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POSTAL UPDATES

Postal Updates

The United States Postal Service Board of Governors held an open meeting on May 9th, 2025. They highlighted the Postal Service’s 250 years of operation and the current economic challenges, including cost control, revenue growth, and infrastructure modernization.

David Steiner Appointed 76th Postmaster General

From the USPS Corporate Affairs Website Postal Service Board of Governors appoints David Steiner to be 76th Postmaster General and CEO of the United States Postal Service The U.S. Postal Service Board of Governors today announced that they have chosen David Steiner to...

Stamp Out Hunger with the USPS Annual Food Drive

USPS annual food drive is schedule for Saturday May 10th, 2025. The event which began in 1993 is the country’s largest single-day food drive.

GrayHair Software Launches New Website

Check back often for links to new stories, white papers and mailing resources. Please drop us a note with any feedback on how we can improve our efforts to support you.

USPS Informational Webinars on Service Standard Changes

The new service standard changes took effect April 1st, 2025.  The new measurement is using a 5-D to 5-D versus the less granular 3-D to 3-D.  Phase one of this change will be adding in an additional day into single piece First-Class mail that is entered more than 50 miles from an origin Regional Processing and Distribution Center (RPDC) and non destination entered Marketing Mail and Periodicals. 

New Mailing Standards for Domestic Mailing Services Products

The Postal Service, published on May 1st  in the Federal Register a proposed rule for the structure changes as part of the proposed July 2025 postage increase.  A final rule will be published once the Postal Regulatory Commission approves the R2025-1 Market Dominant rate change.  

Search for a new Postmaster General (PMG) – could the wait be over?

This is the first National Postal Forum in my recollection in which we did not have a permanent Postmaster General (PMG) in office.  There have been transitional periods in USPS leadership – such as when acting PMG is in place due to retirement, resignation, or before a successor is officially named, but historically that replacement has been named prior to the NPF.  

Takeaways from the National Postal Forum 2025

Last week concluded a very successful National Postal Forum in Nashville, TN. GrayHair participated in six sessions at the forum on topics of Address Quality, Hot topics in Mail, Bridging the Gender Gap with leadership tips, and working with Postal and Client Data at Scale.  

Upcoming Industry / Postal Events

Save the dates for the upcoming industry / postal events!

Defining the “Perfect” Mailing Address

Defining the "Perfect" Mailing Address A well-designed address database is the bedrock of address quality.What exactly constitutes a “perfect” address? It might seem like a simple question, but the answer is more nuanced than you might think. The concept of a...

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CASE STUDY

How a Retail Bank Saved Millions on Mail While Enhancing Customer Experience

Optimizing Direct Mail Delivery for Maximum Savings and Impact

KEY TAKEAWAY

By adopting GrayHair Software, this Bank successfully reduced mailing costs, improved marketing performance, and enhanced customer engagement. With real-time mail tracking, predictive analytics, and vendor accountability, the Bank now maximizes its direct mail impact while cutting operational costs.

HIGHLIGHTS

  • Reduced mailing costs from $0.383 to $0.256 per piece
  • Saved $127 per 1,000 mailpieces
  • Eliminated blind spots in mail tracking for 100% visibility
  • Improved call center efficiency with predictive delivery insights

SOLUTIONS USED

  • Cloud-Based Mail Tracking & Reporting: End-to-end visibility of every mailpiece
  • Predictive Delivery Insights: Optimized follow-ups based on accurate in-home date predictions
  • USPS Performance Monitoring: Held vendors accountable for delivery delays
  • Call Center Optimization: Reduced inefficiencies by aligning mail delivery with customer service efforts
  • Cost-Saving Transition Strategy: Maintained First-Class Mail efficiency while using lower-cost Marketing Mail

INDUSTRY

Banking & Financial Services

The Problem

A Retail Bank relied heavily on First-Class Mail® for its direct marketing acquisition programs. To reduce costs, the Bank wanted to transition to Marketing Mail™, which offers lower postage rates but has longer and more variable delivery times. However, this shift introduced a major challenge: the Bank had no way to track or predict delivery performance, making it costly and ineffecient to manage customer expectations and follow-up activities effectively.

Without accurate delivery data, the Bank struggled to:

  • Identify and resolve delayed or undelivered mail issues.
  • Determine whether delivery issues were local, regional, or widespread.
  • Measure how the USPS® and suppliers were managing the delivery of their mail.
  • Ensure consistent response tracking, which is critical for marketing effectiveness.

This resulted in an inconsistent customer experience, reduced campaign effectiveness, delayed ROI, and decreased response rates.

The Challenge

Unmanaged Marketing Mail can result in delivery windows as wide as 20 days, compared to the 3-5 day timeframe the Bank aimed to achieve. The Bank needed a solution that could provide real-time visibility into mail performance, helping them optimize their marketing campaigns to increase response rates while maintaining a strong customer experience.

In short, the Bank needed a mail tracking and analytics solution that could:

  • Predict in-home delivery dates for Marketing Mail to synchronize marketing efforts.
  • Identify bottlenecks in USPS processing and improve vendor accountability.
  • Optimize call center activity, preventing premature or delayed follow-ups.
  • Reduce mailing costs while ensuring timely and consistent delivery.

With no existing system in place to measure USPS delivery performance, the Bank was flying blind, unable to adjust its strategy to maximize efficiency.

The Approach

To address these challenges, GrayHair Software provided the Bank with real-time mailstream visibility and predictive analytics. The approach included:

  • Cloud-Based Mail Tracking & Reporting: The system tracked every mailpiece from the mail preparer to USPS entry points and final customer delivery.
  • Predictive Delivery Insights: The Bank gained accurate in-home date predictions, allowing for better timing of follow-ups and marketing initiatives.
  • USPS Performance Monitoring: GrayHair’s reports enabled the Bank to hold the USPS and vendors accountable for delays.
  • Call Center Optimization: Data insights helped the Bank synchronize mailings with expected call center volume, reducing inefficiencies and unnecessary outreach.
  • Cost-Saving Transition Strategy: The solution allowed the Bank to use Marketing Mail in a way that mimicked First-Class Mail timing, maximizing savings without sacrificing effectiveness.

The Results

By leveraging GrayHair’s expertise and technology platform, the Bank achieved:

  • Significant Postage Savings: Switching from First-Class Mail to Marketing Mail reduced costs from $0.383 per piece to $0.256, saving $127 per 1,000 mailpieces.
  • Eliminated Blind Spots in Mail Delivery: The Bank now tracks every mailpiece down to the individual level, ensuring reliable, consistent delivery.
  • Improved Call Center Efficiency: The Bank predicts spikes in call volume and optimizes staffing and outbound calls accordingly.
  • Better Response Rate Analysis: Tracking mail delivery ensures that marketing test results are accurate, as response rates can now be measured without delivery inconsistencies skewing results.
  • Faster Resolution of USPS Issues: GrayHair’s reports revealed postal congestion issues, leading to improved discussions and problem-solving with the USPS.

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