Sergio Muratori Casali, Co-CEO of Doxee, recently gave an interview to BitMAT, outlining the strategic vision and distinctive elements driving the evolution of our company in the digital communication landscape.
Founded in 2001, Doxee has become a key player in the fields of Customer Communication Management (CCM) and Customer Experience Management (CEM), thanks to continuous investment in research and development and the decision to build a proprietary technology platform: the Doxee Platform®. Now in its third release, the platform has received important recognition from industry analysts and continues to be the cornerstone of the company’s value proposition.
During the interview, Sergio Muratori Casali outlined the four key pillars of Doxee’s strategy:
- Legacy system modernization: a cloud any-prem offering that enables centralized, secure, and compliant management of the entire corporate communication lifecycle.
- Phygital approach: a convergence between physical and digital, aimed at increasing end-user engagement through personalized and interactive formats such as Doxee Pvideo® and smart digital documents.
- Sustainability: thanks to RINA certification, the platform enables customers to measure and reduce CO₂ emissions linked to document processes, contributing concretely to ESG reporting.
- Accessibility: full compliance with Italian legislation on digital accessibility to ensure equal access to information, including document formats.
Special attention was given to the strategic acquisition of Infinica GmbH, which has strengthened Doxee’s presence in the German-speaking DACH markets and expanded the platform’s functionalities, enhancing technological synergy and the coverage of new use cases.
Finally, the interoperability of the Doxee Platform® with major CRMs – including Salesforce, SAP, and Microsoft Dynamics – represents an additional competitive advantage, facilitating the onboarding of new projects and supporting the company’s international growth.
For more details, read the full interview on BitMAT.
