How Schweppes Used Satellite Broadcasting to Harmonize Its International Marketing
Direct satellite telecasting across European national boundaries began in 1982. This development has had little impact so far, however manufacturers hope new vistas in marketing and advertising may be created. Cadbury Schweppes is one of the first companies to try satellite advertising. It hopes to integrate the fragmented marketing efforts of the 54 countries in which its product is distributed. Problems the firm encountered were: 1. Schweppes has never insisted on uniform packaging, label designs, or advertising. 2. Implementing the campaign was a challenge. 3. Schweppes Tonic Water is used differently in different countries. The company had to persuade its distributors to use the campaign to develop commitment to the program. Results of the campaign have been mixed.
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Anonymous
Full text: [International Management] Mar 1983
How to Avoid Pitfalls in Fund Raising Direct (Mail) Response
The cost of direct mail makes it attractive to fund raisers. However, fund raisers need to be sure of their objective first, in order to determine if direct mail is the best way to reach that objective. Experts can help determine if a fund raiser can successfully operate a direct response operation without the assistance of a consultant. Fund raisers should guard against having expectations that are too high and against evaluating results on the basis of a continuous series of one experiment. Lists are crucial to direct marketing success, and should be chosen with a great deal of care. Each type of direct response solicitation has its own special problems, and it is difficult to do a good job of it. Most mailers purchase customers (or donors) at a loss, since very few direct response efforts to cold prospects make a profit on the first sale. To build a donor file in the consumer field, the 6 keys of response should be recorded: 1. recency, 2. frequency, 3. dollars, 4. item or class, 5. source, and 6. method of payment.
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Burnett, Ed
Full text: [Fund Raising Management] Mar 1983
Research Methods Increase Bottom Line Payoff
Marketing research can be applied effectively to direct marketing. Consumers can be described or classified by demographics, stage in the life cycle, psychographics, andr lifestyles. Research functions can be related to the basic business process with the following elements: 1. business analysis and planning, 2. program implementation, and 3. monitoring. Exploratory research is conducted prior to strategy development to gather data regarding how consumers relate to a particular product category. Pretesting includes all research designed to gain insight into the potential performance of a mail or telephone campaign prior to incurring major production or media costs. Evaluative research is designed to determine how successul a marketing element has been. Research techniques can be divided into qualitative and quantitative research. Major techniques that have been effectively applied to direct marketing include focus groups and quantitative survey research. Survey techniques that have been widely applied to direct marketing include: 1. attitude and usage surveys, 2. copy testing, 3. simulation modeling, 4. responder on-responder surveys, 5. tracking surveys, and 6. geodemography.
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Murphy, Paul
Full text: [Direct Marketing] Mar 1983
Recession, Reagan Dented Non-Profit Armor in 1982
Many nonprofit organizations reported income gains of 5%-10% in 1982, but demands on programs and services have drained the resources of development offices, according to a survey of development professionals. Many think that 1983 will be better than the previous 2 years. Capital campaigns are demonstrating uneven successes, with some 42 major campaigns behind in their goals or extending their time periods. Only slight increases are expected in foundation giving this year, and corporations will continue to give more than foundations. Individual giving is expected to increase to the 7%-10% level. Some 82% of responding development directors at colleges and universities characterized 1982 fund-raising efforts as excellent or good, and 73% are optimistic that 1983 will be even better. Giving is not keeping pace with rising costs in the health field. About 22% of fund raisers for the arts said that 1982 was not as good a year as 1981, and 11% think that 1983 will not be as good as 1982. No development directors of social service agencies described their 1982 efforts as excellent, but 64% are optimistic about 1983. All development directors from religious organizations characterized their 1982 efforts as excellent or good.
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Anonymous
Full text: [Direct Marketing] Mar 1983
GE Telemarketing Program Generates Qualified Leads
General Electric (GE) has been using telemarketing since 1979 to help qualify and screen sales leads for the GE industrial salesforce. Inbound telemarketing has been used as a channel by which buying influences can respond to GE’s advertising; outbound telemarketing is used to follow up on inquiries. A marketing communications plan is developed once a real direct marketing communications opportunity is identified. Once that plan along with the proposed media schedule is accepted, development of the printed pieces begins. Telemarketing scripts are developed and a telemarketing firm is sought. GE’s major recent industrial marketing focus has been a campaign called ”Factory with a Future.” It was designed to identify, qualify, and screen high-potential manufacturing and production engineer sales prospects. All 17 GE factory automation product lines and services were mentioned in advertising. A great deal of time was spent with the telemarketing firm’s operators in going over the script.
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Pudney, Jack
Full text: [Direct Marketing] Mar 1983
These Production Guidelines Will Ease the Mailing Process
Factors other than response rate can determine the success or failure of a direct mail campaign, especially whether the project is brought in on budget or ends up with many unexpected expenses. These expenses depend on supplier or vendor relations, both in terms of the give-and-take about the job they do and the cost and delivery arrangements made. To establish a benchmark for any similar jobs that may come up in the future, intelligent comparison shopping must be done, a good file must be kept on the prices for all printing, mailing, and other services and supplies. Written purchase orders should be obtained for even the most simple jobs to provide protection against misunderstandings that may arise. If full-color photos are to be used, quotes will be needed for color separations and four-color printing; at least 3 quotes should be obtained on separations and other services, as well as printing. When getting quotes on a direct mail kit, it is best to break the job down into components and to get a separate price from each printer for each job. Sometimes small printers can beat the bigger printers on the smaller black and white jobs as far as price is concerned.
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Januz, Lauren R.
Full text: [Marketing News] Mar 4, 1983
How to Get a Product onto the Shelves and Not Get Indigestion
Traditionally, sales growth for Marion Laboratories (Kansas City, Missouri), a health-products manufacturer, has been pinned to marketing in pharmacies through physicians’ prescriptions. The company now has 2 successful products in the consumer market, for which it relied heavily on test marketing. The products are OsCal, a calcium supplement, and Gaviscon, an antacid. Developmental research began in 1978 toward establishing an advertising test market for Gaviscon. The 4 research stages prior to the test included: 1. qualitativexploratory, 2. quantitativettitude and usage study, 3. commercial copy test, and 4. simulated market test. Specific targets for the test included California, Oregon, Washington, Nevada, Arizona, Utah, and Idaho. Extensive time was bought on radio and television, and a direct appeal was made to retailers. Pre-packed, trial-sized sampler displays were distributed free to retailers. After 9 weeks of the advertising campaign, total brand awareness of Gaviscon (aided and unaided) was at 49%, while the goal had been 45% after 6 months.
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Anonymous
Full text: [S & MM. Sales & Marketing Management] Mar 14, 1983
How to Measure Effectiveness of PR Campaign
If the goal of a public relation’s (PR) campaign is to increase sales, 4 qualitative measurement techniques can be used to evaluate the success of the campaign: 1. Pre osttesting is a classic technique for evaluating marketing effectiveness; pretesting is the most effective means of identifying overall awareness, attitude, strengths, and weaknesses. 2. Controlled market comparison is used to compare sales results in test markets using PR as part of the marketing mix with results in markets in which PR was not included. 3. PR can cost-effectively generate direct customer response. 4. Salespeople are in the best position to judge the relative impact of a publicity campaign on the purchasing decision of their clients. Communication with the salesforce is less scientific but nevertheless an important measurement of a campaign’s effectiveness. Some PR programs are best evaluated by the quantity of exposure; some of the best measures of exposure are: 1. number of stories published or broadcast, 2. circulation or viewership numbers, 3. total reachotal exposure, 4. audience demographics, 5. geographic distribution, 6. column inches or total air time, and 7. equivalent advertising cost of PR news stories.
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Bumsted, Roy R.
Full text: [Marketing News] Mar 18, 1983
GAB Draws On Its ‘State of the Art’
GAB is taking advantage of the marketing opportunities that abound for claims services. With the help of its advertising-public relations agency, Doremus & Co., GAB has created a full advertising package that has already netted a 3%-4% response rate from direct mail. National advertising, product publicity, and direct sales calls are also being used to sell GAB’s State of the Art campaign. The company is trying to become a top competitor in claim services to brokers, self-insureds, captives, and associations. Along with providing a good service at a reasonable price, GAB must also provide a marketing and sales function so that the customer will know more about the company. This is the objective of the firm’s new campaign. In order to keep up the quality of service and product, GAB is investing $1 million a year in professional education and training. GAB must remain efficient to gain renewal business from agents and companies.
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Maher, Thomas M.
Full text: [The National Underwriter] Mar 25, 1983
E-COM: New Fans for a Versatile Performer
Since introducing the service in 1982, the US Postal Service (USPS) has processed over 7.6 million Electronic Computer-Originated Mail (E-COM) messages. E-COM is adaptable to many communication uses and has been used by a variety of businesses. The E-COM system prints and delivers hard-copy messages quickly and economically. The cost – 26c for one page, 31c for 2 pages – includes: 1. printing, 2. inserting, and 3. postage. E-COM messages are delivered within 2 business days. During the first year of operation, USPS streamlined the E-COM service by: 1. adding more E-COM field personnel, 2. revising the users’ manual, and 3. simplifying the users’ certification process. Certified carriers pay an advance deposit and an annual $50 fee to transmit messages and mailing lists to one or more of the 25 Serving Post Offices throughout the US. These carriers also provide various services to their user-clients. Problems still exist with E-COM. For example, USPS underestimated the time and expertise required in developing E-COM software. Further, the USPS’ lack of marketing sales skills has kept businesses from learning about the service and how to use it.
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Anonymous
Full text: [Zip Target Marketing] Apr 1983
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