| In today's modern office, the mailroom is as likely to be | | | | relative costs and results based on your goals, service |
| the corner of someone's desk as it is an actual room, | | | | availability, and price. Ask suppliers to come in and talk |
| but it is no less deserving of your attention when it | | | | to you about their services. Let them see your |
| comes to issues of cost and efficiency. In the average | | | | operation so they can make appropriate |
| business, mailing and shipping can account for almost | | | | recommendations. |
| 10 percent of expenditures, which means ignoring your | | | | 4. Invest in the proper equipment to get the job done. |
| mail center can be an expensive mistake. | | | | Using the right tools will produce better immediate |
| Reducing costs doesn't have to mean reducing | | | | results and generate long-term savings. Such tools |
| service, nor does streamlining your mail center have to | | | | include computer and mailing software, specialized |
| be a time-consuming task. Today's technology and | | | | printers, folding and inserting machines, electronic |
| resources are greater than ever. To take advantage | | | | scales, postage meters, and shredders. |
| of what's available, try this approach: | | | | 5. Make your decisions based on true need. Many |
| 1. Appoint someone to be in charge. Even the smallest | | | | mailing decisions are based on emotion or even habit |
| of offices should have one person responsible for mail. | | | | rather than what's really required. Consider whether |
| That person can implement and monitor appropriate | | | | specific services--such as return receipts, tracking, |
| systems and procedures, deal with suppliers, and be | | | | insurance, or registered mail--are really necessary. |
| responsible for staying educated on the latest products | | | | When using expedited services, remember that a |
| and services. In smaller companies, this might not be a | | | | difference of a few hours in delivery can mean a |
| full-time job, but it's an important one. | | | | difference of several dollars in price. Don't send it "next |
| 2. Identify what you're sending out. You can't organize | | | | morning" when "next day" will do; don't send it "next |
| something unless you know what it is, so figure out | | | | day" when "second day" will do--those extra costs |
| exactly what type of mail and small packages you | | | | add up. |
| send and how you schedule it. Calculate the volume | | | | 6. Take advantage of everything your suppliers offer. |
| and cost of all categories (including general | | | | Most mailing and shipping suppliers provide a range of |
| correspondence, statements and invoices, and | | | | packaging materials (although sometimes only for |
| marketing messages) as well as all methods (regular | | | | expedited services), mailing labels, online tracking, and |
| mail, bulk mail, expedited services, couriers, fax, and | | | | more. Find out what they have and what you can use |
| e-mail). | | | | to reduce your costs. |
| 3. Research your various mailing options. Consider the | | | | |