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Pitney Bowes Annual Report 20134
For some clients, such as INRIX, Pitney Bowes technology
is an important addition to the value proposition they offer
customers. INRIX runs the world’s largest crowd-sourced
traffi c intelligence network, providing 175 million drivers the
up-to-the-minute information they need to fi nd the quickest,
most effi cient way to get from point A to point B. Through our
geocoding software and local search capabilities, INRIX is
quickly able to know exactly where drivers are and where they
want to go. Through our combined expertise, INRIX helps
motorists fi nd the best possible route — anywhere on more
than 4 million miles of road in 40 different countries.
Together, our insight helps reduce drivers’ frustration, saving
them time, fuel, and money every day.
At Pitney Bowes, there is one guiding principle to everything
we do for clients: an idea is only as good as its ability to solve
client problems and create opportunities. Ultimately, it is not
we who determine the value of our solutions, but our clients,
particularly as the business landscape around them changes,
sometimes rapidly.
In creating more value for clients, product innovations tend to
make the biggest splash, whether in mailstream technology,
customer analytics, location intelligence, e-commerce
solutions — or exciting concepts like our advanced Volly™
digital mailbox for managing consumer bills and documents.
Advancing commerce through innovations like this is nothing
new for us; we have been doing it, one way or another, for
93 years.
We believe, however, that to deliver more value to
shareholders, innovation must extend to every corner of
our business, in every part of the world, whether it takes the
form of business process innovations that make us more
effi cient and increase customer satisfaction, or business
model innovation that expands what we can do for clients
and what they can do for themselves.
This broad view of innovation means that everyone at Pitney
Bowes is a potential innovator, no matter where they work in
our organization, and no matter what they do. Innovation is
an enterprise-wide imperative, and it is a challenge, but I
know we are up to the task.
Letter to Shareholders
Classic Alaska — Alaska’s premier trading
company, with fi ve locations and more than
100 employees — was looking to expand its
Web-based business. For years, it had run
shipping separately — and manually — out of
each of the stores. It was looking for a single,
automated system, in order to offer its full
inventory to all customers and ship orders
with fewer errors and less expensively.
To automate its process, the company
chose our SendSuite Live
™
global logistics
management system. The system provides
complete visibility into all the company’s parcel
carriers, streamlining the process. Whether
shipping a product from store to store or store
to customer, managers can use the system to
quickly determine delivery speed and fi nd the
least expensive carrier. What used to take
6–7 minutes per order now takes about 10
seconds. Since the company ships up to
1,500 packages monthly, the time and labor
savings can be signifi cant.
But the company got more than mere
improvement. “Our initial goal was to expand
our Web business and to fi x an outdated
shipping operation,” said Monte Rostad,
Principal. “With SendSuite Live, we ended
up saving money, driving online sales,
discovering new effi ciencies and improving
customer service. You can’t do much
better than that.”
Unexpected
transformation