Cover Story: Sprint Saves Green
Keanon Swan, manager of vendor management and postal strategy, Sprint
Keanon Swan wants to help Sprint push the envelope on green direct mail. Yeah, he went there. But he’s serious about this, says the manager of Sprint’s vendor management and postal strategy.
Swan, his colleagues and outside vendors not only got an environmentally friendly direct mail campaign off the ground in 2012 at Sprint, it’s become the way the Overland Park, Kan.-based communications company bills 9 million—65 percent—of its wireless customers each month. And now, Sprint sees $500,000 in savings a year due to postage cost and paper reductions. “The reduced ecoEnvelope weight allows for postage savings and revenue generation opportunities,” Swan says. “There are many opportunities that have come with this new envelope format that we’re continuing to explore.”
Sprint’s green mail program evolved from an idea—spurred in May 2008 when Swan spotted a “cool” envelope that could be ripped in half to create a new, smaller envelope—to full implementation in June 2012. Swan spent those four years making sure the dream could not only live, but grow.
That meant getting buy-in from departments throughout Sprint, involving outside partners, performing equipment tests, conducting focus groups and launching direct mail pilot programs. Excited, he right away tested the envelope, designed by ecoEnvelopes of Eden Prairie, Minn., on Sprint’s high-speed mailing equipment. While it worked well, Sprint still had to complete equipment changes to handle mail related to a 2005 merger. At the same time, Swan had to deal with increased direct mail and postage costs amid a declining economy and, not least of all, transition from an internally managed print and mail shop to partnering with a mail service provider, Kansas City, Mo.-based DST Output, in June 2009.
“Our organization was operating in a very entrepreneurial manner, where we were constantly, no pun intended, pushing the envelope to be more innovative; whether it was getting our first inserting equipment online, developing our quality control programs, etc.,” Swan says. “When we transitioned into more of an operational management mode, we wanted to make sure we didn’t lose that edge to look for ways to reduce costs, to improve quality—while, at the same time, making sure we were mitigating our environmental footprint.”