Case Studies

EFI’s Affordable and Versatile Rastek H650 Helps Win Back Business for Sugar House Awning & Canvas

Sugar House recognized the need that their customers had for full-color printed banners, so in 2004 the company invested in a large- ormat solvent printer and began selling printed vinyl banners wholesale. With a rapidly growing business and expanding nationwide customer base, the company kept up with the evolving market and demand by adding more equipment and services each year.

In 2007 the company bought a used UV printer to expand their product line. Although the speed and resolution were not ideal, the used machine was affordable and would introduce them to a new market. Unfortunately, while the used UV printer worked well for some applications, most of their resellers were not satisfied with the print quality and would send their rigid printing needs elsewhere. When Sugar House did supply its customers with rigid signage, it meant printing to adhesive vinyl and mounting that to the rigid substrate.

“Our workaround was much more expensive and time consuming than just directly printing to the rigid substrate,” says Mike Peterson, large-format manager, “but we did it to just keep our customers from moving the work to other vendors.”

When it became clear that the UV printer wasn’t meeting Sugar House’s quality or speed needs, and the workaround wasn’t saving time or money, they began shopping for a new UV printer.

“In 2009 when we started looking at new machines, we found that the equipment that had the right speed and quality was too expensive, and that the equipment we could afford didn’t have the speed or quality,” explains Peterson. “Our solution was to just continue as we were — printing and mounting way too much.” 

Culver City Transit System CAD/AVL Warranty and Maintenance Helping a Small, Internal Staff Manage Big Technology

Background

When officials from Culver City’s Transit System began searching for a CAD/AVL solution for its 52-bus fleet, they had one overriding concern. Would its small technical staff be able to handle a system of this size and magnitude? 

Unlike other, larger transit organizations, Culver City has no designated dispatchers. Each supervisor handles office work, field work, performance evaluations, accident investigations – and everything in between. They were already stretched thin as it was.

Although it is small, Culver City – located in West Los Angeles – serves a large ridership, carrying close to six million passengers a year. So, keeping the system they chose up and running was critical. 

“When we sent out the RFP, warranty and ongoing maintenance support was as crucial as the solution itself,” explained Art Ida, general manager, Transportation, for Culver City. “Although I had other great solutions to choose from, I went with Xerox Services because of its reputation for support. 

Round-the-Clock, Experienced Support That Goes Above and Beyond

Every CAD/AVL contract includes one year of warranty service and support. Clients can choose to continue with a paid, ongoing maintenance program after that time.

Real Talk With City of Colorado Springs

The Challenge

“We had over 1,200 devices throughout our agencies. There were 250 different models, multiple support contracts from different vendors and maintenance that was paid for on an as-needed basis. It was a very difficult environment for our IT shop to manage.”

The Solution

“We outsourced our print management to Xerox. We now have a centralized program and a dedicated Xerox person on staff, ensuring improved customer service and response times. Our new economies of scale have reduced our print output costs, as well as our paper and energy consumption. We’ve also been able to focus on delivering IT services. It’s been great working with Xerox.”

Real Results

  • Annual savings of $185,000 in ink and toner
  • Streamlined printing fleet from 1,200 devices to less than 200
  • Cut annual paper use by 1.7 million sheets
  • Reduced energy consumption
  • Freed the city’s IT department to focus on supporting users instead of printers

Kofax Powered Digital Document Routing System Streamlines Efficiency for United States Air Force

Like many large and distributed organizations, the United States Air Force was physically mailing paper payroll and travel documents for between bases. This process was slow, expensive and prone to loss. And, it provided only limited visibility into where the document was or the status of the information it contained.

The Air Force wanted to move to electronic documents such as PDF to increase efficiency and reduce costs. PDF forms offer a transitional medium that has all the advantages of a pure digital format but can be easily interchanged back to an analog format when required. PDF forms are portable and require no additional hardware or software lifecycle support until form revisions are required. They can also be used to capture all the metadata required to instantiate a process in a digital format while retaining all the context and human digestibility of a paper based form. In addition, PDF forms can be handled through the same process as paper forms, normalizing the business rules and data sufficiency support to one environment with one skill set requirement. PDF forms also offer flexibility to transition from paper to digital.

The Solution

The Air Force engaged Kofax to establish an extensible information capture service that could accommodate digitizing and transporting payroll and travel information and easily expand to accommodate other Air Force document capture requirements.

Using Kofax technology, the department successfully deployed a distributed capture solution across 140 Air Force bases around the world.

Marriott Transforms Key Finance Processes. The lodging leader develops a scalable global platform.

Paperless processes.
Optimized efficiency.

Background

Marriott International, Inc. is a global leader in the lodging business with more than 3,400 properties in 70 countries and territories. And one of the keys to its success is its relentless focus on what it does best: provide a world- lass experience to millions of guests every year.

The company is also a leader in using technology and innovation to achieve its business goals. That’s why it launched a major corporate initiative a few years ago to transform key processes supporting its finance organization, including accounts payable and claims management.

The Challenge

At the time, Marriott relied on time-consuming, paper-based work processes to manage two million invoices and 700,000 claims-related documents each year.

There were other challenges. There was no standardized, enterprise-wide process for accounts payable, since different Marriott organizations used their own approach. As a result, multiple in-house imaging operations sprung up over time, making the company responsible for managing a non-core business activity.

Similar problems affected the company’s claims management operations. Nonstandard processes caused inefficiency. The company was not taking full advantage of the power of automation. And associates were spending too much time finding, mailing and filing documents related to Workmen’s Compensation and casualty claims. The filing cabinets and storage bins used for claims documents also took up a lot of valuable company real estate. 

Bucknell University Case Study. Delivering Quality Materials That Reflect a Quality Institution

Challenge

Today’s colleges and universities compete to attract and retain the best students and faculty. In addition, they strive to cultivate alumni as champions and donors. For Bucknell University—a top-notch, private liberal-arts university in central Pennsylvania—rising to these challenges demands producing printed materials that reflect the quality of the education, while meeting tight timelines and budgets. 

Solution

The responsibility for meeting the printing needs for the university falls on the shoulders of Lisa Hoover, director of the Office of Publications, Print and Mail, and her staff. They, in turn, depend on Xerox digital printing technology. 

The department’s goals include keeping as much work in-house as possible, and quickly responding to customer needs with quality output. While some projects are still best suited for the department’s offset equipment, 65% of in-house work is run on Xerox digital presses. 

The Xerox® Color 800 Press with its 80-page-per-minute speed and 2400 x 2400 dpi images—fits the shop’s need for quality and reliability, as well as the physical space. The department has also added a Xerox® DocuColor® 252 to help handle an increasing volume of digital color jobs. It also relies on a Xerox Nuvera® 100 Digital Production System and a Xerox® 4595® Copier/Printer to deliver the same high quality to its monochrome work.

The Hewlett-Packard and Compaq Merger: A Case Study in Business Communication

As Carleton S. (Carly) Fiorina left Hewlett- ackard’s headquarters in Silicon Valley late on November 6, 2001, to head home after an especially hectic day at the office, she pondered her company’s merger plans.

At 10 o’clock that morning, Walter Hewlett, son of HP co-founder William Hewlett, called Ms. Fiorina, chairman and CEO of Hewlett- ackard Co. (HP). In their brief conversation, the co-founder’s son informed Fiorina that he and his family would publicly oppose the planned merger between Hewlett-Packard and Compaq. In addition, Hewlett told Fiorina that he would be issuing a news release within the hour to announce their decision. Then, just hours later, David Packard Jr., the oldest son of the other Hewlett-Packard co-founder, issued a statement announcing that he would also vote against the merger. 

Suddenly, the future of HP—the company that created Silicon Valley—seemed to rest in the hands of heirs who had never wanted an active role in their fathers’ company.1 Had Fiorina failed to effectively “sell” the deal to Hewlett and Packard family members before making it public? Had she underestimated the power and influence these family members might have in determining the future of the company?

Hewlett-Packard: The Company

In 1938, two Stanford graduates in electrical engineering, William Hewlett and David Packard, started their own business in a garage behind Packard’s Palo Alto home. One year later, Hewlett and Packard formalized their business into a partnership called Hewlett-Packard. HP was incorporated in 1947 and began offering stock for public trading 10 years later. Annual net revenue for the company grew from $5.5 million in 1951 to $3 billion in 1980. By 1997, annual net revenue exceeded $42 billion and HP had become the world’s second largest computer supplier. 

Tate Publishing Rewrites Publishing Market

Introduction

Tate Publishing of Mustang, Oklahoma, is one of the largest booksellers in the nation. The company was founded 12 years ago by the Tate family to create a Christian-based, family- wned, mainline publishing organization with a mission to discover and market unknown authors and provide them with the highest quality books and royalties. It has grown into a multi-million-dollar publisher that prints paperback books on Xerox equipment; the printing facility operates three shifts, 24 hours a day, seven days a week, producing tens of thousands of books per month.

The company employs 250 people nationwide and provides complete production, distribution, and marketing for the few authors it signs. Tate Publishing offers editing, design, e-books, audio books, Website design, marketing services, TV commercials, and book printing. The publishing company receives an average of 3,000 unsolicited contacts and submissions per month from unknown authors, of which only a single-digit percentage are considered. The company also serves high-profile authors, such as Lee Greenwood, Neal McCoy, Heisman Trophy winners, former presidents, and governors.

"The shift from offset to digital book printing has really been our stepping stone to success," says Ryan Tate, president and CEO of Tate Publishing. "Using our demandbased publishing concept, we are able to print short-run jobs in small quantities, enabling us to discover more unknown authors and play an increased role in the religious publishing industry, while remaining profitable."

Indeed, Tate Publishing is part of an irreversible trend to digital book printing. The most recent statistical report released by R.R. Bowker, the publisher of the Books in Print Database and the assigner of ISBN numbers, reports that over 70% of the total titles produced in 2009 came from what Bowker describes as non-traditional channels.

Reader’s Digest Adds a New Chapter in Customized Direct Marketing with the Xerox 1:1 Lab

The Challenge

Reader’s Digest is an industry leader when it comes to direct marketing initiatives – its response rates are typically much greater than the one or two per cent industry average, sometimes reaching double digits.

But with new developments in data mining technology and digital print, Reader’s Digest was keen to test the capabilities of data- driven, customized direct marketing with the Xerox 1:1 Lab. In addition to seeking an increase in response rates, the company wanted to test whether using intelligent information to cross-sell its offerings, including CDs, DVDs and books, versus a strict product line to product line approach, could positively influence its customers’ purchasing behaviours. As well, Reader’s Digest wanted to evaluate whether the use of variable graphics and offers could positively influence the customer’s behaviour enough to justify simplifying its current direct mail package that includes multiple marketing pieces and a return envelope. 

A typical Reader’s Digest catalogue promotion would include:

  • 24-page catalogue
  • 8.5” x 11” self adhesive labels stamp sheet
  • Contest device
  • Sweepstakes certificate
  • Personalized customer letter
  • Second order upgrade

Canon Solution Case Study Improving Legal Workflow Efficiency

General Overview

The customer, a law firm, offers comprehensive legal services to a wide range of clients in the gaming industry throughout North America and worldwide. In a heavily regulated industry like gaming, they knew the best way to learn was by starting from the inside—working with state and local government regulatory authorities that draft gaming legislation, rules, and regulations, and provide gaming counsel services to them. Throughout this case study you’ll see how their workflow went from being manually intensive and time-consuming, to an automated cost-saving process using Canon solutions.

Customer Workflow and Issues

Law firms generate and copy a tremendous amount of paper. Draft documents, complaints, motions, interrogatories, jury instructions, settlement agreements, and appellate briefs are generated on a daily basis. Copying and scanning supporting documentation are also critical components in their document workflows. During the discovery phase of the litigation process, the use of Bates Numbers allows all these documents to be shared by multiple parties, with a guarantee that all involved are using the same document.

The customer had many challenges that affected their document distribution and device management. Their process for distributing documents was very labor intensive which became quite costly. With no document management or archival strategy, the firm was manually filing documents and placing them in cabinets for storage and retrieval. To meet requirements for document sharing, they were hand-labeling documents so that they could be viewed by both internal and external parties—an extremely time-consuming and manual process. When reviewing their document-related processes, it was apparent that better, more automated options needed to be pursued in an effort to achieve greater company effectiveness.  

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