What’s New in Physician Profiling
Trends in the pharmaceutical marketplace affirm increasing competition for market share, causing marketing teams to ask physician profilers for more data and innovative analyses. Types of data and data-gathering techniques have become much more sophisticated. In order to pinpoint current trends and assess future activity, Medical Marketing & Media interviewed leaders in the field, including: 1. PPS Medical Marketing Group Inc., 2. Clark-O’Neill/Fisher-Stevens Inc., 3. Direct Marketing Agency, and 4. The Dresden/Davis Organization Inc. Users continue to demand a high response rate and information that is timely, and at all participating firms, improving the physician response rate is a primary objective. In days when most new drugs were groundbreaking products, selling was comparatively direct, but today, many new drugs enter already crowded markets. In response, firms provide information on such products as beta-blockers by indication. For example, marketers now request separate lists detailing those who prescribe beta-blockers for angina and those who recommend them for hypertension. Many examples illustrate current data-gathering systems and how they change with marketplace demands.
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Labson, Lucy H.
Full text: [Medical Marketing and Media] Apr 1988
The Travel Industry Re-Invents the Marketing Game
Since the devaluation of the US dollar and the stock market crash, the travel industry has turned to innovative marketing solutions. The cruise line industry is using unique marketing techniques, such as targeting adults over 45, offering ususual itineraries, and catering to the baby-boomer segment. Frequent Flyer programs and frequent traveler programs are used by airlines and hotels to build traveler traffic. The value of the incentives offered by these programs is expected to increase. Triple mileage offers emerged in November 1987 with Delta Airlines, but nearly all carriers soon announced a triple-miles scheme, including American Airlines with its AAdvantage program. KLM Royal Dutch Airlines is using a personalized direct-mail campaign to cement its ties with travel agents. Australia will continue its successful advertising campaign with Paul Hogan of Crocodile Dundee. Joint campaigns, which carve a well-defined marketing identity and secure the goodwill of the trade, are the current tactics of the travel industry.
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Miraglia, R.
Full text: [Marketing Communications] Apr 1988
Retail Partnerships Replace Trade ‘Deals’
There has been tremendous consolidation of retail all-commodity volume (ACV) in all categories. In A. C. Nielsen’s Health & Beauty Aids category, 15 chains account for more than 35% of total sales but only 7% of the total retail outlets. With distinctive promotion profiles at the different chains, retailers are training consumers to buy the store — not particular — brands. Retailers are inundated with “deals,” but only a few items are accorded meaningful performance consideration. However, retail scanner data have shown how spectacular results can be obtained when manufacturers and retailers cooperate toward a common goal. Sales promotion is one area of marketing partnerships. Target marketing programs, involving direct mail and newspapers, have been used successfully in joint manufacturer-retailer efforts, such as one by AT&T and Service Merchandise stores. In-store promotions, such as contests, also have proved successful for Pepsi-Cola USA and Kroger Stores. Competitive trade marketing has become one of the fastest-growing elements of local marketing.
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MacClaren, R. Craig
Full text: [Marketing Communications] Apr 1988
Sales Promotion: Naylor Clayware’s Four-Wheel Drive For The
The UK’s Milners Advertising developed a 2-stage campaign for Naylor Brothers, a manufacturer of clay drainage products, to generate sales leads from potential new customers and to convert them. A free drawing with a Land Rover County One Ten as first prize was planned. Coverage was achieved through: 1. an extensive ad campaign in the trade press, 2. direct mailings of entry forms to all 26,000 National House Building Council builders and to Naylor’s existing customers, and 3. entry forms supplied to all merchants stocking Naylor products. By the closing date, January 31, 1987, a total of 10,000 entries had been received. These included 4,000 qualified leads, each of which received a leaflet promoting a cash incentive of L200 off the customer’s first order. The target of a 20% increase in turnover had been obtained by the year’s end. The campaign showed that: 1. consumer type promotional methods can work well in fragmented industrial markets with many customers, 2. a big splash with a sales promotion budget is valuable, and 3. after qualified leads have been generated, traditional sales techniques are better suited to closing the sales than a L200 voucher.
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Hill, Nigel
Full text: [Industrial Marketing Digest] Second Quarter 1988
PR: Twelve Good Stories A Year
The 100% acceptance of invitations to Bradman Lake’s first press visit is attributed to press coverage during the previous year. The first press relations program for the UK company, a small systems engineering firm, was set up in 1986 with the primary aim of supporting and extending Bradman Lake’s own direct selling and marketing operations plus creating identity and building a marketwide reputation equal to that which the firm enjoyed with individual customers. The shortest route to these targets was seen as being 12 good press stories in the course of a year. A consultant visit to the Bristol plant revealed the material for the first story of the new campaign — demand for a recently developed machine had grown so that batch production had begun with resulting benefits in prices and delivery times. Stories of satisfied customers included one on the successful automation of golf ball packaging for top Dunlop and Slazenger brands. The original aim of one newsworthy story each month was realized, and by the end of 1987, Bradman Lake was identifiable as a vigorous, far-sighted firm doing well and set to do better.
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Honnor, Roy
Full text: [Industrial Marketing Digest] Second Quarter 1988
Direct Marketing: Six Ways We Got It Wrong
Experience in recruiting more than 1,500 delegates annually over a period of 8 years to Marketing Guild seminars has revealed 6 myths: 1. Lists should be pruned of duplicate names at all times. 2. A teaser on the envelope improves performance. 3. Toll-free numbers are an unmixed blessing. 4. Concept testing lessens risk. 5. A designer brochure increases response. 6. Proved techniques work best. Persons whose names appear on several lists are “high responders,” and it makes sense to hit these important names several times. Tests with envelopes indicate that teasers depress response in business-to-business mailings. The most effective medium is a large plain window envelope or a legal-size manila envelope. Although it is undecided whether Freephone or LinkLine increases response in business-to-business marketing, International 0800 pays off handsomely in export business markets. The only direct-mail test worth anything is one that asks individuals for money. In one mailing, a letter produced on the office typewriter with handwritten corrections outpulled a designer brochure by 325%.
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Robinson, Nick
Full text: [Industrial Marketing Digest] Second Quarter 1988
Marketing viewpoint: appeal to upscale prospects with panache
All direct mail marketing campaigns require ease of reading, highlighting of benefits, and asking for the order. Tips for adapting a campaign for upscale prospects include using: 1) a low-key selling approach; 2) “colorful and crafty” writing; and 3) personalized mailings.
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Brock, Luther
Full text: [Direct Marketing] Apr 1988
Lead generation: looking beyond cost per thousand
The cost of a particular ad can be determined by doing a comparitive study where an ad is run in two magazines with the same target audience. The analysis will focus on both the quantity and the quality of leads generated by the ad using conversion ratios relative to the money spent per ad. Companies can use this method to evaluate the effectiveness of advertising messages also.
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Young, Robert B.
Full text: [Direct Marketing] Apr 1988
Direct mail: big-business-to-big business direct mail
Peat Marwick structures its direct mail campaigns around the intent to educate and inform its audience about professional tax, auditing, and management services. It also maintains its own mailing lists targeting key corporate executives and only sends 12 pieces of mail at a time to control response flow. Direct mail allows the company to personalize its marketing strategies.
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Dessi, Adrian F.
Full text: [Direct Marketing] Apr 1988
Big-Business-to-Big-Business Direct Mail
The direct mail marketing campaigns of Peat Marwick, the world’s largest accounting and consulting firm, are not offer-driven. Instead, those mailings are designed to create awareness and to relate an interest in providing the firm’s professional tax, auditing, and management services. In order for direct mail to be effective, all necessary creative elements must focus on the product or service as well as the needs of the market. Because Peat Marwick knows who and where its target market is and because its expectations are different from those of the traditional mail marketers, it has found that maintaining and using its own list is more effective than renting a list. This in-house updating and maintenance assures Peat Marwick of 90% list accuracy for the 3 million-5 million pieces mailed each year. Today, when most advertising is mass-oriented, direct mail marketing can present a more personal approach. Peat Marwick has learned to control the content and frequency of its mailings so that customers can be assured of a timely response.
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Dessi, Adrian F.
Full text: [Direct Marketing] Apr 1988
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