By Pat Friesen What's the difference between direct response copy and creative for front-end prospects vs. back-end customers? In a nut shell, it's the credibility you have with your audience—or how you establish it and then use it to your advantage. Your customer knows your company and hopefully trusts it. He or she has a relationship with your company. You've already met or surpassed your customer's expectations. But a prospect is daring you to: "Show me." What does this mean as you're developing the creative strategies for your direct response advertising? To answer that question, start by defining your objective, including the audience(s) you
by Lois K. Geller I believe we reap what we sow. And lately, I've become even more aware of companies that, through their direct marketing programs, are contributing a portion of their profits to charity. Companies are getting involved and giving because it's a good thing … and it's good for business. The goal of contributing a portion of profits to charity is to deepen the trust and the relationship with customers, enhance the company's corporate image and drive sales … while providing benefits for a worthwhile cause. A while back, I came across a study by research firm Walker Information that
by Denny Hatch In the place without place, anarchy reigns once worked for a cherubic-faced, hard-drinking publisher named Franklin Watts. "Good morning, Frank," I would say each day. "How are you?" "Happy as a country without a history," he'd respond. How long has it been since the Internet was without a history and considered the new Garden of Eden—a paradise of investor and intellectual euphoria unmatched in the entire spectrum of human endeavor? Less than eight months. Remember the thinking of those heady times? • For investors, here were infinite horizons of obscene profits that turned traditional business models on their ear. "Those who
One reason a company may choose to market its product or service internationally is to increase sales, particularly if it is a mature company with little or no room for expansion or growth in its domestic market. Such was the case for U.S. credit-card marketer MBNA, who in 1993 entered the U.K. market after identifying a need it could satisfy. Global Equals Growth In the early 1990s, MBNA was a leader in an increasingly competitive U.S. credit card market. The credit culture in the United Kingdom, however, was complacent and underdeveloped. Four major banks—Barclay's, NatWest, Lloyds and Midland—provided the lion's share of U.K.