Crumbs from the Scone
“[O]nce you’ve created a regular email-communications program, or developed your smart auto-responders, are you remembering to strategically use email to strengthen and encourage relationships with your list members in other channels?” Karen Talavera asks in a Pro article at MarketingProfs.
There’s a simple reason why it’s important to facilitate cross-channel interaction with your email subscribers, Talavera says: They are actively hopping, skipping and jumping from one channel to another!
“Conversations started in one channel don’t just stay there,” she notes. “Simply because a customer signed up for your email doesn’t mean that customer is not also following you on Twitter or Facebook and might want to communicate there, too.”
She suggests several ways to use email to build relationships online and offline. Here are two:
Make it fun to channel-hop with you. You’ve undoubtedly invited email subscribers to join you at social-media sites like Facebook, Twitter and LinkedIn. But have you given them a compelling reason to do so? “Contests and sweepstakes can work well in building social-media fan/follower bases rapidly,” Talavera suggests, “but don’t overlook couponing and the promise of exclusive treatment, content or access for your social-network community members only.”
Drive traffic to your brick-and-mortar locations with special sales and events. Try an email campaign that promotes an in-store-only offer—one that cannot be redeemed online. “Store openings, clearances, benefits, or community events are also great ways to draw your target market into your … place of business,” she notes.
“Your prospects and customers are more likely to learn and retain information when it’s presented in multiple modes, and your content will get more attention if you offer people multiple formats by which they can consume it,” Talavera concludes.
It’s time to open things up. These days, you’re most likely to make your messages memorable when you communicate with subscribers through a variety of channels.
Source: MarketingProfs.
Crumbs from the Scone
As your email-marketing program develops and expands—and your in-house technology struggles to keep up—you might decide to outsource tech tasks that no longer make for the best use of your team’s creative time or your budget.
According to Josh Gordon, writing at The Lunchpail, the single-minded efforts of an email service provider (ESP) can make it the perfect partner for an overloaded marketing team.
“Outside email marketing vendors have tremendous incentive to build, adapt, and refine their software solutions to meet the ever-changing demands of the consumer,” he reports. “It is not simply a ‘need-to’ for vendors, it is crucial to their growth and survival in an increasingly competitive space.”
Here are some reasons why hiring an ESP might be a good move:
It can help you consolidate your efforts. “The key is finding the right vendor that facilitates consolidation by centralizing all useful marketing data in the same software platform that delivers the emails,” notes Gordon.
It can offer cutting-edge technology managed by experts. Fact: The more complex or outmoded your in-house system becomes, the more likely it is to distract your team from the email-marketing task at hand. And that’s a time- and money-waster.
Outsourcing is likely cheaper than building and maintaining an in-house solution. Gordon explains why: “It’s not just [an] investment in the technology infrastructure, it [also fulfills] the need to constantly upgrade combined with the very real need [to] lean on professional services for the latest and greatest in design and campaign execution.”
Outsourcing could boost output. Consider letting someone else worry about the tech side of your email-marketing efforts. In the process, you’ll free up your team to focus on what really matters: your messaging and your ongoing strategy.
Source: The Lunchpail.
Crumbs from the Scone
If you’re like most small businesses, you don’t spend much time on internal seek-and-destroy missions that identify and kill unproductive elements. That, says Auren Hoffman at the Summation blog, is a mistake. “While it does not come [naturally] for a company (or any organization) to toss things out,” he writes, “every so often you need to look at everything and focus on getting rid of things that are no longer needed, important, or helping the company grow.”
Hoffman lists categories that deserve your critical attention, including these:
Products. For various reasons, you might cling to a product or project that drains resources without producing ROI. Hoffman’s advice: Kill it.
Features. “Your products may have features once thought to be important, but are no longer necessary or demanded by customers,” he says. “Slay them.”
People. Especially in a small company, each team member must remain in top form. With regular assessments, you can more easily identify bad hires or address dipping performance levels before they get out of hand. “Never settle for ‘average’ people,” argues Hoffman. “As Reed Hastings is famous for saying: adequate performance deserves a nice severance package.”
Investors. As your company grows, he contends, some of your early investors may no longer add value. “Buy these investors out—many of them will be happy to give up their stock for a decent return.”
“Being able to kill things early is essential to the long-term growth and success of any company,” notes Hoffman. “But recognizing that you should be searching for things to kill is the first step to building a better company.”
Source: Summation.
Crumbs from the Scone
At first look, the task of arranging a category of products for your customers to choose from may seem to be relatively simple, say the authors of a new research report. “However, in reality, this task is quite complex,” they note, “offering a virtually infinite number of assortment format choices.”
Case in point: Today’s online consumers are increasingly sophisticated—and demanding—regarding their search options at favorite sites. (Think of the array of cool category clicks at Amazon, Zappos, Netflix—the list goes on and on.)
So, what’s a product-category manager to do to keep up with savvy-consumer search demands? Focus on your “subcategory formats,” these researchers advise, and build in a surprise factor.
Example: In one restaurant-based experiment, these researchers showed sophisticated diners two menus. The “type-based” menu was organized by grouping the restaurant’s different kinds of foods together—sandwiches, soups, etc. The “theme-based” menu was more of a surprise: It grouped foods by nationality—Italian, Mexican, etc.
The result? The more sophisticated diners favored the unexpected theme-based menu, stating they expected it would give them a better understanding of the dishes being prepared.
The message for product managers? Surprising subcategory groupings of favorite products can pique the interest of your more savvy (read: bored) shoppers. “Unexpected subcategory formats can be used as a ‘newness cue’ … among higher prior-knowledge consumers who might otherwise be somewhat complacent in their processing,” the researchers state. “Happily, these consumers are more satisfied and expect to learn more” when presented with a surprise.
Stir things up. Consider fun new category groupings for familiar products. (Hertz lists cars in subcategories like “fun” or “green,” in addition to “sedan” or “truck,” these authors note.) A little surprise might recharge a sophisticated customer’s interest.
Source: How Assortment Formats Influence Consumer Learning and Satisfaction. Cait Poynor, Stacy Wood.
Crumbs from the Scone
Writing at the Retail Email blog, Chad White offers some interesting facts about the Baby-Boomer generation. First, by 2015, nearly half of the US population will be age 50 or older (AARP). Second, Boomers currently control over 80% of personal financial assets and account for more than 50% of the country’s discretionary spending power (ThirdAge).
According to White, marketers have failed to address a simple issue critical to continued patronage from this growing, affluent audience: readable font sizes. “[They] regularly use small text on their websites and in their emails and other marketing materials,” he says, “creating unnecessary legibility issues for some of their most valuable customers.”
With this in mind, he has created the acronym-friendly Boomer Legibility Initiative for a New Decade (BLIND). Its mission? To increase font size by one point in 2010, by another in 2015 and by one more in 2020.
“Increasing font sizes is also becoming vital as more email and websites are viewed on mobile devices, which often scale content down, making text even harder to read,” he notes at the initiative’s LinkedIn page, where he also recommends limiting the use of:
- Reverse type, with a lighter text on a darker background.
- Low-contrast pages, with little difference between colors used for text and background.
- Background images with a text overlay.
“Not considering the needs of Boomers when designing marketing materials means lost revenue for marketers and a poor user experience for many Boomers,” he concludes, “not to mention other visually challenged people like myself.”
They have to see you to believe you. Make sure the Boomers in your audience are capable of reading your messages. Otherwise, you won’t see much ROI from them.
Source: Retail Email blog.
Crumbs from the Scone
No matter how excellent your company’s product or service, and no matter how outstanding your customer service team, you will encounter disgruntled customers. It’s a fact of life. And, warns Michael F. Kelly at MarketingProfs, this disproportionately vocal group can do serious damage to your company’s reputation.
“If 20% of your market has a negative opinion of your brand and each person shares that negative opinion with five others, while the 80% with a positive opinion each tells only one other person,” he notes, “within a short time the market will be more negative than positive.”
It’s a scary proposition, and he offers this advice for dealing with the negative word of mouth:
Don’t shy away from criticism. Ask your customers for complete honesty and prepare yourself for tough answers. “Look at this as an opportunity to greatly increase the effectiveness of the entire organization,” advises Kelly. “Senior management must encourage the hunt for and elimination of things being done that make customers value the brand less.”
Identify a problem—as well as its emotional impact. “A statistic that merely says people wait 4.5 minutes on the phone for customer service is not sufficient to convey the customer’s experience,” he explains, “and it’s easily ignored. Instead, ask customers how they felt about the delay.”
Fix the problem, and clean up the mess. This isn’t always easy, and you can’t expect instant results. “People have memories,” he says. “A bad experience with your company or product, especially if it was associated with an unresolved emotional reaction, can be remembered and acted on for years after the problem is ostensibly resolved.”
Whatever you do, always begin the conversation with a genuine apology. “Without an apology,” says Kelly, “nothing else is heard.”
Source: MarketingProfs.
“[O]nce you’ve created a regular email-communications program, or developed your smart auto-responders, are you remembering to strategically use email to strengthen and encourage relationships with your list members in other channels?” Karen Talavera asks in a Pro article at MarketingProfs.
