Amex-Focused And Growing Strong

If you've got a problem with your American Express card statement don't bother calling Mark Ostley, manager of document-related services for American Express Financial Advisors. He has nothing to do with it.

He is, however, part of a team that oversees nearly everything else the credit card behemoth's in-plant produces. And it produces quite a lot.

"We do everything from stationery to letterhead and business cards, all the way to digital color promotional material, such as booklets and brochures," explains Ostley. "It's actually pretty far reaching."

Though the 248-employee in-plant outsources nearly 80 percent of its work, when it does decide to take on a project, it knows in advance that its customers will be well served and American Express will be pleased with the figures at the bottom line.

That's because whenever a request for a new type of work comes in, Ostley sits down with Amex's internal controllers and performs a rigorous cost-benefit analysis.

If the in-plant can't produce the work for 35 percent less than outside competitors, it won't do it. What's more, Ostley adds, the company's benchmark currently hovers around an astounding 43 percent.

"We've discovered that we provide a significant advantage in terms of service and cost," remarks David Denk, vice president of document-related services for Amex. "The biggest challenge that we have is keeping tabs on different business lines and changes in their strategy of marketing. It always challenges people to come up with better ways of doing things. It's very energizing."

Like most in-plants, Amex has been run through the gauntlet by facilities management firms and internal outsourcing studies. However, this too has contributed to the in-plant's ability to deliver cost-effective products in a timely manner while providing excellent customer satisfaction.

Though it can be discouraging for an in-plant to continually have to justify its existence, Denk says it's only strengthened his in-plant.

"Without question, the challenges have made us incredibly strong," Denk declares. "It's also driven us to significant measuring and recording of our customer service relations and publishing results, and that's the one thing that's supported us along the way in all of these studies."

Although it's clear that the in-plant's success stems from its commitment to customer satisfaction and excellent cost margins, the shop's managers don't overlook the value of human resources.

"I think one of our base philosophies is, if we're going to produce really good products and provide really good service, we need to have a really content work force," remarks Denk. "So we try to create an environment where we have a high level of employee satisfaction. That runs the gamut from involvement in projects to involvement in change to competitive pay scales."

-by ALLAN MARTIN KEMLER