Capturing Data to Multiple Business Processes

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2 About the As the non-profit association dedicated to nurturing, growing and supporting the user and supplier communities of ECM (Enterprise Content Management) and Social Business Systems (or Enterprise 2.0), AIIM is proud to provide this research at no charge. In this way, the entire community can leverage the education, thought leadership and direction provided by our work. Our objective is to present the wisdom of the crowds based on our 70,000-strong community. We are happy to extend free use of the materials in this report to end-user companies and to independent consultants, but not to suppliers of ECM systems, products and services, other than Kofax and its subsidiaries and partners. Any use of this material must carry the attribution AIIM / Kofax Rather than redistribute a copy of this report to your colleagues, we would prefer that you direct them to for a free download of their own. Our ability to deliver such high-quality research is made possible by the financial support of our underwriting sponsor, without whom we would have to return to a paid subscription model. For that, we hope you will join us in thanking our underwriter for this support: Laguna Canyon Road Irvine, CA United States Phone: Website: Process used and survey demographics The survey results quoted in this report are taken from a survey carried out between 17 th June 2011 and 5 th July 2011, with 459 responses from individual members of the AIIM community surveyed using a Web-based tool. Invitations to take the survey were sent via to a selection of AIIM s 70,000 registered individuals. Respondents are predominantly from North America and cover a representative spread of industry and government sectors. Employees of ECM suppliers have been included in the results in this report as their internal business processes are likely to be similar to any other organization. Results from organizations of less than 10 employees have not been included. About AIIM AIIM ( is the community that provides education, research, and best practices to help organizations find, control and optimize their information. For more than 60 years, AIIM has been the leading non-profit organization focused on helping users to understand the challenges associated with managing documents, content, records and business processes. Today, AIIM is international in scope, independent and implementation-focused, acting as the intermediary between ECM users, vendors, and the channel. About the author Doug Miles is Director of the AIIM Market Intelligence Division. He has over 25 years experience of working with users and vendors across a broad spectrum of IT applications. An early pioneer of document management systems, Doug has been involved in their evolution from technical solution to enterprise infrastructure platform. Most recently, Doug has produced a number of the AIIM survey reports on user issues and drivers for Capture, ECM, Records Management, SharePoint and Enterprise 2.0. He has also worked closely with other enterprise-level IT systems such as ERP, CRM and BI. He has an MSc in Communications Engineering and is a member in the UK of the Institute of Engineering and Technology AIIM Kofax 1100 Wayne Avenue, Suite Laguna Canyon Road Silver Spring, MD Irvine, CA

3 Table of Contents About the : About the... 2 Process used and survey demographics... 2 About AIIM... 2 About the author... 2 Introduction: Introduction... 4 Capture Profiles: Capture Profiles... 5 Scan-to-Archive: Scan-to-Archive... 7 Capture-to-Process: Capture-to-Process... 9 Content Types...9 Processes and Process Types...9 Capture Platforms...10 Return on Investment (ROI): Return on Investment (ROI) Forward Plans...13 Conclusion and Recommendations: Conclusion and Recommendations References: References Appendix 1 - Survey Demographics: Appendix 1 - Survey Demographics Survey Background...15 Organization Size...15 Geography...15 industry Sector...16 Job Role...16 Appendix 2: Appendix Open-ended comments...17 Underwritten in part by: Underwritten in part by Kofax AIIM

4 Introduction We are always told that business requirements come first, and software requirements come after. Data capture, however, can benefit from a converse view: if you have a capture system driving one data-centric business process, can the same principle, and indeed the same system, be applied to all of your data-centric business processes? Automated capture upfront of any business process is likely to produce cleaner data, resulting in higher quality information, less exception handling, and better process management. The more important the process is to your business, the greater the impact such improvements will have. In today s world of multi-channel communication, raw input may come from paper documents, paper forms, web forms, faxes, s, SMS, mobile and social. Rather than build a data capture connection to each process for each of these potential media channels, it would seem more sensible to invest in a broadcapability capture platform that can capture, recognize and validate data from any source, and use it to drive multiple processes across multiple enterprise business systems. In this paper, we will explore the decision-making issues of capture-to-process versus capture-to-archive, measure the breadth of media capture and levels of integration across common business processes, and look at the issues that managers face when endeavouring to broaden the application of capture-to-process. Key Findings 1. Opportunities for document capture remain strong: within organizations surveyed, 23% do not have a formal mechanism for systematic scanning and capture, and a further 20% are primarily scanning-toarchive. 55% are primarily scanning-to-process. 2. Benefits of archive scanning are well acknowledged: 62% of respondents agree that they have made very real storage cost savings from their scan-to-archive project, and 71% also agree that they have achieved much improved response times and better customer service. 3. Scan-to-Process ROI is strong: 62% of scan-to-process projects equalled or improved on the expected return-on-investment payback period through greater productivity. 4. There is considerable scope for capture-enabling more processes: 40% of organizations have 3 or less processes capture-enabled. 5. Users are keen to expand use: 60% of existing users are very keen to expand their capture system utilization. 6. Lack of awareness is holding things back: the main reason respondents are not capture-enabling more processes is a lack of IT resource, and next is the lack of awareness among process owners. 7. Capture platforms make integrations easier: the majority of respondents felt that IT resource issues and technical issues would be eased considerably if they had a common capture platform with standardized data integrations. 8. Capture is considered to be a vital part of business processes: when describing the importance of capture to their business processes, 28% consider it to be a Crucial component and a further 36% consider it to be a Key enabler. 4

5 Capture Profiles The traditional model of a scanning and capture deployment is a records-orientated, scan-to-archive operation aimed at relieving paper storage pressures, and improving the electronic access to stored records. Frequently, these projects involve some degree of back-file conversion of existing paper records, along with a day forward policy of scanning newly received, and in some cases, newly retrieved records, and making them available for electronic access. Figure 1: Are your scanning operations primarily: (Multiple, N=432) Ad-hoc - normal office ac vi es Incoming documents - to ini ate business processes 0% 10% 20% 30% 40% 50% 60% Documents already processed or comple ng process "Day forward" - records only scanned when called up from the archive "Back-file conversion" - bulk scanning the whole archive As we can see in Figure 1, 27% of respondents are still involved in back-file conversion projects, and 14% are scanning archives when accessed. This graph also shows that 45% of organizations process documents in physical form, and then scan them to the archive. Given that this survey was focused on scan-to-process issues, the true number doing this in the population at large is likely to be somewhat higher. In this survey, only 23% of organizations outsource any of their scanning and capture needs we normally measure over 30%. Back-file conversion was the most popular outsourced task. Less than 3% use outsourcers as the primary mechanism for their scan and capture processes. Surprisingly, 16% of the largest organizations answering this survey have no formal mechanism for systematic scanning and capture, compared to 28% of the smallest. Figure 2: In summary, which of the following is the most applicable? (Pick one only, (N=457) We do not have a formal mechanism for systema c scanning or capture We mostly outsource our scanning and capture We systema cally scan paper documents, primarily for archive 0% 10% 20% 30% 40% 50% 60% emps 500-5,000 emps 5,000+ emps We only capture electronic documents, web forms, etc, and pass them to one or more business processes We scan and capture paper documents, forms, faxes, etc, and pass them to one or more business processes We scan and capture paper and electronic documents and pass them to one or more business processes 5

6 When we asked these respondents why they had not made any formal investments in scanning and capture, lack of priority was the overriding reason. None indicated concerns about the technology, and only a few had concerns about the cost although we noted that these potential users indicated an expected cost that was lower than the amount actual users have invested - company size is obviously a factor here. There were also indications that for some (15%), paper copies are deemed essential for compliance reasons, although these were balanced by organizations moving to an all-electronic input (11%). Most companies now find themselves dealing with incoming correspondence in both paper and electronic format. Although the character recognition process itself becomes unnecessary with an all-electronic file (as opposed to a scanned document or fax), these documents are frequently unstructured or semi-structured, and capturing data from the file for indexing or further processing will still require an intelligent capture process. Of those organizations scanning-to-process, nearly three-quarters also capture data from electronic documents such as s, web forms, PDF files, etc. Only 4% capture exclusively from electronic documents. Those not currently capturing electronic documents show a strong intention of moving in that direction. Figure 3: Once captured (from paper or electronic), where are your documents routed? (Pick one only, (N=447) 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Records/imaging system/archive To , file share, etc, on an ad-hoc basis ECM/DM system (with workflow) ECM/DM system (no workflow) SharePoint Line of Business system Financial HR system ERP Dedicated BPM system CRM/Helpdesk None of these Leaving aside those documents scanned on an ad hoc basis for general office use, the most frequent routing of a captured document is directly into the records or image archive. Alternatively, they may go to an ECM or Document Management (DM) system for general distribution as an active document. However, in 29% of organizations, the document will be work-flowed within the ECM system, and in a further 6% it will be handled in a dedicated BPM system. Less than 17% of organizations route directly to a Line of Business system, an ERP system or a Finance system. 6

7 Scan-to-Archive Even within a scan-to-archive operation, capture of data from the document can assist with classification and indexing, and will be much faster and generally more accurate. Despite that, 66% of organizations still carry out some degree of manual indexing. Just 29% pick up indexing information from specific fields on a form or letter, such as a customer number or post code. The alternatives are full text search across the whole document, or bar-coding of the forms at source. Figure 4: To what extent do you capture indexing information as part of your scan-to-archive process? (N=96 scanning-to-archive only) We manually index 0% 10% 20% 30% 40% 50% 60% 70% We OCR and use free text search We use bar codes We recognize specific fields and index with them Although we are focussing on scan-to-process in this paper, this should not overshadow the benefits to be gained from scan-to-archive, and distribution of documents in electronic form. Nearly two-thirds of respondents agree that they have made very real storage cost savings from their scan-to-archive project, and in addition, 71% agree that they have achieved much improved response times and better customer service, as well as opening up the archive for much wider access. Although overwhelmingly positive, there is a little more variation in opinions on recognition and indexing quality, but as we will see later, some organizations are using technology which is a little dated. Figure 5: How would you describe the success of your scan-to-archive project(s)? (N=96 scanning-to-archive only) We have made very real savings in paper storage costs We have opened up the archive for much wider access across the business We have much improved response mes and/or be er customer service The recogni on/indexing quality has been excellent We need to expand the scope of captured documents We need to move to the next step of scan-to-process -40% -20% 0 +20% +40% +60% +80% 10% 9% 7% 2% 6% 7% 47% 44% 41% 38% 32% 36% 13% 15% 27% 30% 31% 38% Strongly Disagree Disagree Neutral Agree Strongly Agree 7

8 The win-win aspect of providing widespread availability of electronically scanned documents along with the chance to feed business processes with captured data has not been lost on those who so far have only undertaken scan-to-archive projects. As we can see from Figure 6, well over half have plans to make more use of scan-to-process. Figure 6: Why do you not make more use of capture to your business processes? (N=95 scanning-to-archive only) The business process owners have never shown much interest We would need integra on with our other systems to validate the data Our processes don t really lend themselves to this 0% 10% 20% 30% 40% 50% 60% The overhead of se ng up each process makes it uneconomic We don t have the handling capacity The technology of our scan and capture isn t up-to-date Making big changes to our key processes is too risky right now Our requirements change too frequently We could not meet the response mes needed Don t know/never go en around to it We are working on it right now The biggest impediment to greater use of scan-to-process would seem to be a lack of awareness on the part of the business process owners, along with the technical issues of interconnection with other enterprise systems. Figure 7: Generally speaking, who would you say makes decisions about your capture-to-process projects? (N=172) Business process owners IT Head of Opera ons 0% 5% 10% 15% 20% 25% 30% 35% 40% Business Improvement/Business Consultants Varies/No one takes par cular responsibility Given that in 37% of organizations, business process owners are the most likely group to make decisions about scan-to-process projects, this lack of awareness is obviously an issue. In 22% of organizations the decision lies with a head of operations or a dedicated business improvement team, and these are more likely to take a holistic view of capture and BPM investments. The decisions are made by IT in 19% of organizations, so the breadth of application will depend on how well the IT strategy is aligned with business needs. In 19% of organizations, it is difficult to see who takes responsibility. 8

9 Capture-to-Process Content Types Supporting documents, certificates, passports, and such like, are the most prevalent documents for capturing as part of the process, along with the application forms and claim forms that drive the process itself. Accompanying correspondence and letters comes next. 60% of responding organizations also capture PDF files, and these are increasingly relevant for the accounts payable process as more and more invoices are electronically delivered, attached to s. Fax still has a strong presence in 48% of organizations, compared to newer communication channels such as text messages and mobile data-capture. Figure 8: Which of the following file types are you capturing-to-process? (N=241 capturing-to-process) Scanned cer ficates, licences, passports, etc. Scanned forms Scanned le ers PDF files Fax Uploaded files/images Photos Web forms XML files Video Mobile/tablet apps 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Processes and Process Types The move towards distributed capture platforms has been largely driven by the need to connect up production scanners, branch-office scanners, MFPs and desktop scanners in a coherent way. However, once integrated with an ERP or Finance system for, say, the accounts payable process, the benefit of a standard platform is that it becomes much easier to incorporate additional processes without the need to create additional scanner interfaces and maintain additional connections to the core enterprise systems. It also reduces the need to become familiar with different BPM schemes. Figure 9: How many different processes are capture-enabled in your business unit? (N=163 capturing to process, excl. 77 Don t Knows ) processes, 12% SMS messages 20+ processes, 15% 1 process, 11% 2 processes, 13% 6-10 processes, 21% 5 processes, 6% 3 processes, 16% 4 processes, 7% 9

10 As we see from Figure 8, even among the respondents of this survey, 40% of organizations have only capture-enabled up to 3 processes, and for a quarter it is just one or two processes. In many cases, these will be high-volume applications dedicated to one or two core functions of the business, and may have been in place for many years. As we would expect, smaller organizations are likely to have fewer enabled processes, but even in the largest organizations or business units, 21% have 3 or fewer processes. In terms of the types of process being capture-enabled, as we would expect, external line-of-business forms processing is most popular (60%), then invoices and finance (52%), and then dealing with customer correspondence (42%). Figure 10: How would you describe the processes that you have capture-enabled? (N=238 capturing to process,) Specific line-of-business, forms-based, external 0% 10% 20% 30% 40% 50% 60% 70% Finance, accounts payable (invoices), accounts receivable Customer correspondence of mul ple types Internal HR processes, expenses, mesheets, etc. Internal processes, quality, approval, signature-based Case-based, claims, inves ga ons, consulta ons, healthcare New business applica ons, mortgages, memberships, accounts, etc. Logis cs, delivery, manifests, etc. Ci zen returns, tax, census, elec ons, etc. Other Capture Platforms As we can see in Figure 11, in 19% of organizations, the interface between the capture system and the application is a standard feature of the specific application. In 19% it is customized on a one-off basis. 62% have a standard capture platform, around half of which are separately interfaced to each application, and half go via a standard workflow or BPM system. Figure 11: How are these capture processes mainly being implemented and interfaced? (N=216 less 24 Don t Knows) 0% 5% 10% 15% 20% 25% 30% 35% 40% Standard feature of specific process applica on Customiza on on a one-off basis for each one Standard capture pla orm, interfaced separately to each applica on Standard capture pla orm integrated to a standard workflow/bpm system 10

11 This is quite a high proportion of the overall respondent base, and indicates the success that capture platforms have achieved in the market. We also asked if users felt that their existing capture system is capable of achieving the best results that current technology can provide, and 46% considered that they were using state-of-the-art recognition technology, with a further 36% being just 3 or 4 years behind the curve. However, 18% admitted to using technology that is 5 or more years out-of-date, and in that time there have been some dramatic steps forward in automatic recognition of document types, mixed document streaming and hand-writing recognition. The amount invested in a capture system will obviously vary considerably depending on the size of the company, with 80% of the smallest companies (less than 500 employees) investing less than $100k, and 74% of the largest (more than 5,000 employees) investing more than $100k. Figure 12: How much have you invested in the capture system for your business unit, not including scanner hardware? (Software license + implementation) (N=171 capturing to process, excl. 75 Don t Knows) 0% 5% 10% 15% 20% 25% 30% 35% Up to $1,000 $1,000 - $10,000 $10,000 - $100,000 $100,000 - $1M $1M+ Return on Investment (ROI) Scanning and capture projects have always scored highly in AIIM surveys for ROI, generally showing payback periods of between 12 and 18 months. We have also seen that scan-to-archive projects tend to produce a faster return than the scan-to-process developments, probably due to the time needed to integrate with other systems, and the inevitable challenges of managing change in the workforce. However, these investments produce core process productivity gains, which tend to have much higher long term benefits. Figure 13: Have your capture-to-process projects been successful? (N=186, capturing to process, excl. 39 Too early to say) Yes, we achieved RoI faster than expected Yes, we achieved a RoI about as expected 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Yes, although it s taking a bit longer to achieve RoI Not really, we are s ll struggling with it Despite this strong ROI performance, more than half of the survey respondents have only capture-enabled 30% or less of the potential process candidates, although there is an admirable 18% who have achieved 75% of the potential. 11

12 Figure 14: Of your processes that could be capture-enabled, what percentage have you done so? (N=228 capturing to process) 75% of processes, 11% 50% of processes, 17% >80% of processes, 7% 5% of processes, 15% 10% of processes, 11% 20% of processes, 10% 30% of processes, 14% Having said that, we measured a strong appetite to capture-enable more processes as a priority. Compared to those not yet embarked on capture-to-process projects, the lack of awareness by process owners shown in the previous question is less of an impediment here than the lack of IT resource. Figure 15: Why are you not capture-enabling more of your processes? N=228 capturing to process,) IT resource/priority Lack of awareness by process owners Lack of poten al ROI Poli cal - between enterprise system owners (Finance, ERP, CRM, HR) Technical 0% 10% 20% 30% 40% 50% 60% Given the standardization benefits outlined earlier, we asked users which of the limitations to their rolling out more processes would be eased by (or have been eased by) ownership of a standard capture platform. As we can see in Figure 12, it is not only the IT resource and technical issues that become easier, but the business justification, the awareness problems and the ownership issues are eased too. 12

13 Figure 16: Which of these issues would become easier/has become easier if you had a common capture platform collecting multiple file types with standardized data integrations to the main enterprise systems? (N=224 capturing to process) 0% 10% 20% 30% 40% 50% 60% 70% 80% 90%100% IT resource/priority Lack of awareness by process owners Lack of poten al ROI Poli cal between system owners (ERP, CRM, HR) Technical reasons Much Easier Easier No change Forward Plans We have seen throughout this survey that standard capture platforms, and associated workflow and BPM systems, are pushing forward the speed and agility with which organizations can automate many document centric processes without generating huge requirements for IT development effort. The evidence for this sits squarely with the aspirations that current users have for their capture systems, with well over half indicating their intentions of doing considerably more to expand the use of their system to other lines of business and other divisions. Figure 17: How would you quantify your aspirations for your capture system? (N=222 capturing to process) None we re capturing the exact amount/type of documents we want Some we d like to capture a couple (1 or 2) more document types to our business processes More we d like to capture many more (3 or more) document types to our business processes Much more we d like to expand our capture system to ini ate addi onal business processes Significant we d like to expand our use of our capture system to other business lines or divisions 0% 5% 10% 15% 20% 25% 30% Massive we d like to standardize on our capture system to capture every document coming into our enterprise 13

14 Conclusion and Recommendations We have seen that many organizations are still limiting their scanning and capture activities to scan-to-archive projects. Some have yet to complete back-file conversion projects, but most are scanning inbound documents, albeit in many cases after the business process has been carried out. Even so, these organizations report considerable business benefits in terms of universal document access and better customer service. Despite a general lack of awareness of the benefits of capture-to-process technologies among line-ofbusiness owners, there is a strong appetite among our respondents to move forward in this area. Many of those organizations who are already utilizing capture-to-process have as yet only capture-enabled a limited number of processes, compared to the potential number of suitable processes within the business. Based on the success of existing projects, they are universally keen to capture-enable further processes. We would suggest that internal case studies and promotion of good results might improve awareness among other lineof-business managers. Beyond the awareness issues, a lack of IT resource and the technical difficulties of integration with other enterprise systems are holding back expansion of capture-to-process projects. Our respondents are in some agreement that adoption of a standard capture platform, with distributed scanner connections, and standardized interfaces to downstream systems, would greatly ease these problems, as well as improving the amortization of the initial investment. Our recommendation is that even for one or two projects, such as accounts payable or customer correspondence, the additional initial investment in a distributed capture platform will be well worthwhile in the longer term, in that it provides a much easier platform to roll out to other processes across the business. References Capture and Business Process, AIIM Industry Watch, December 2010: 14

15 Appendix 1: Survey Demographics Survey Background The survey was taken by 459 individual members of the AIIM community between June17, 2011 and July 05, 2011 using a web-based tool. Invitations to take the survey were sent via to a selection of the 65,000 AIIM community members Organizational Size Organizations of 10 employees or less are excluded from all of the results in this report. On this basis, larger organizations (over 5,000 employees) represent 27%, with mid-sized organizations (500 to 5,000 employees) at 36%. Small-to-mid sized organizations (10 to 500 employees) are 38%. over 10,000 emps, 17% emps, 14% 5,001-10,000 emps, 10% 1,001-5,000 emps, 28% Geography US and Canada make up 65% of respondents, with 24% from Europe ,000 emps, 8% Central/South Middle East, America, 3% Asia, Far East, 2% Africa, S.Africa, 3% Australasia, 3% Eastern Europe, Russia, 2% Western Europe, 9% emps, 24% US, 53% UK & Ireland, 13% Canada, 12% 15

16 Industry Sector Local government and public services represent 13%, and national government 5% - lower overall than most AIIM surveys. Finance, Banking and Insurance represent 20%, which is higher than the norm. The remaining major sectors are evenly split. Media, Publishing, Professional Web, 2% Services and Legal, 2% Pharmaceu cal and Chemicals, 2% Retail, Transport, Real Estate, 3% IT & High Tech not ECM, 4% Consultants, 2% Other, 4% Government & Public Services - Local / State, 13% Government & Public Services - Na onal / Interna onal, 5% Charity, Not-for- Profit, 3% Engineering & Construc on, 4% Oil & Gas, Mining, 4% Educa on, 5% Power, U li es, Telecoms, 5% Manufacturing, 5% Healthcare, 7% IT & High Tech supplier of ECM products or services, 8% Finance / Banking, 12% Insurance, 8% Job Role Records or Information Management disciplines make up 33% compared to 34% from IT. Line of business managers and business consultants make up 26%. Line-of-business execu ve or process owner, 6% Head of department/ manager (HR, Finance, Sales, etc), 9% President, CEO, Managing Director, 3% Other, 7% Records or document management staff, 20% Head of records/ compliance/informa on management, 13% Consultant or Project Manager - Business, 8% Consultant or Project Manager - IT, 12% Head of IT, 3% IT staff, 19% 16

17 Appendix 2: Open-ended comments: What comments do you wish to make about capture-to-process projects in your organization? (Selection) One of the last questions caught the true essence of the issue: lack of awareness in the business units. In general for internal processes our aim is to skip the document step altogether and move to direct capture of data. For external documents there needs to be a strong cost/benefit case for investing in capture-to-process technology. Our processes are mired in a paper morass that shows no sign of abating. The organizational culture needs to evolve to ensure successful process evolution. I have long wished to establish a capture-on-entry workflow process here. Currently, we only scan documents after they have been processed. The higher difficulty is to synchronize born-digital records and scanned records of the same process. People are still hesitating to use captured documents instead of paper versions; most people still want to feel the documents. IT has been managing the pilot implementation and it has been a difficult process. They need to let the business unit loose to do the work. More integration is needed with line of business systems. Obtaining buy-in from the business units is difficult. 17

18 Underwritten in part by: AIIM Kofax An ECM system is only as good as the information in it. To be truly useful to your business, the information must be accurate and up-to-date, and require minimal manual preparation. The Kofax enterprise information capture platform is a vital frontend to any ECM system. Kofax automatically captures, classifies, extracts and validates information from forms and documents using the most powerful recognition technologies on the market. It handles all document formats on a single platform paper, s, attachments, faxes, SMS/MMS and XML streams and converts all documents to standard electronic formats as they are received, even at remote offices. Kofax software also automatically validates documents and data against business rules and databases so that only the most accurate information enters your ECM system. The Kofax platform can be scaled and extended to handle documents and processes throughout the organization, such as invoice processing and digital mailroom. An investment in a Kofax solution can be leveraged multiple times to increase ROI. Kofax plc (LSE: KFX) is a leading provider of capture driven process automation solutions. For 25 years, Kofax has provided award-winning products that streamline the flow of information throughout an organization by managing the capture of business critical information in paper, fax and electronic formats in a more accurate, timely and cost effective manner. These solutions provide a rapid return on investment to thousands of customers in banking and financial services, insurance, government, business process outsourcing and other markets. Kofax delivers these solutions through its own sales and service organization, as well as through a global network of more than 700 authorized partners in more than 60 countries throughout the Americas, EMEA and Asia Pacific. AIIM ( is the community that provides education, research, and best practices to help organizations find, control, and optimize their information. For over 60 years, AIIM has been the leading non-profit organization focused on helping users to understand the challenges associated with managing documents, content, records, and business processes. Today, AIIM is international in scope, independent, implementation-focused, and, as the representative of the entire ECM industry - including users, suppliers, and the channel acts as the industry s intermediary AIIM AIIM Europe 1100 Wayne Avenue, Suite 1100 The IT Centre, Lowesmoor Wharf Silver Spring, MD Worcester, WR1 2RR, UK (0)