Document scanning and capture (local, central, outsource) what's working best

AIIM Market Intelligence
Delivering the priorities and opinions of AIIM’s 65,000 community

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Document Scanning and Capture:
local, central, outsource - what’s working best?

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About the Research
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Process Used and Survey Demographics
While we appreciate the support of these sponsors, we also greatly value our objectivity and independence as a non-
profit industry association. The results of the survey and the market commentary made in this report are independent of
any bias from the vendor community.

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The survey was taken by 882 individual members of the AIIM community between November 3rd and November 17th,

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2009, using a Web-based tool. Invitations to take the survey were sent via e-mail to a selection of the 65,000 AIIM
community members.
Survey population demographics can be found in Appendix A. Graphs throughout most of the report exclude responses
from organizations with less than10 employees, and for some questions, suppliers of ECM products or services are
excluded.

About AIIM
AIIM (www.aiim.org) 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 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 (Enterprise Content Management) users, vendors and the channel.

About the Author
Doug Miles is head 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. He was an early pioneer of document management systems for
business and engineering applications, and has been involved in their evolution from technical solution through business
process optimization to the current corporate-level concerns of security and compliance. Doug has also worked closely
with other enterprise-level IT systems such as ERP BI and CRM. Doug has an MSc in Communications Engineering and
,
is an MIET.

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Phone: 301.587.8202
www.aiim.org

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Table of Contents
About the Research: Level of Spend:

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About the Research . . . . . . . . . . . . . . . . . . . . 2 Level of Spend . . . . . . . . . . . . . . . . . 19

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Process Used and Survey Demographics . . . . . 3
About AIIM . . . . . . . . . . . . . . . . . . . . . 3 Conclusion:
About the Author . . . . . . . . . . . . . . . . . . . . . . . . . 3 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Introduction: Apendix 1: Survey Demographics
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Appendix 1: Survey Demographics . . . . 20
Key Findings . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Survey Background . . . . . . . . . . . . . . . . . . . . . . 20
Survey Demographics . . . . . . . . . . . . . . . . . . . . 20
Strategies, Business Drivers Industry Sector . . . . . . . . . . . . . . . . . . . . . . . . . 21
and ROI: Geography . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Strategies, Business Drivers and ROI . . . 6
Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Apendix 2:

Business Drivers . . . . . . . . . . . . . . . . . . . . . . . . . 7 Appendix 2: . . . . . . . . . . . . . . . . . . . . . . . . . 22
Return on Investment (ROI) . . . . . . . . . . . . . . . . . 8 Open-ended Comments . . . . . . . . . . . . . . . . . . 22

Outsourcing, Centralized and Underwritten in part by:
Distributed: ABBYY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Outsourcing, Centralized and Autonomy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Distributrd . . . . . . . . . . . . . . . . . . . . 11 EMC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Outsoursing . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Epson . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Centralized Operations . . . . . . . . . . . . . . . . . . . 12 Image Source . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Distributed Scanning and Capture . . . . . . . . . . 13 Visioneer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
AIIM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
Levels of Adoption and the
Paper Trail:
Levels of Adoption and the Paper Trail 15
Scanner Technology . . . . . . . . . . . . . . . . . . . . . 15
Recognition Technology . . . . . . . . . . . . . . . . . . 16
Scanning and Capture Process . . . . . . . . . . . . 16
Paper vs Electronic . . . . . . . . . . . . . . . . . . . . . . 17

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Introduction
The term “Capture” covers the combined processes of document scanning, image correction, recognition of text,
barcodes, form fields, etc. and finally, output to an appropriate format for subsequent processing or archive storage. For
20 years or more, capture has been the entry point for document store-and-retrieve systems and increasingly for forms-

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processing, workflow and Business Process Management (BPM). Capture may also be applied to faxes, emails, electronic

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documents, images and messages, but we will restrict our attention in this report to document scanning.
Traditionally, scanning and capture has been considered technically challenging. Achieving high throughput at minimum
cost has required specialist machinery and skilled staff, hence the prevalence of service bureaus and outsourcers. There
has in the past been some reluctance to invest in capture technology, particularly where manual keying costs have been
reduced by low offshore labor rates and cheaper communications, enabling a combination of onshore scanning, with
offshore remote keying into corporate legacy systems.
More reliable and more capable scanners, more automated capture processes, and in particular, the availability of a multi-
function scanner/printer in almost every office has led over the last 5 to 6 years to a new model of distributed scanning,
local to the office staff processing the documents. In some scan-to-archive applications, particularly in professional
services or healthcare, a scanner-per-desk policy can be viable.
In this report, we look at the issues and potential benefits of these different approaches, and consider the potential Return
on Investment (ROI) across the more popular application areas. We measure the adoption levels of different approaches
to scanning and capture, as well as the levels of success in automated indexing and metadata capture.

Key Findings
I Centralized in-house scanning and mailroom scanning are set for a considerable growth in take up compared to

outsourced scanning and capture.
I Distributed scanning on MFPs is set for some growth compared to desktop scanning.
I Also set for a considerable increase is automated recognition via OCR, ICR, etc and automated classification.
I Despite the long term preferred strategies, sales next year of dedicated scanning hardware is set to drop, with
MFPs just holding their own. Capture software and modules are the only areas of spend set to rise.
I Knowledge management in the form of improved searchability of business documents is the highest driver for
scanning, closely followed by compliance and business process improvement.
I 46% of users report ROIs within 12 months, with two-thirds seeing returns within 18 months. These are consistent
across many types of content and process, with invoices, contracts and application forms being the most popular.
I Legal admissibility of scanned documents is still seen as an issue in over a quarter of businesses.
I 30% of the sample use outsourced services, citing “No staff management overheads” as the main benefit, along
with cost per scan.
I Integrating the scanned files back into the internal system is a bigger outsourcing issue than security breaches
or lost documents. Quality of indexing is an issue for 30%.
I 48% of respondents have a centralized, in-house scanning service, citing better indexing and closer integration
with the process as the main benefits.
I Meeting demands for fast turnaround is given as the biggest issue with central scanning operations, followed by
logistics and space problems.
I 78% of those surveyed have some form of distributed scanning via MFPs, desk top scanners or branch-office
scanners. Ownership of the process by the line of business owners is given as the main advantage, as well as
improved utilization of MFPs.
I The biggest drawback of distributed scanning is training staff to index properly and maintaining quality of
indexing over time.
I Whilst 32% of organizations report that the consumption of paper and/or number of photocopies is still
increasing, this is equally balanced by those who feel it is decreasing.
I 25% of scanned documents are photocopied prior to scanning. Only 31% of scanned documents are
destroyed after scanning, with a further 32% being archived off-site.
I Only 38% of paper-originated records are scanned and archived electronically.
I 51% of scanned documents are 100% “born digital”, i.e., come direct from a printer.
I 37% of organizations are scanning over half of their incoming documents. 12% scan more than 80%.
I As regards accurate recognition and capture, on average 6.5% of scanned documents are rejected at QA
or require intervention.

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Strategies, Business Drivers and ROI
Strategies

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Based on the broad definition of distributed scanning to include MFPs, desk-top scanners, branch office scanning and
field scanning, 72% of the survey sample make some use of it, compared to 48% who have some form of centralized

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scanning operation, and 30% who use outsourced services.
Figure 1: Do you use outsourced, centralized and/or distributed scanning (N=746 non-trade, non-bureau, multi-choice)

0% 10% 20% 30% 40% 50% 60% 70% 80%

Outsource

Centralized

Distributed

The wide use of distributed scanning indicated here does not necessarily imply the presence of an underlying platform
linking multiple scanners of different types into a common capture infrastructure. In many organizations, there is
considerable ad-hoc use of desk-top scanners and MFPs, but no underlying strategy for a unifying approach.

Figure 2: How would you characterize your scanning strategy? (N=790, all >10 emps)

Centralized scanning facility

Outsource scanning provider

Oﬀshore scanning provider

Distributed workplace scanning — dedicated
mid-volume scanners
Distributed/ad hoc workplace scanning —
mul -func on devices (MFPs)
Distributed/ad hoc workplace scanning —
desktop scanners

Branch-oﬃce scanning with desktops/MFPs

Central scanning of all incoming mail

Do less Con nue as now Do more

We can see from Figure 2 that although there is still some net increase in utilization of MFPs, centralized scanning is set
for a considerable increase in popularity. Outsourcing is likely to hold its own, with some decrease in offshore scanning.
Mailroom scanning of all incoming mail is also a popular strategy.
We then set out to explore data capture strategies, over and above the initial scanning.

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Figure 3: How would you characterize your capture/data-entry/indexing strategy? (N=790)

0% 25% 50% 75% 100%

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Centralized resource

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Outsource service provider (BPO) onshore

Offshore service provider

Distributed to point of use/line of business

Automated - recogni on (OCR, ICR, IDR, etc)

Automated - auto-clasifica on

Do less Con nue as now Do more

Again we see a greater net increase in centralized capture compared to distributed entry at the point-of-use or within the
line of business, but the biggest area of focus is in automated recognition and auto-classification. This supports the
strategy of centralizing the process, and investing in more capable scanners and recognition tools in order to minimize
the human input required.
We identified that the decision maker for scanning and capture strategy in 29% of organizations is the head of IT, with
line-of-business managers leading the decision-making process in 17% and head of Records/Document Management in
16%.

Business Drivers
Figure 4: What are the strongest drivers for scanning and capture in your organization? Max. THREE.

0% 10% 20% 30% 40% 50% 60% 70%

Improve findability of business
documents (knowledge management)

Improve process throughput (produc vity)

Records security and accessibility
(compliance)

Improve speed of access (customer service)

Reduce physical storage space (office costs)

Reduce usage of paper and copying
(environmental)
Improve resilience to incidents (business
con nuity)
More op ons for re-loca on, outsource,
etc. (organiza onal flexibility)

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The drive to automate the classification process is reflected in overall priorities, where improved findability of business
documents is the strongest driver, albeit matched closely by improved productivity and compliance.
The fact that cost-saving benefits are not the strongest drivers comes in spite of the fact that scanning and capture
shows a very strong return on investment, as we will see in the next section. It is this combination of improved knowledge

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access and reduced costs that makes such a compelling case for scanning and capture investments. Yet despite this,
justifying the ROI is still the second biggest impediment to adoption after the inevitable resistance to change.

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Figure 5: What would you say are the biggest barriers to greater strategic adoption of scanning and capture in your
organization? Max. THREE.

0% 10% 20% 30% 40% 50% 60%

Resistance to change
Jus fying the investment -
demonstra ng ROI
S ll thought of as scan-to-archive not
scan-to-process
Logis cs issues of where and who will
capture documents
Percep ons about legal admissibility of
electronic images

Investment costs of scanners and so ware

Exis ng solu ons are "good enough"
Lack of trust in the reliability of automated
decision-making
Diﬃculty of training users across
departments and branches
Concerns about image quality or data
inaccuracies

Percep ons about acceptability for audit

Two other issues are worthy of note here. Firstly, as scanning and capture has been around for a long time, many
managers still consider it to be a scan-to-archive application, rather than opening up to the possibilities of scan-to-
process. Secondly, despite the efforts of the standards community to establish the legal admissibility of scanned
documents, there are many who still have concerns. Interestingly, reliance on electronic documents for audit does not
seem to be an issue.

Many organizations are making a strategic choice to extend their centralized scanning facilities, with increased use of
automated recognition and classification. Improving knowledge search and findability is a key business driver, alongside
cost-saving and compliance.

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Return on Investment (ROI)
As discussed earlier, capture is an enabling process. It provides an input for workflow processing of forms, invoices,
customer correspondence, etc. It also allows paper records to be stored in electronic format, reducing storage space,
and significantly improving multi-user access for reference, research and legal discovery. As regards the more specific

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financial payback, an encouraging 46% of users are reporting ROI within 12 months, with two-thirds seeing returns within
18 months. Whether viewed as an infrastructure enabler or against specific business processes, these are impressive

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returns.
Figure 6: What payback period would you say you have achieved, or are on track to achieve, from your scanning and
capture investments — ie, how long until the savings made covered the costs? (N=680, all, >10 emps)

0% 5% 10% 15% 20% 25% 30%

6 months or less

9 months

12 months

18 months

2 years

3 years

More than 3 years

We also looked to see which processes were the most popular, and which showed the best returns.
Figure 7: Capture projects undertaken.

0% 10% 20% 30% 40% 50% 60% 70% 80%

Legal and contract
Correspondence and mail
Invoices
Applica on forms
Compliance/consent forms
HR forms and resumes
Purchase/Sales Orders
Expense reports
Checks/Cheques
Remi ances
Claims
Order forms
Account opening forms
Surveys and quality data
Tax forms/returns
Delivery notes
Medical forms and records
Ci zen registers/census

Legal documents and contracts, correspondence, invoices, and application forms are the most likely to be scanned, with
60% or more of the respondents scanning these. The prominence of legal documents and contracts probably reflects the
requirement for manual signatures on otherwise electronically exchanged documents, an issue we return to later.
Taking account of the fact that some processes are more popular than others, we can also assess which processes are
the most successful in meeting their improvement objectives, both for cost savings and for other factors.

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Figure 8: How would you rate the success (ROI, service improvement, etc) of the following processes/document types?
(normalized against “we don’t do this”)
0% 20% 40% 60% 80% 100%

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Invoices
Legal and contract

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Applica on forms
Purchase/Sales Orders
Claims
Checks/Cheques
Account opening forms
Compliance/consent forms
Medical forms and records
Order forms
Remi ances
HR forms and resumes
Delivery notes
Correspondence and mail
Tax forms/returns
Surveys and quality data
Expense reports
Ci zen registers/census

Excellent Good Average Poor

We can see a good result here, with almost all processes or content types producing around 60% “Excellent” or “Good”
scores, invoice processing being narrowly ahead at 68% .

Most users report payback on their investments in scanning and capture within 12 to 18 months, with a surprisingly even
spread of success across many different process types.

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Outsourcing, Centralized and Distributed
Outsourcing
Many scanning bureaus have been kept busy over the years with back-file conversions of paper records for major

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corporate customers. As the communications technology has increased, and the management of service levels and

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quality has been refined, many bureaus have increased the level of their offering to include parts, or in some cases, all of
the business processes involved in an end-to-end application.
Figure 9: What are the biggest issues you have found in managing your outsourced service? Max THREE.
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

Integra on back into our electronic
archive

Physical transporta on of documents

Turnaround me lag

Quality of indexing due to lack of process
involvement

Monitoring quality and SLAs

Security risks or breaches

Lost or misfiled documents

Communica on with key process staff

Lack of flexibility on document types
and/or processes

Maintaining prices at original levels

Handling of peak traffic

As a reflection of the increasing requirement to have scanned records available in-house for things like knowledge
search and e-discovery, the difficulty of integrating databases shows up as the biggest issue, followed by the more
predictable ones such as logistics, and turnaround time. Quality of indexing is always a concern when using external
contractors, and this is raised by 30% of respondents. There seems to be little evidence of price escalation or poor
response to peak traffic.
Figure 10: What would you say are the biggest benefits from using an outsourced service? Max TWO.

0% 10% 20% 30% 40% 50% 60%

No staff management overheads

Cost per scan

Capacity management (peaks and
troughs)

Be er quality equipment

No paper storage/handling/disposal
issues

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The biggest driver for outsourcing is the reduction in management overhead, which is cited more frequently than pure cost-
per-scan. Capacity management is considered another big advantage, and as we saw in Figure 10, bureaus and
outsourcers are handling this well.

Centralized Operations

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Centralized scanning operations can range from a local print-room walk-up service to a major inbound mail scanning

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installation, tasked with turning round all incoming mail for a major office complex within 2 hours every morning –
turnaround time being the biggest issue for all our respondents. It is likely that the issues of storage space, logistics and
transportation reflect the pressures on office space, and the mismatch with normal office operations.
Figure 11: What are the biggest issues you have found in managing your in-house centralized service? Max THREE

0% 5% 10% 15% 20% 25% 30% 35%

Demands for faster turnaround mes

Storage space and logis cs requirements

Physical transporta on of documents
Quality of indexing due to lack of process
involvement

Cost of equipment

Handling of peak traffic

Overall cost of running centralized facility

Monitoring quality and SLAs

Lack of flexibility on document types/processes

Recrui ng and retaining staff

Equipment reliability and replacement cycles

Once again we see the concern for indexing quality from 25% of respondents, and also a concern about peak loading.
Interestingly, recruiting and retaining staff is not a high priority issue, despite this being cited as a strong driver for outsourcing.
Figure 12: What would you say are the biggest benefits from using your in-house centralized service? Max TWO.

0% 10% 20% 30% 40% 50% 60%

Be er process knowledge for entry
and indexing

More assured security

Closer integra on with the process

Faster turnaround mes

Greater flexibility of different
document types and processes

Cheaper overall than outsourcing

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Despite indexing quality being a concern, most respondents consider that an in-house facility is likely to produce better
quality of indexing than an outsourcer, and despite the benefits of modern communication, proximity to the process and
the ability to integrate with it is also considered a plus. Security breaches and lost documents was a mid-level concern
for those using outsources, but more assured security would seem to be a definite plus for in-house operations.

Distributed Scanning and Capture

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As mentioned earlier, we used the broadest definition of distributed scanning. The most obvious differentiation,
compared to centralized or outsourced scanning, is that potentially more expensive office staff and knowledge workers

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are expected to prepare documents for scanning, quality check the image, and index them into the database.
Figure 13: What are the biggest issues you have found in managing your distributed scanning services? Max THREE

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

Training staff to index properly

Persuading staff to index

Maintaining quality
Crea ng/managing interface to business
processes

Document prepara on
Dealing with bad documents and excep on

handling
Managing post-scan disposal/archive
mechanisms

Lost or mishandled documents

Equipment reliability and replacement cycles
Cost differen al of knowledge worker versus
back office staff

Cost of equipment compared to centralized

We can see from the responses that persuading and training staff to index properly and to a high quality are the biggest
issues, whereas the cost differential between knowledge workers and back-office staff is not considered to be a major
problem. Interfacing distributed scanners to business processes is a problem for 25% of respondents, and this is where
an underlying distributed scanning infrastructure can help considerably, especially for remote or branch offices.

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Figure 14: What would you say are the biggest benefits from using distributed scanning? Max TWO
0% 5% 10% 15% 20% 25% 30% 35% 40%

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Ownership by local process owners

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U lizes exis ng MFPs

Less transpor ng/mailing of paper

Faster turnaround, eg. from outlying offices

Easier to integrate with local process
applica ons
Be er local process knowledge for entry and
indexing

More cost effec ve for lower volumes

Less management and investment overhead

The biggest benefit of distributed capture is that it places the ownership of the input mechanism with those who own the

rest of the process – ie, those who will benefit most from accurate indexing, faster turnaround and simpler document
logistics. Increased utilization of existing MFPs provides an additional benefit, as these devices cost no more than copiers.
To further explore the issues between distributed and central scanning, we asked users their opinion on a number of
potential issues.
Figure 15: How do you feel about the following statements?
0% 25% 50% 75% 100%

Users feel that paper records are needed for
"legal reasons"
The scanning func on of our MFPs is under-
u lized
Office staff find scanners more in mida ng to
use than printers
Users are “too busy” to use desk scanners for
filing even if they have immediate access
Hands-off, one-touch, capture-to-process is an
achievable goal for us
Office staff are unlikely to maintain our quality
requirements
Office or process managers don’t like to be
reliant on centralized scanning
Automa c classifica on is more reliable than
manual
Office staff are too expensive to spend me on
scanning
Users dislike scanning on MFPs as they don’t
know where the images will end up
We prefer to buy our scanning solu ons on a
per-click basis

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree
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As well as confirmation of the legal admissibility issue, we see that there is a general feeling that more use could be
made of MFPs, and an agreement that office staff are more intimidated by scanners than they are by printers – although
this is not necessarily because they don’t know where on the network the scanned image will end up. Views on the
quality of indexing from office staff, and their willingness to do it, are evenly balanced, but as regards one-touch
scanning and automatic classification, there is a small net agreement that these are achievable. A final point is that users

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are not at all in favour of “click-payments” for scanning along the same lines as photocopying.

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The trade-offs between outsourced, centralized and distributed scanning are reduced staff overheads versus better
indexing quality and faster turnaround times. The closer staff are to the process, the better their understanding of the
indexing requirements, but with distributed capture, local office staff and knowledge workers need to be trained and
monitored to ensure consistent results.

Levels of Adoption and the Paper Trail
Scanner Technology
The majority of scanning operations are still single-sided monochrome, although improvements in thresholding have
improved results here considerably. However, it is interesting to note that our respondents reported that on average they
are scanning a third of their documents in greyscale, with a similar proportion being scanned double-sided (duplex).
Color scanning constitutes 18% of throughput.
Taking PDF and PDF-A output formats together, 56% of scanned documents have been switched from the traditional
TIFF format, with a 12% adoption of PDF-A, which is a more suitable archive format. Many scanners are now able to

directly output in PDF or PDF-A.
Greater built in processing capability also allows scanners to be used for mixed input of sizes, colours and formats,
rather than requiring batch separation as a pre-process, and separator sheets between page sets. We found that 48% of
installations run mixed-mode rather than batch.
Figure 16: What proportion of the documents that you scan would you say are:
(Average based on All, 80-95%, 50-75%, 25-50%, 5-20%, None)

0% 10% 20% 30% 40% 50%

Scanned in duplex (double-sided)

Scanned in grayscale (not black and white)

Scanned in color

Saved as PDF (not TIFF or JPEG)

Saved as PDF-A

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Recognition Technology
The combination of better scanners and improved recognition technology has produced a steady increase in automated
data capture from scanned images. Each application will dictate the type of recognition required, with bar codes being
the simplest and handwriting being the most difficult. Capture of selective fields from invoices and other transactional

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documents is generally augmented by a connection to the finance or ERP system to ratify possible order numbers or
part numbers, providing, in effect, a look-up dictionary. This requirement is a good example of the need to link the

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scanning and capture process to the subsequent business process, highlighting a potential drawback of outsourcing.

0% 5% 10% 15% 20% 25% 30%

Barcode captured

Full OCR’d

Selec ve ﬁelds OCR’d

Mark captured (OMR)

Handwri ng/ICR

Scanning and Capture Process
Document preparation and image quality checks are significant manual aspects of the scanning process, which
interrelate with the confidence level required to destroy documents after scanning - although Figure 16 indicates a
mismatch between those inspected and those destroyed.
0% 10% 20% 30% 40% 50% 60%

Visually inspected a er scanning
Destroyed a er scanning
Archived oﬀ-site a er scanning

Post-process intervention to correct for unrecognized data can be a significant contributor to overall costs, and reflects
scan quality, recognition capability, and of course, quality of the original. Figure 17 indicates that users are typically
achieving between 2 and 5% rejection rates, with a longer tail producing a document average of 6.5%.
Figure 19: In general, what proportion of your scanned documents are rejected at QA or require intervention?
(N=488, all >10 emps, excl. 25% who don’t QA)
% g
0% 10% 20% 30% 40%

0%
2%
% of documents

5%
7%
10%
12%
15%
20%
25% or greater

16

The picture for automatic classification is more varied, with a greater spread and a longer tail. The document average is
13.3%, but 65% of organizations achieve 10% or better intervention rates, which still represents a massive reduction in
overall time spent indexing.
Figure 20: If you use automatic classification for archive, what proportion of your documents requires intervention?

Industry
(N=209 all >10 emps, excl. 62% who don’t auto-classify)

Watch
0% 5% 10% 15% 20%

0%
2%
% of documents
5%
7%
10%
12%
15%
20%
25% or greater

Paper vs Electronic
The proportion of companies scanning inbound mail is increasing steadily, with 37% scanning over half of their inbound
documents. On average, 43% of scanned documents are passed to a business process rather than to archive. Since
38% of archived records are being stored electronically, the implication is that the majority of records are still saved as
paper.

Table 1: Inbound Documents Document Average Organizations >50% of docs

Scanning incoming documents 35% 37%

Passed to a business process rather than 43% 46%
direct to archive

Scanned and archived electronically rather 38% 43%
than filed as paper

Where paper records are scanned-to-archive, and particularly with outsourced back-file conversion, there is a tendency
to create an image-only repository which is separated from records that are originated electronically. Although this is the
case in 22% of organizations, there are strong plans to move to a single, homogenously searched system. There are also
indications that the number of organizations scanning documents into SharePoint will double from 15% to 30%.

Table 2: Image Archiving Yes Planning To No

Do you index and store scanned images and 63% 15% 22%
electronically generated files in the same system?

Do you index and store significant numbers of 15% 15% 70%
scanned images in SharePoint?

In addition to saving storage space, scanning can reduce the number of photocopies taken, but we also set out to
explore how many documents were passing through the paper medium as part of their lifecycle, and whether the overall
consumption of paper was increasing or decreasing.

17

Figure 21: Would you say that the consumption of paper and/or number of photocopies in your organisation is: (N=688)

Decreasing Increasing
rapidly, 5% rapidly, 7%

Industry
Decreasing Increasing

Watch
somewhat, somewhat,
27% 25%

Stable, 30%

Figure 21 shows a remarkably balanced view, which some might contest on the basis of raw paper consumed.

Table 3: Document Lifecycles Average

What proportion of the documents that you scan are photocopied before 25.1%
being sent for scanning?

What proportion of the documents that you scan would you say are 51.7%
100% “born digital

What proportion of the documents that you scan are “born digital” 50.9%
except for a signature

As we can see from Table 2, 25% of users tend not to trust the scanning operation, and so they photocopy documents
before letting them out of their hands. This is likely to be more prevalent with centralized and particularly outsourced
operations than with distributed.
Rather more intriguing is that taking the average of users’ estimates, 52% of scanned documents are 100% “born
digital”, ie, have come direct from a printer in another office or organization. Even more intriguing is that when we asked
what proportion of scanned documents users estimated were “100% digital except for a signature”, the average is 51%.
The use of digital signatures would help this situation considerably, and this will form the basis of a future AIIM report.

Around half of the documents that are scanned are 100% born digital, ie, they have come directly from a printer. On
balance, our respondents feel that the amount of paper consumed through printers and photocopiers is neither increasing
nor decreasing. Recognition technology is achieving a 90 to 95% success rate in most applications.

18

Levels of Spend
Despite the strategic intentions stated at the start of the report regarding an increase in centralized scanning, this is not
reflected in spend intentions for 2010, although high-volume scanners and MFPs show a smaller net decrease than mid-

Industry
and low-volume scanners. It is likely that this is due to an extension of the replacement cycle during current difficult
times. On the other hand, software licenses for capture show a significant net increase in spend, as do storage servers –

Watch
inevitably. As we have found with our other Industry Watch reports this year, spending on external consultancy and
outsourcing services is set to reduce further in 2010.
Figure 22: How will your spending on the following Capture components in the next 12 months compare with the last
12 months: (N=560, non-trade, non-consultants)

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Desk top or low volume scanners
Mid-volume scanners
High volume scanners
Mobile scanners
MFP/MFDs
Capture so ware or modules

Storage servers
Outsourcing - onshore
Outsourcing - oﬀshore
Consultancy services

Much less Less Same More Much more

Conclusion
The choice between outsourced, centralized, and distributed scanning is not only based on per-scan costs and staff
management overheads. With increasing take up of scan-to-process compared to scan-to-archive, proximity of the
capture process to the subsequent business process becomes more important, both as regards technical integration
with other applications and ownership by line-of-business staff. Quality of data capture is likely to improve the closer the
staff are to the process, although when taken into the general office or branch office, continuous training and persuasion
are needed to ensure that knowledge workers index accurately over time. On the other hand, concentrating the scanning
and capture process into a centralized facility allows for a larger investment in the latest scanner and capture technology,
improving the likely success rate of data recognition and automated classification. We have seen that this latter strategy
is increasing in popularity, particularly compared to outsourcing.
As with previous AIIM reports, utilization of scanning and capture across a range of business processes has produced
an investment payback of 18 months or less for 66% of users, with the additional benefit of improved findability of
documents for knowledge sharing and e-discovery.
Despite reducing the level of paper stored in records archives, half of the documents scanned are born-digital directly
from a printer, and 25% of scanned documents are photocopied before being sent off for scanning. There is evidence
that users are still wary of the legal admissibility of scanned documents, and that they find scanners more intimidating
than printers.

19

Appendix 1: Survey Demographics
Survey Background
The survey was taken by 882 individual members of the AIIM community between November 3rd and November 17th,

Industry
2009, using a Web-based tool. Invitations to take the survey were sent via email to a selection of the 65,000 AIIM

Watch
community members

Survey Demographics
Organizational Size
Survey respondents represented organizations of all sizes. Larger organizations over 5,000 employees represented 38%,
with mid-sized organizations of 500 to 5,000 employees at 44%. Small-to-mid sized - 10 to 500 employees - were 38%.
Organizations of less than 10 employees are excluded from all of the results.

More than
50,000
10,000 to 1-100
50,000

1,000 to 100-500
10,000

500-1,000

20

Industry Sector
There is a high participation (18%) from Finance, Banking and Insurance than is usual for the AIIM demographic,
indicating a higher usage of scanning and capture in this sector. Local and National Government made up 26%, and
Utilities Oil & Gas 8%. The remaining sectors are evenly split. To avoid bias, bureaus, consultants and suppliers of ERM

Industry
have been removed from some areas of the report.

Watch
Pharmaceu cal,
Retail, Transport, Outsourcer, 2% 2%
Media, Publishing,
Real Estate, 3% Web, 1%
Professional
Services and Finance, Banking,
Legal, 3%
Insurance, 18%
IT & High Tech–
Not ECM/BPM,
3%
Consultants, 3%
Charity, Not-for -
Proﬁt, 3%
Engineering &
Construc on, 4% Government &
Public Services -
Local, 18%

Healthcare, 5%
Manufacturing,
6%

Educa on, 6% Government &
Public Services -
IT & High Tech - Na onal, 7%
U li es,
ECM products or Telecoms, Oil &
services, 7% Gas, 8%

Geography
Two thirds of the participants were based in North America, with the remainder split between Europe and the rest-of-the-
world.

La n Other, 5%
America,
1%
Asia, 2%
Australasia,
3%
Mainland
Europe, 9%

UK &
Ireland,
13% US &
Canada,
65%

21

Appendix 2
Open-ended Comments

Industry
I Saves time for our staff. Workflow is much, much quicker. Good investment.

Watch
I We are working hard to get vendors to send digital and to keep things that are born digital in digital form.
I Our process is viewed as a great success, internally and externally.
I It has SO improved in recent times - the quality is amazing.
I It was a steep learning curve for us, yet a terrific outcome.
I The main barrier is not the technology but the training and change management of staff and organisational
processes.
I Increases the use of paper instead of decreasing it.
I Still not acceptable to fulfil legal requirements in healthcare.
I It can be tough persuading staff to do their own scanning.
I It is difficult to manage the overall quality and service level of outsourcing.
I This process has become a core business system and it is continuing to grow in all areas of our business.
I The move away from concurrent licensing towards a per-click or per named user is driving us to central scanning.
I Every corporation in the free world is pursuing “paperless” and “Green” initiatives. Scanning in my mind treats a

symptom
I We have a flexible approach to scanning making onsite scanners available, letting users decide to outsource or do it
themselves.
I Very useful for the organisation. Staff are happy with the streamlining of processes.
I We capture to archive at this time and will explore capture to process in the near future.
I Getting the strategy right (in line with legal requirements etc.) at the beginning is a must.
I Scanning has greatly improved workflow in all departments where it has been implemented.

22

UNDERWRITTEN IN PART BY

Industry
Watch
ABBYY enables individuals and organisations to better communicate and manage information through our
award-winning line of document recognition, data capture and linguistic software.
Our products include:
G ABBYY FineReader and Recognition Server lines of optical character recognition (OCR) applications,
G ABBYY FlexiCapture line of data capture solutions and a wide array of SDKs.
Paper-intensive organizations from all over the world use ABBYY software to automate time- and labour-
consuming tasks and to streamline business processes.
Today, ABBYY is an international company with over 880 employees in 7 offices worldwide. ABBYY products
are sold in more than 130 countries around the world through an extensive network of regional and
international partners. The overall number of users of ABBYY products, which range from end user applications
for PC and mobile devices to enterprise solutions and development tools, exceeds 30 million people according
to internal research.

More information about the company, products and how to contact us can be found under

www.ABBYY.com

23

EMC

Industry
EMC Corporation is the world’s leading developer and provider of information infrastructure

Watch
technology and solutions that enable organizations of all sizes to transform the way they compete
and create value from their information. Information about EMC’s products and services can be
found at www.EMC.com.

EMC Captiva
The EMCTM CaptivaTM intelligent capture solution provides a comprehensive set of products for
capturing information from paper, electronic files, and data sources. Captiva solutions support both
centralized and distributed capture, transform these documents into digital images and business
data, and deliver it to back-end repositories and business systems. By helping organizations
reduce or completely eliminate manual data entry, Captiva drives significant cost savings,
minimizes processing errors, improves data accuracy, and boosts productivity.
To learn more about EMC Captiva, please visit www.emc.com/captiva.

EMC Corporation, 176 South Street, Hopkinton MA 01748,
Phone: 800.222.3622 or 508.435.1000 Fax: 508.497.6904 Email:softwaresales@emc.com

www.emc.com

From energy-efficient scanning to productivity-enhancing workflow interfaces, Epson’s unique technology helps
businesses save time and money.

G Epson ReadyScan LED technology delivers instant scans with no warm-up time and low power consumption.
With a range encompassing fast, sheet-fed scanners with auto-duplexing, Epson document scanners offer
dependable solutions for high-volume archiving and document processing.

G Epson Event Manager, a unique workflow interface solution, boosts productivity by reducing the number of
steps needed to capture paper documents, automatically routing electronic files through their specific business
process.

The seamless integration of paper capture processes into document management systems is key to ensure an
increase in business productivity and a fast return on investment.

Whatever the document management system or IT environment, Epson business scanners offer easy integration.
And with an Ethernet interface on most models, sharing with multiple users is simple.

For more information, visit
www.epson.com

24

Industry
Watch
Visioneer provides a broad range of scanning solutions for the desktop, distributed and departmental document
imaging markets as well as the mobile and remote business scanning segments. Visioneer high-performance
business scanners and imaging software solutions offer users speed, image quality, advanced paper handling
and ease-of-use with exclusive Visioneer OneTouch® technology.
Visioneer solutions range in speed from 10 pages per minute (ppm) up to 120 images per minute (ipm) in duplex
mode and include a wide range of hardware from A3 production scanners to workgroup and desktop as well as
mobile and remote business scanning solutions. Our scanners are perfect for applications in healthcare, financial
services, retail, education, athletics, and civic organizations, among many others.
G Mobile consumer/business owners - For any scanners easily front ends accounting and patient record
business or mobile professional who accumulates crucial workflows and helps your organization with HIPAA
information in their travels. Business cards are scanned, compliance, better insurance claims and electronic
read and sync’d directly to Outlook, smart phone or other records management (ERM).
contact manager. Receipts are quickly and cleanly
G Check Scanning & Deposit - The added capability of
captured for your personal and corporate financial
optical scanning of checks expands the utility of scanners
records.
to yet another special purpose. Such application is not
G Medical departments/organization - Perfect for the targeted at the home user, but rather the SMB, retail and
doctor’s office or admissions desk where insurance cards local organizations & groups that typically receive checks
and co-pay checks are regularly captured. Visioneer as regular or occasional part of their normal operations.

Visioneer has a solution for everyone, from the home and small office user to corporate and department
workgroups, allowing them to be more creative, communicate more effectively, and increase productivity.
Our award-winning products have set the standard in quality and user friendliness.
www.visioneer.com and xeroxscanners.com

25

Industry
Watch
®

About AIIM
AIIM (www.aiim.org) is the community that provides education, research, and best practices to help
organizations find, control, and optimize their information. The AIIM community has grown to over 65,000
professionals from all industries and government, in over 150 unique countries, and within all levels of
management including senior executives, line-of-business, and IT.

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 enterprise content management (ECM) industry - including users, suppliers,
and the channel - acts as the industry's intermediary.

© 2009
AIIM AIIM Europe
1100 Wayne Avenue, Suite 1100 The It Centre, 8 Canalside
Silver Spring, MD 20910 Lowesmoor Wharf, Worcester Wr1 2RR
301.587.8202 +44 (0)1905 727600
www.aiim.org www.aiim.eu

26

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