalized, relevant communications that are available in real-time and accessible through their preferred channels. Curtis 1000 SCS has a Customer Communications Management strategy that is designed to provide omnichannel solutions to improve the customer experience, reduce costs, increase efficiency, and provide a path for dynamic digital innovation.

There are four critical components to this strategy that we’ll explore, and they’re backed with professional services for design and implementation. They include:

1. Targeting customers through the delivery of innovative omni-channel products and solutions

2. Attracting new customers with predictive marketing analytics andmarketing communications services

3. Managing secure customer communications4. Empowering clients with self-service and production dashboard

solutionsAccording to Sara Schlauderaff, Vice President of Curtis 1000, “SCS has developed this services platform to create new opportunities for high-value connections with customers, driven by consumer preferences and business objectives.”

Figure 11: Critical Components of Curtis 1000 SCS

Professional Services

P

rofe

ssio

nal

Ser

vice

s

Professional Services

Profession

al Services

AttractPredictive Market Engagement and

Marketing Communications Platform

EmpowerClient Self-Service and Production

Dashboard Systems

TargetInnovative Omni-Channel

Products and Solutions

ManageSecure Customer

Communications Management Platform CCM

The Challenge:

A major consumer financing company wanted to gather data on customer preferences regarding the delivery of information about their account and related services. The financing company wanted to provide relevant, personalized, timely communications via the customers’ preferred method, including access to paperless statements.

The Solution:

* SCS developed a preference management solution that was added to the company’s online payment interface, enabling customers to choose their preferred method of receiving statements and change these preferences in the future.* Based on email bounce rules, SCS provided a method to send any hard bounce emails back to the print stream, triggering a printed communication informing the customer that their email address required updating. All actions occurred within an automated process managing over 1.8 million communications a month.

The Results:

* All customers with a known e-mail addressreceived a communication educating themabout the new preference managementoption, along with reassurance they couldalways switch back to paper if they weren’tsatisfied.* This action alone generated an immediate9% lift in adoption, equating to 160,000customers.* Another technique was implemented for850,000 customers who had previouslygranted permission to contact them. Theseconsumers received a trial offer with paperand electronic access for 60 days. If thecustomer decided to go paperless, he or shereceived access to a year’s worth of history.This in turn brought a continued gradual liftof about 1%.

CASE STUDY 1: HELPING A LARGE CONSUMER FINANCING FIRM DELIVER THE RIGHT MESSAGE ON THE RIGHT CHANNEL

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Targeting

For Curtis 1000 SCS, target marketing means working with clients to break markets into segments and helping them concentrate marketing efforts on one or a few key segments consisting of the customers whose needs and desires most closely match the product or service offerings. It can be the key to attracting new business, increasing sales and ensuring business success.

According to Schlauderaff, “Target marketing can be a beautiful thing. By aiming your marketing efforts at specific groups of consumers, the promotion, pricing, and distribution of our clients’ products and services becomes easier and more cost-effective.”

To address effectively targeting the right customer, the Curtis 1000 SCS portfolio offers the ability to map the customer journey, analyze and mine customer data, ensure effective document design for print and digital communications, and develop initiatives to drive consumers to digital channels.

Before today’s advanced digital technologies were available, terms like “personalization” and “targeting” referred to the simple inclusion of a customer’s name in various locations throughout a communication. As technologies have evolved, so has the ability to further personalize messages with varying degrees of customer segmentation and data mining. Modern consumers expect businesses to understand their needs and provide relevant and desirable information, products, services, and solutions. They often won’t pay attention to a com-pany that doesn’t attempt to communicate in a meaningful and pleasing way.

They also expect that message to be delivered on their channel of choice. Regardless of the channel (e.g., digi-tal, mobile, online, print), enterprises must ensure that their tone, style, and messaging is consistent. In forming the SCS solution group, Curtis realized that the focus today is on all things digital. At the same time, however, many sectors—particularly highly-regulated industries like financial services, insurance, telecommunications, and utilities—still use printed communications on a regular basis. Although Curtis 1000's roots are in printing, a key to long-term success is ensuring that SCS is channel-agnostic.

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The Challenge:

A large insurance provider was hoping to evaluate the effectiveness of digital targeting to increase the response rate of its highly targeted direct mail acquisition campaign.

The Solution:

* SCS proposed a test structure to measurean integrated direct mail and digital targetingcampaign (treated group) against a directmail only control group.* Both the treated and control groupsleveraged the same “first touch” direct mailpiece that used a custom model for targetingthe best prospects.* Display and mobile digital targetingchannels were run for a 30-day duration afterthe mail drop with the treated group.

The Results:

* Following each of the campaigns, salesresults were compared for 60 days.* The treated group experienced a 21.8% lift.* The client was very excited about theresults and will continue to use digitaltargeting in future campaigns to strengthenperformance results.

Attracting New Customers

Although attracting new customers is no easy task, Curtis 1000 SCS works with its clients to develop new and innovative strategies to make their businesses stand out from the rest. Schlauderaff elaborates, “Improving customer acquisition is the primary challenge which an organization faces. It is important to identify critical approaches to enhance customer acquisition power. This means acquiring the right number of attractive customers at low cost. Our SCS organization works with clients to help them acquire new customers through well targeted omni-channel promotional campaigns.”

Critical to the acquisition process are solutions that understand the clients’ business strategy and objectives. SCS has services that analyze all data sources including offline purchase data; acquisition of consumer and business prospect lists; evaluation of online interactions including Facebook, Twitter and the cookie and mobile ID pools. SCS can design and execute the campaign to reach the desired high probability consumer. Selected data files are developed, documents with personalized messaging properly composed and distributed via print, email, SMS, or e-docs. Tools are also available to manage new leads and track the overall ROI of any marketing initiative. Curtis 1000 SCS understands how to deliver new customers to its clients.

CASE STUDY 2: INSURANCE PROVIDER USES DIGITAL TARGETING TO BOOST

ACQUISITION CAMPAIGN PERFORMANCE

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Managing

For regulated industries in today’s market, it’s difficult to ensure that both digital and physical communications are compliant. If you asked those who send out messages in regulated industries if all their communications are compliant, the answer will likely be a hesitant “maybe.” The reason for this is simple—staying compliant with the complex laws that surround digital and physical communications in regulated sectors is a big challenge. When you consider that these laws may vary from industry to industry (and in different geographic locations), compliance becomes even more difficult. Curtis 1000 SCS has strong expertise in regulated industries, including financial services, insurance, and mortgage lending.

Technology has moved forward, and customers have adopted and evolved their needs and preferences along with it. Even so, many companies are committed to their legacy systems; they can’t evolve fast enough. The SCS NSite Control Center is a comprehensive platform that supports secure management of a wide range of document applications for large enterprises, encompassing both outsourcing and content management requirements. The NSite Control Center can be deployed on the client's premises or in a hosted model. The cloud-based delivery option ensures secure access to the most current best-fit technology without excessive capital expenditures.

Users can:

• Deploy highly complex applications in less than half the time required by other solutions

• Choose individual components to satisfy current requirements, with the flexibility to add or subtract modules to support changing aspects of the document automation process

• Maintain control of the entire communications process with the NSite Control Center Platform including the ability to better control the cost of manufacturing whether in-plant or a print partnership with SCS, with full visibility from receipt to delivery. It provides online tracking, production status, job metrics and reporting

• Manage business rules and content including business user access, version control and change tracking and history

• Have scalability to support production volumes as volumes increase or decline, ensuring that costs are in alignment with business volumes

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• Leverage the SCS document management solutions consulting expertise. For more than two decades, Curtis’ team has been helping businesses design, develop, and deliver multi-channel communications in these processes. This team of experts works with clients to understand the existing environment and utilizes information to propose a comprehensive document strategy and process audit. Document designs and business processes are then re-engineered for optimal efficiency. The team works with support functions for a broad array of document composition solutions.

Figure 12: NSite Summary Capabilities

Empowerment

Through various types of technology solutions, support organizations are empowering end-users to resolve or submit their own issues and requests online. By offering these types of support options for a more self-sufficient workforce, organizations are embracing customers’ various work styles and preferences. As a result, customers feel respected and supported, which ultimately leads to a better overall experience with the support organization. Schlauderaff explains, “While some organizations implement self-service portals as a means of cost reduction, if implemented well, customers experience expanded service options and more opportunities to access solutions and support teams on their own. That’s what we are doing at SCS by offering both online marketing portals and access dashboards.”

Curtis 1000 SCS has a myriad of tools to empower end-users to control and manage communications.

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The Challenge:

A large insurance company that was working with a major wireless telecom service provider to ensure that customers received critical communications, most importantly a contract within 30 days of service initiation, as well as ongoing contractual and regulatory communications. The provider faced many challenges, including not being directly in control of the end customer relationship or collection of customer data, inaccurate customer data, a large quantity of return mail, and rising operations and support costs. Regulatory and compliance mandates required 100% accuracy that’s trackable end-to-end.

The Solution:

* SCS worked with the client to gather SMSconsent at the point of sale, ensuring accuratecellphone numbers.* A text message now notifies the customer andprovides a link to retrieve documents in a securemobile environment.* Customers can choose ongoing communicationpreferences and initiate the relationship forongoing self-service integration into a responsivewebsite.* Business rules/data configure communicationfrequency, campaign type, and messagechannel into a closed-loop process that includestracking, confirmation, and recording.

The Results:

The client is now experiencing process efficiencies, cost savings, and 100% compliance. Servicing customers has been transformed into a seamless experience that enriches relationships through a self-service model. The end result for the client has been:

* 6%+ monthly ongoing e-consent. Within 6months, nearly 400,000 total customers opted inwith document downloads* A 20% reduction in client phone support forclaims* Major savings in postage, data processing,print, materials, and combined mail processing* A 30% reduction in returned mail

Figure 13: Curtis 1000’s Professional Services

CASE STUDY 3: MANAGING COMPLIANT COMMUNICATIONS FOR A LARGE

INSURANCE PROVIDER

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The Challenge:

A major national insurance company with 14,000 agents across the U.S. was seeking to improve their prospecting efforts. Agents were located in 29 states and faced many unique regulations. Additionally, they needed a program that was flexible, customizable, cost-effective and easy for agents to use.

The Solution:

* SCS provided a Conductor MarketingOn-Demand Portal customized to the company’s needs. (Conductor is a Web-based platform where agents can review and order personalized prospecting materials, targeting specific lines of business.)* Agents now have one-stop shopping, anytime access including helpline support, robust offering of materials, and automated billing.* In one online session, an agent can select marketing materials for numerous campaigns, add personalization that includes photo and contact information, and submit the order for production.* Agents were also provided with instructional and promotional materials, including a custom-produced video tutorial.

The Results:

* One satisfied agent said, “I will look no further than this website as a lead-generating resource to grow my agency. It gives me the control I desire to choose who, where and how I want to build a direct mail marketing campaign. It’s just top notch!”* The centralized portal generated $6 million in revenue in 7 months.

CASE STUDY 4: EMPOWERING INSURANCE AGENTS TO DRIVE MORE REVENUE

Frequently, organizations have large distributed workforces that need to get timely communications to clients to support promotions, special offers, or general information. Examples include insurance firms with agent networks, manufacturers with a distribution network, or banks with a large number of branch locations. SCS has a cloud-based tool set called C4 that empowers end-users to have access to the latest marketing information while maintaining brand control and compliance. The system empowers enterprises and end-users with the ability to:

• Facilitate marketing, advertising, promotions, prospecting, cross-sell and funds management in one place

• Drive the distribution network with easily understood, successful strategies

• Load new products and functionality in minutes

• Allow corporate marketing teams to build their own user screens

• Understand utilization of key marketing programs and promotions through customized reporting

• Streamline production through highly automated systems supported by SCS

For end-users with a focus on transactional correspondence- related communications, SCS has tools that enable insurers or financial services firms to create, approve and deliver compliant, accurate correspondence to customers across print and digital channels, with no reliance upon IT.

Figure 14: Curtis 1000’s Transactional Tools

When enterprises are dealing with critical communications, they want to make certain that they understand the status of their jobs. The SCS Access Dashboard provides extensive job metrics and reporting, including items such as submission and completion date and time, number of sheets and images produced, full fidelity imag-es of the jobs processed, mail tracking, and notifications of success or failure for all jobs processed.

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InfoTrends’ Opinion

In today’s ever-changing communications landscape, enterprises need a CCM capability that does more than get work done faster — it needs to adapt to and rapidly cascade change. Enterprises need communications that conform to multiple channels from a common source and content that adapts to the customer and the conversation. This requires streamlining customer communications management to efficiently operate at scale while keeping pace with business needs and regulatory changes.

Curtis 1000 SCS is proving to be a reliable partner of choice. The SCS team is ready to provide enterprises with a robust set of capabilities to satisfy a number of critical communication requirements, including:

• Leveraging innovative print, mail and digital technologies without ongoing infrastructure

• Improving content and organization with expert design services that are clean, understandable and easy tonavigate

• Optimizing postal discounts with consolidation, commingling and regionalization

• Meeting all business and regulatory production requirements

• Effectively engaging customers with targeted communications that improve customer engagement and growrevenue

• Providing robust tools to simplify production in a hosted environment via a firm’s secure data center environment

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A digital printing and publishing pioneer as well as a marketing expert, Barb Pellow helps companies develop multi-media strategies. She assists businesses in creating strategies to launch new products, build strategic marketing plans, and educate the sales force on delivering value.

Barb PellowAssociate Consultant

Karen Kimerer, Director of Keypoint Intelligence – InfoTrends’ Business Development Strategies consulting service, has experienced the many challenges of expanding current market opportunities and securing new business. She helps address the unique requirements of becoming a leader in our changing industry. She is well-versed in 1:1 marketing, web-to-print, direct mail, book publishing, supply chain management, data segmentation, channel integration, and photo products.

Karen KimererDirector

+ 1 781-616-2161

[email protected]

Will Morgan is a Senior Research Analyst at Keypoint Intelligence - InfoTrends. Mr. Morgan’s responsibilities include tracking market developments and reporting on them, supporting major research initiatives and multi-client studies, and assisting with the annual forecast process.

Will MorganSr. Research Analyst

+ 1 781-616-2155

[email protected]

https://twitter.com/barbpellow

https://www.linkedin.com/in/barbara-pellow-4156611/

https://www.linkedin.com/in/karenkimerer/

https://twitter.com/wdminfotrends

https://www.linkedin.com/in/will-morgan-837717b1/

Documents

WHITE PAPER - Curtis 1000€¦ · Curtis 1000 SCS Whitepaper The team of 1,000+ employees is made up of more than 300 technical specialists, including business consultants, proven