After reviewing several options, a client decided to outsource the production and mailing of certain documents. We helped them identify vendors who had experience with their industry, and with their purchasing department, published a Request for Proposals (RFP). Using the weighted scoring approach, the team further narrowed the list of vendors to 3 finalists. References were called, site visits were completed, and the vendors made their final presentations.
When a company decides to outsource their customer communications to a service provider, that doesn’t mean the work is done. The vendor must be monitored and managed to ensure that they’re complying with negotiated service level agreements. Savvy customers take managing their vendors to the next level – by conducting periodic audits for quality controls and best practices.
Recently, I participated in an online discussion about the Request for Proposal (RFP) process. It was similar to the conversations I have with clients when we recommend using an RFP to select a new vendor for equipment, software or services. In both cases, the argument revolves around whether the results justify the hard work and time required.
To be clear, a well-executed RFP requires substantial effort. At a high-level, the process includes the following steps:
Last week saw the announcement of another merger in the print/mail industry. Two national document outsourcing companies will form a new entity, with an interesting new name.
Using LinkedIn and Twitter, plus Google alerts and subscriptions to various industry newsletters, I try to stay up to date with the latest news. Lately it seems that even this isn’t enough. Product offerings, corporate structures and company brands change more frequently than the roster of the Boston Red Sox. I look out at the field, see a lot of unfamiliar names and wonder, “Who’s on first?”
