Tag Archives: Marketers

6 Website Ways to Support Your Mail

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(Extract by Ethan Boldt, editor-in-chief, Inside Direct Mail)

Wow, times have changed. In the two-plus years in my job as editor of Inside Direct Mail, the multichannel universe has exploded.Few direct mail pieces and the companies behind them can afford to be without a comprehensive and coordinated multichannel marketing plan – and the Web site as a major part of it all.

“It is more important today than ever that direct mail campaigns be integrated with multichannel online campaigns.” “The goal of every marketer in our rapidly evolving direct marketing landscape must be to deliver speed and convenience to consumers by enabling them to engage and transact easily via the channel they are most comfortable with.”

For many, usually sooner than later, that inevitably involves their Web sites, perhaps moments after prospects get the mail pieces. Here’s how your Web site can best support your direct mail (and vice versa).

1. Be very consistent.

According to Bloom, direct mail works most effectively with Web sites when the offers, creatives and engagement processes are consistent across the multiple channels. In some ways, it’s remarkably simple: Consumers driven online by direct mail are most likely to convert on Web site offers when the look and feel of their Web site experiences are consistent with the look and feel of their direct mail experiences.

“The objective of a Web site must not be to compete with direct mail,” Bloom points out. “Rather, Web sites must enhance the consumer’s multichannel experience.” He mentions that while the golden ticket for each company always should be to increase the consumer’s total engagement across all marketing channels, it’s vital for companies to track the performance of each channel in contributing to that engagement. One easy way to track the impact of direct mail on Web site traffic is by including a specific source code or tracking number on the direct mail piece, which consumers must then type into the Web site to “unlock” valuable rewards.

But consistency must not be confused with replication. Bloom mentions that one of the worst things you will see is the marketer that takes the same content from a direct mail piece and basically slams it onto a Web site without modifying anything-content, text, even the layout itself.

2. Go beyond simply calling out the URL in the mail piece.

In addition to prominently calling out the URL multiple times in the direct mail piece, Bloom mentions that there are many effective strategies for promoting Web site traffic.

“Offering desirable Web site-only ‘rewards’ certainly captures everyone’s attention,” he says. Such rewards could be discounts, coupons or exclusive offers available only on the Internet. “What’s really happening here is that the companies are using their Web sites as a real draw to get consumers excited in coming to them and then reward them [for their visit],” he describes.

Also, Bloom suggests teasing consumers with informative excerpts from Web site pages to promote interest and incorporating universal Web site icons-like the pointing finger, hourglass or other recognizable “moticons”-into the direct mail creative to demonstrate that you are an Internet-friendly multichannel marketer.

3. Understand the growing and vital role of the Web site in direct mail.

“Not long ago, I would have said that a Web site supports direct mail,” says Gary Hennerberg, a copywriter and direct marketing consultant based in Colleyville, Texas. “Today, I think direct mail supports a Web site. I’m not sure you can ‘integrate’ direct mail and your Web site, (read comment below), but there certainly must be continuity and consistency of offers.”

Bloom agrees and states that Web sites at the very least should deliver an additional and convenient channel for consumers to engage with companies. “It was a common misconception in the early years of the Internet that the consumers who shopped and purchased via the Internet were a completely disparate group from the consumers who shopped and purchased via direct mail. That is certainly not the case anymore, and traditional direct mail buyers are clearly the very same consumers who are now also shopping online via Web sites,” he explains.

4. Approach your customers in a very coordinated fashion.

With so many tools at a marketer’s disposal, it’s easy to overdo it and be inconsistent with messaging as well as not maintain a good frequency of touches.

For Datran, Bloom has found good contact sequencing to be sending an e-mail one week short of an in-home date for the direct mail piece, and then following up that direct mail piece a week later with an e-mail. “What you want to avoid is a mail piece showing up in the consumer’s home with no regard to any of the other offers they are getting via other channels,” he reminds.

5. Instill their confidence with the Web site.

Many direct mail buyers still approach Web sites with caution, so you must reassure them immediately about the security [and credibility] of your Web site.

“One of the most critical aspects of any Web site are the corporate branding elements-logos, taglines, images, etc.-which convey to consumers a consistent and reputable experience that builds their confidence and assures them that by transacting online they will enjoy the same quality buying experience as they have always enjoyed via direct mail,” states Bloom, who says that other strategies to build consumer confidence online are to include logos reflecting transactional security, prime credit cards accepted, Good Housekeeping seals, industry awards, etc.

6. Optimize your Web site, and keep it evolving!

The general aim of the Web site is to keep customers actively involved with your company and expand their opportunities for engagement.

“The best ways to do that are by providing the latest information about your company and by delivering a logical, intuitive, relevant and rewarding experience,” says Bloom.

Hennerberg offers a cautionary note, however. “I think there should be a huge concern to anyone using direct mail who is pushing response to a Web site. When a consumer reads direct mail, and you point her to your Web site, she might research other offers for identical products using keywords and key phrases that organically bring up competitive offers. If the direct mail offer didn’t sell her on doing business with you, she might find a competitor online, who has optimized their Web site, and get a better deal than you were offering,” he warns. In other words, optimize your Web site to cut down on such a possibility.

Lastly, Bloom doesn’t want you to think of your Web site as a static tool in your marketing arsenal. “This is an ongoing, evolutionary vehicle. The beauty of it is that there are very short lead times to make improvements.”

The Road to One-to-One Marketing

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A close-up look at how a concierge service is successfully using one-to-one marketing, and what this approach involves.

Many are calling it the smartest new way to make any company more valuable to its customers — and more competitive. Can one-to-one marketing work for you? It has for Capitol Concierge.

Like every company builder who finds success, Mary Naylor has more than once been blessed. Some of her good fortune was standard issue: Her two investors turned out to be “phenomenal mentors.” And her hometown of Washington, D.C., turned out to be the perfect locale for her company, Capitol Concierge — which sets up concierges in office-building lobbies to provide personal and business services, from picking up dry cleaning to managing a catered lunch.

But the best blessing was one few founders would deem a blessing at all: the business Naylor stumbled onto turned out to be so demanding that survival depended not just on satisfying customer needs with alarming proficiency but on learning enough about customers one by one to anticipate their needs even before they knew they had them. For Naylor’s company, now at $5 million and expanding fast enough to make last year’s Inc. 500, great customer service was just the market’s cost of entry. What was required to stay alive — let alone grow — was one-to-one marketing.

Which would have been fine, probably, if Naylor had known what it was.

* * *

Today savvy marketers everywhere rue the runaway costs of acquiring new customers. The savviest, one of whom the 32-year-old Naylor has determinedly become, go further. They’ve responded to those costs and a host of other competitive pressures by focusing not on accumulating more customers but on getting more business from the customers they already have. They aim not to find customers for their products and services but to find products and services for their customers — the deceptively simple theme of the recent business best-seller The One to One Future: Building Relationships One Customer at a Time. (“You can reduce almost every principle in the book to that basic truth,” says coauthor Don Peppers, a former advertising executive.)

One-to-one marketing borrows from several popular marketing concepts: relationship marketing, database marketing, customer-satisfaction initiatives, and even airline frequent-flier programs. It champions the use of now-popular technology to identify, track, and interact with individual customers — noting “every transaction, every time they call to ask a question or make a complaint,” says Martha Rogers, Peppers’s coauthor and partner on the lecture circuit. (See “Ask the Marketing Doctors,” for the pair’s advice to the sales-lorn.) Dale Carnegie meets Bill Gates? Sort of. But it’s not as expensive or time-consuming as that sounds — not given how much more profitable it is to win repeat business than to chase new prospects. And if technology is the glue of one-to-one marketing, you still needn’t be a Net head or an ACT addict to get started. You just need a different point of view. Forget market share and economies of scale. Think customer share and economies of scope. Fortunately, the customer-share mentality comes easily to entrepreneurs. The corner grocer was the original one-to-one marketer.

Nowadays, Speedy Car Wash, in Panama City, Fla., inputs license-plate numbers to instantly identify customers by name and retrieve information about previous visits, such as whether they like the trunk vacuumed or the window seams washed — or whether they are due a discount on waxing. A Seattle country-music station sponsors not only a listeners’ club but also a toll-free line listeners can use to respond to individual ads. You may have heard of Peapod, the Chicago virtual grocery store that takes your order by PC and remembers your brand of peanut butter. In Burlington, Mass., Individual Inc. produces a customized business newsletter that’s downloaded to your fax or computer. And Oriental Trading Co., an Omaha direct marketer with millions of customers, responds individually to people who order Alleluia kites, Jesus Loves Me bracelets, and praying-hands stickers from its main catalog by sending them its Inspirations catalog.

Smart and economical tactics, all. In fact, Peppers and Rogers’s one-to-one tract might have been subtitled “How to Beat the Big Guys by Changing the Rules” — except that the big guys are doing this stuff, too. Federal Express’s intricate package-tracking system reveals worlds about its corporate clients. If you subscribe to Time, you may have noticed a recent offer from Godiva with your name on it — fill out a survey and receive a chocolate-dipped strawberry. And Levi’s custom fits blue jeans according to your measurements.

Read the full article here