August 12, 2002
Strategy Direct+Interactive
By Geoff Linton
Download the pdf version
Welcome to second-generation e-mail
Geoff Linton
Vice-President, Inbox Marketer Inc.
519-824-6664 www.inboxmarketer.com
People spend more time in their
Inbox than on a Web browser,
but did you know that e-mail
messages outnumber phone calls
by 10 to 1? Or that there are 50 times
more e-mails sent than letters? E-mail is
now the world's largest direct
communications medium and has become
a powerful marketing tool.
The reasons reflect its three chief
advantages. Compared to other
communications tools: E-mail is faster (it's
hard to beat 48-hour turn-around times on
direct marketing campaigns); better
(targeted campaigns typically generate 50%
to 70% open rates and 10% to 25% clickthrough
rates), and, cheaper.
But don't let these natural advantages
mislead you. E-mail is easy, marketing
isn't. At Inbox Marketer, we call the
difference between blindly blasting
messages and deploying with purpose
strategic e-mail marketing.
In a January 2002 report on "Second
Generation E-mail," Forrester Research
cites the shift to using better targeting,
dynamic personalization and sequentially
testing e-mail offers and creative. Early
adopters include JC Crew, which now
generates more than 50% sales from online
sources using these techniques. Procter &
Gamble is another traditional marketer
that has adopted e-mail with a vengeance,
using it to effectively build relations with
many diverse market segments.
Unfortunately, P&G and a handful of
others are brilliant exceptions. Most
campaigns are still very much "firstgeneration"
e-mail, or broadcast messaging
to undifferentiated lists. Few marketers
write formal e-mail marketing plans with
specific goals, contact strategies,
benchmarks or annual forecasts. Even
fewer track by customer segments or have
conducted statistical database tests. The
hope is that this will change quickly now
that the industry— alarmed at collapsing
banner CTRs—increasingly insists on
performance.
E-mail marketing works best when
used with planning and precision, and the
ingredient that makes this possible is
database marketing. Strategic e-mail
marketing is the application of database
marketing principles to e-mail.
Databases feed information directly
into e-mail deployment systems, and email
automatically populates and updates
the database as the responses roll in.
Patterns can then be analysed to generate
more targeted marketing and sales
programs, resulting in increases in
marketing ROI. The combination creates
a closed loop perfectly suited to knowing
and serving customers throughout their
lifecycle.
In fact, second-generation e-mail
marketing can:
- Identify what your best customers
have in common
- Target programs to prospects that
share those characteristics
- Identify which market segments
have the greatest long-term value
- Highlight buying "triggers"
- Calculate the average lifetime value
of customers
- Reward most frequent customers
- Retain key segments
Strategic e-mail marketers look for
opportunities to modify customer
behaviour and increase lifetime value.
They do this in three phases that form the
cycle of gaining customer commitment.
The process involves first identifying a
likely prospect, gradually persuading that
prospect of the need for your product, and
then converting them to a repeat customer
willing to refer you to other prospects of
like mind. Although the cycle is
continuous and concurrent, each phase
demands a different set of activities, and
different types of e-mail communications.
In this way, by selectively and
strategically harnessing the world's largest
communications medium, marketers can
attain the promising results of the secondgeneration
e-mail phenomenon.
You may be a "first-generation" e-mail
marketer if...
- "Measurement" is your inseam
DoubleClick surveys indicate that 76% of
e-mail marketers don't even measure their
campaigns. The reasons are that e-mail is
such an inexpensive and responsive
medium it's tempting to just "e-mail the
whole housefile." Think of the potential
damage of bombarding and desensitizing
your best customers versus adopting a
cautious strategy of selective messaging.
Also, longitudinal tracking studies show
that open rates and CTRs decline rapidly
with over-mailing.
- QA stands for "quite aimless"
Have you ever received e-mail with
hundreds of names in the "To:" header?
This was a marketer having a very
embarrassing moment, and committing
the two unpardonable sins of e-mail
marketing. First, he inadvertently
displayed the entire housefile to anyone
who bothered to open the message (what's
the chance of that falling into competitive
hands?). Worse, he compromised your
privacy.
What is your Quality Assurance
process? Before deploying, test all
messages across multiple browsers and
systems configurations. Inbox Marketer
recently tested an event invitation for a
name-brand liquor client and discovered
that the cool-looking black background
actually reversed with Web-based e-mail
clients such as Hotmail. Parts of the
message were unreadable. The company
had never noticed.
- "Test" means losing some blood
Perhaps e-mail's biggest advantage is that
there can be lots of dress rehearsals. You
can try any number of combinations of
target, offer and creative before settling on
the most effective formula. Test different
subject lines and copy using direct
marketing principles. Subject line testing
alone can improve open rates by as much
as 50%.
In one case, we generated a 26%
improvement in bottom-line conversions
by putting greater urgency in the wording.
In another, by testing offer placement we
improved CTR by 500%.
- Segmentation is strictly for worms
Would you cut down a tree with a scalpel?
As the ultimate one-to-one medium, email's
inherent advantage is wasted if not
used with precision. That means doing
everything you can to segment your
audience into identifiable groups so as to
personalize messages.
One client, a large U.S. software
maker, used historical customer data to
forecast a cross-sell campaign at highly
inflated conversion rates. The problem
was, the new campaign targeted a segment
that industry benchmarking suggested
would convert at lower rates. Sure enough,
a little testing showed that increased price
competition among this segment yielded
only a 0.5% conversion versus the
forecasted 5%.