Fulfillment : Continuous Improvement

Quick Fixes Versus Overhauls
Depending on the inefficiencies and opportunities identified by the audit, as well as the resources marketers can devote to improvement, a few considerations exist for addressing program weaknesses.

First, quick fixes (such as adopting a new printing method or negotiating a lower parcel rate) are easier to implement and tend not to greatly affect overall program operations.

Often, says Lowndes, marketers will spread the transformation of single pieces over a couple months to avoid destroying all inventory and starting over from scratch. But analysis on each new piece that's added to the program is needed to safeguard against performance lapses as the gradual rollover takes effect.

When it comes to fine-tuning an entire communication cycle, the conversion process is more complicated. If a marketer is restructuring resources or changing print vendors or freight carriers, those are longer-term fixes that require more detailed planning to ensure risk elements are minimized. "Especially," Moroz explains, "from a systems point, when you're parallel-pathing to ensure that once a transition is complete, it's seamless to the end customer."

Lowndes advises marketers not to jump into large overhauls without performing some due diligence. "I like to do some degree of prototyping and, ideally, some focus groups with existing and potential customers to get outside feedback." Marketers should consider building into their improvement processes the ability to test different market approaches, because "a process like this should incorporate some learning, such as with granular messaging or offers," he says.

And in many cases, Lowndes adds, there might be more than one company involved in running the fulfillment program, which requires extra coordination to ensure all parties have the necessary data and program rules to achieve the stated objectives.

For this reason and others, it's always a good idea to conduct a postmortem on the transition process with your vendor to see what worked well and what didn't, producing insights the parties can apply to the next program alteration, says Megan Nelson, Archway Marketing Services' director of marketing.

"Speed of implementation is always related to risk/reward: How much efficiency, whether it's cost savings or improved response rates, is predicted? And what's the confidence in getting it, and what's the risk?" asks Moroz. "Weighing those two elements prioritizes what you tackle first."

How Often to Audit
Both Lowndes and Moroz agree that fulfillment programs must be audited on a continual basis.

"You should always be gathering information on your program and be looking for ways to optimize what you're doing, either from a cost-savings standpoint or a lead-conversion standpoint," says Lowndes. And an audit can be used to test the performance potential of a new piece before it's put into place in the program, he notes.