Strategies and Solutions for Profitable Direct Marketing
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4 Tips to Optimize E-mail Clickthrough Rates
February 18, 2009 From Tipline
E-mail clickthroughs can be like hubs on bicycle wheels. A lot is going on around them and needs to connect through them in order to deliver its rider to a destination. So direct marketers believe optimizing e-mail clickthrough rates will help them reach their goals of higher sales.
February 18, 2009 From Tipline
E-mail clickthroughs can be like hubs on bicycle wheels. A lot is going on around them and needs to connect through them in order to deliver its rider to a destination. So direct marketers believe optimizing e-mail clickthrough rates will help them reach their goals of higher sales.
Live From DMA 07: Five Things It’s Not Too Late to Do This Holiday Season
October 2007 From Tipline
You’ve been planning your holiday season strategy since last spring, but it’s not too late to introduce a few ideas to help you get the most from the so-called fifth quarter. Here are five last-minute initiatives you can implement in time to move the holiday sales needle. Use new mover data to acquire new customers. More than 3 million U.S. consumers will relocate between now and Christmas—about 400,000 a week. A recent Epsilon/GfK Group survey finds new movers spend an average of $7,300 on move-related goods and services, including home electronics, appliances, housewares and furnishings. Survey respondents said existing customer relationships exerted little,
October 2007 From Tipline
You’ve been planning your holiday season strategy since last spring, but it’s not too late to introduce a few ideas to help you get the most from the so-called fifth quarter. Here are five last-minute initiatives you can implement in time to move the holiday sales needle. Use new mover data to acquire new customers. More than 3 million U.S. consumers will relocate between now and Christmas—about 400,000 a week. A recent Epsilon/GfK Group survey finds new movers spend an average of $7,300 on move-related goods and services, including home electronics, appliances, housewares and furnishings. Survey respondents said existing customer relationships exerted little,
TM0907_Cover/chart
September 2007 From Target Marketing
The full list of 2007’s Top 50 Mailers (excludes catalogers) Company Sales/Revenue Industry List Manager(s) (in millions) Citigroup $146,558 Financial Does not rent Bank of America $117,017 Financial Does not rent JP Morgan Chase $99,845 Financial Does not rent 4 Sprint/Nextel $41,028 Telecommunications Does not rent American Express $27,136 Financial/Media Millard Group Washington Mutual $26,454 Financial Does not rent Capital One $15,191 Financial Does not rent Time Inc. $5,846 Media Millard Group/ Belardi-Ostroy Inc. 4 Pitney Bowes Co. $5,730 Business Services MeritDirect Salvation Army $5,300 Nonprofit Does not rent 4 Discover Card Services Inc. $5,000 Financial Does not rent Hearst Magazines $4,550 Media Direct Media International American Red Cross $3,919 Nonprofit The Carol Enters List Co./ American List Counsel The New York Times Company $3,289.9 Media American List Counsel BMG/Columbia House $2,400 Media Specialists Marketing Services/American List Counsel Reader’s Digest Association $2,386.2* Media American List Counsel/ The Catamount Group 4 Scholastic Inc. $2,283.8 Media Specialists Marketing Services/ Millard Group/List Services Corp. Dow Jones & Company $1,783.9 Media American List Counsel Meredith Corp. $1,600 Media American List Counsel/ Millard Group Company Sales/Revenue Industry List Manager(s) (in millions) Memorial Sloan-Kettering Cancer Society $1,623 Nonprofit Direct Media International Conde Nast Publications $1,400 Media Millard
September 2007 From Target Marketing
The full list of 2007’s Top 50 Mailers (excludes catalogers) Company Sales/Revenue Industry List Manager(s) (in millions) Citigroup $146,558 Financial Does not rent Bank of America $117,017 Financial Does not rent JP Morgan Chase $99,845 Financial Does not rent 4 Sprint/Nextel $41,028 Telecommunications Does not rent American Express $27,136 Financial/Media Millard Group Washington Mutual $26,454 Financial Does not rent Capital One $15,191 Financial Does not rent Time Inc. $5,846 Media Millard Group/ Belardi-Ostroy Inc. 4 Pitney Bowes Co. $5,730 Business Services MeritDirect Salvation Army $5,300 Nonprofit Does not rent 4 Discover Card Services Inc. $5,000 Financial Does not rent Hearst Magazines $4,550 Media Direct Media International American Red Cross $3,919 Nonprofit The Carol Enters List Co./ American List Counsel The New York Times Company $3,289.9 Media American List Counsel BMG/Columbia House $2,400 Media Specialists Marketing Services/American List Counsel Reader’s Digest Association $2,386.2* Media American List Counsel/ The Catamount Group 4 Scholastic Inc. $2,283.8 Media Specialists Marketing Services/ Millard Group/List Services Corp. Dow Jones & Company $1,783.9 Media American List Counsel Meredith Corp. $1,600 Media American List Counsel/ Millard Group Company Sales/Revenue Industry List Manager(s) (in millions) Memorial Sloan-Kettering Cancer Society $1,623 Nonprofit Direct Media International Conde Nast Publications $1,400 Media Millard
Letters to the Editor
January 2007 From Target Marketing
The Tug of War Persists At the outset let me state that Brian Carroll’s article, “What’s a Lead?” (November 2006) is one of the best [pieces of] writing I have read in recent time. I head the marketing [department] for a $200 million company and am directly responsible for marketing for the Americas revenues. The Americas geography of my company contributes over $100 million in revenues to the corporation, and my team supports the sales efforts in lead generation and branding. I could not agree more with your points on the tug of war [between sales and marketing] and was able to relate to every point/step mentioned
January 2007 From Target Marketing
The Tug of War Persists At the outset let me state that Brian Carroll’s article, “What’s a Lead?” (November 2006) is one of the best [pieces of] writing I have read in recent time. I head the marketing [department] for a $200 million company and am directly responsible for marketing for the Americas revenues. The Americas geography of my company contributes over $100 million in revenues to the corporation, and my team supports the sales efforts in lead generation and branding. I could not agree more with your points on the tug of war [between sales and marketing] and was able to relate to every point/step mentioned
Strong Delivery
November 2005 From Target Marketing
By Irene Cherkassky This past September, New York City-based e-mail service provider Bigfoot Interactive—recently acquired by Epsilon, and now renamed Epsilon Interactive—released its latest e-mail Q2 2005 benchmark results announcing the overall success of e-mail marketing initiatives across all leading vertical and performance metrics. Strategic e-mail initiatives are experiencing continued growth and high performance—this includes contextually relevant, persona-based marketing messaging as well as service, lifecycle and integrated, automated e-mail messaging. Deliverability across all industries tracked remained extremely strong as well, at 94.4 percent, with retail promotional messaging performing at a 95.5 percent success rate and media editorial messaging hitting the 98 percentile.
November 2005 From Target Marketing
By Irene Cherkassky This past September, New York City-based e-mail service provider Bigfoot Interactive—recently acquired by Epsilon, and now renamed Epsilon Interactive—released its latest e-mail Q2 2005 benchmark results announcing the overall success of e-mail marketing initiatives across all leading vertical and performance metrics. Strategic e-mail initiatives are experiencing continued growth and high performance—this includes contextually relevant, persona-based marketing messaging as well as service, lifecycle and integrated, automated e-mail messaging. Deliverability across all industries tracked remained extremely strong as well, at 94.4 percent, with retail promotional messaging performing at a 95.5 percent success rate and media editorial messaging hitting the 98 percentile.
Well-equipped E-mail
January 2004 From Target Marketing
Good design gives your message a fighting chance. If it feels as if e-mail marketing has become a battlefield, perhaps that’s because it has. Your messages must duck blacklists while staying in the good graces of whitelists. They must shimmy through spam filters, and then hope—even with opt-in e-mail—that when they finally arrive where you’ve sent them, recipients are still at the addresses. Given all that your e-mail messages must go through to reach their intended targets, it would be kind of sad if you hadn’t equipped them to present your offer in the most effective way possible. Introductions Once your message
January 2004 From Target Marketing
Good design gives your message a fighting chance. If it feels as if e-mail marketing has become a battlefield, perhaps that’s because it has. Your messages must duck blacklists while staying in the good graces of whitelists. They must shimmy through spam filters, and then hope—even with opt-in e-mail—that when they finally arrive where you’ve sent them, recipients are still at the addresses. Given all that your e-mail messages must go through to reach their intended targets, it would be kind of sad if you hadn’t equipped them to present your offer in the most effective way possible. Introductions Once your message
Count Down From Three
November 2003 From Target Marketing
Three … two … one. That's how long your e-mail message has to make an impression with a typical e-mail user. Call it the three-second rule. "It is critical to get your message across in the subject line and the part that pops in the preview window," says Michael Della Penna, chief marketing officer of e-mail marketing service provider Bigfoot Interactive. "Focus your attention on great copy." Remember: Jaw-dropping design will be for naught if you don't hook recipients with a few great words first. —Brian Howard
November 2003 From Target Marketing
Three … two … one. That's how long your e-mail message has to make an impression with a typical e-mail user. Call it the three-second rule. "It is critical to get your message across in the subject line and the part that pops in the preview window," says Michael Della Penna, chief marketing officer of e-mail marketing service provider Bigfoot Interactive. "Focus your attention on great copy." Remember: Jaw-dropping design will be for naught if you don't hook recipients with a few great words first. —Brian Howard
Do's & Don'ts in the Privacy Era
November 2003 From Target Marketing
By Donna Loyle The rise of targeted marketing principles and the implementation of efficient data-collection and -sharing practices has been one of the driving forces of the American economy for the last several decades. Of that, no one is in dispute—not even government officials. But the migration from mass marketing to direct marketing also has a down side. Some consumers, tired of having targeted offers thrust at them from all angles, are experiencing marketing fatigue. And they're starting to say: "Enough already!" Add to the mix the alarming rise in identity theft, computer-clogging spam and telemarketing, and you
November 2003 From Target Marketing
By Donna Loyle The rise of targeted marketing principles and the implementation of efficient data-collection and -sharing practices has been one of the driving forces of the American economy for the last several decades. Of that, no one is in dispute—not even government officials. But the migration from mass marketing to direct marketing also has a down side. Some consumers, tired of having targeted offers thrust at them from all angles, are experiencing marketing fatigue. And they're starting to say: "Enough already!" Add to the mix the alarming rise in identity theft, computer-clogging spam and telemarketing, and you
It's Time to Track Your E-mail Campaign Results
January 2003 From Target Marketing
By Regina Brady At the end of 2001 my crystal ball told me the economy would start to pick up during the first half of 2002, and that by the end of the year, marketers would enjoy resurgence in business. These days, I use that crystal ball as a paperweight. Now it's another new year. Times are tough. You've had to figure out how to do more with fewer resources. It's a challenge, but with creativity and focus you can find some bright lights on the current, murky landscape. Many marketers have spent the last couple of years building better Web sites with
January 2003 From Target Marketing
By Regina Brady At the end of 2001 my crystal ball told me the economy would start to pick up during the first half of 2002, and that by the end of the year, marketers would enjoy resurgence in business. These days, I use that crystal ball as a paperweight. Now it's another new year. Times are tough. You've had to figure out how to do more with fewer resources. It's a challenge, but with creativity and focus you can find some bright lights on the current, murky landscape. Many marketers have spent the last couple of years building better Web sites with
The E-mail Publishing Paradigm (486 words)
August 2002 From Target Marketing
By Al Diguido Answers that can help get the creative wheels rolling The impact of the Internet on the publishing industry as a content delivery and distribution channel is unquestioned. At first many editors believed content could be transferred directly from print to the Web with little editing. It was the sophisticates in the group who realized the medium required a new set of publishing rules. In those halcyon days, page views were king. Publishers generated their Internet revenues by charging advertisers high CPMs to reach their audiences. Publishers reaped tremendous benefits by providing readers with many
August 2002 From Target Marketing
By Al Diguido Answers that can help get the creative wheels rolling The impact of the Internet on the publishing industry as a content delivery and distribution channel is unquestioned. At first many editors believed content could be transferred directly from print to the Web with little editing. It was the sophisticates in the group who realized the medium required a new set of publishing rules. In those halcyon days, page views were king. Publishers generated their Internet revenues by charging advertisers high CPMs to reach their audiences. Publishers reaped tremendous benefits by providing readers with many
