Banks, Thrifts Stepping Up Direct Marketing
Direct marketing has become not only an accepted part of the banking industry, but a rapidly growing one. Many banks’ direct marketing budgets are growing far more rapidly than their mass media expenditures. Much of the impetus has come from the credit card business. Technology also has prompted direct marketing efforts. Smaller banks and thrift institutions have begun to use direct marketing. One of the benefits of direct response mail is that it allows a bank to carefully target its marketing. In direct mail, the trick is to make it as easy as possible for potential customers to respond. That is why consumers are seldom asked to send in money with their orders and why it is simpler to sell a loan than a deposit. Chase Manhattan Corp. attributes its position as the 2nd-largest issuer of credit cards in the US largely to its direct marketing campaign. The purpose of the direct mail campaign at First Wachovia was to deepen existing customers’ relationships with the bank.
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Maloney, Peter
Full text: [United States Banker] Sep 1989
COURIER SHOPPING FOR NEW AGENCY
Airborne was one of Sharp Hartwig’s most publicized success stories, since the Seattle freight express company in 1986 dropped consumer advertising, handled by the New York agency Della Femina McNamee WCRS, in favor of a direct-marketing campaign handled by Sharp Hartwig.
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ROBIN UPDIKE
Full text: [Seattle Times] Sep 1, 1989
The Check Is in the Mail
Oregon’s Rogue Valley has a golden history, but Sheri O’Hare and Jim Reiman never expected to find their gold mine in marketing direct mail services when they moved to Grants Pass from Alaska in 1982. Their four-year-old direct mail business, MailPro, provides a variety of mail services for local businesses, including bulk mail processing and mailing list management. O’Hare, 35, said the idea for the business came from recognizing a market for direct mailing lists in southern Oregon. “We just saw that no one else in the area was doing it . . . and we needed some money,” she said. “So, we thought it would be a good place to start.” (excerpt)
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Anonymous
Full text: [Oregon Business] Sep 1989
Soft Sell with Software
Several companies, such as American Express, Citicorp, and Chase Manhattan Bank, have begun to design and distribute computer disks that function as dynamic, interactive advertisements. Software-based advertising combines the distribution power of direct-mail brochures, the attention-getting capability of video, the information of a print ad, and the interaction of a personal sales call. The SoftAd Group (Sausalito, California), a pioneer in using computer technology as an advertising medium, recommends software-based advertising when the sales message is complex and when prospects’ purchasing decisions are carefully considered, costly, and infrequent. An obvious requirement for using software for advertising is that the audience has access to a personal computer. Software-based advertising also appears to have a great deal of potential for life insurance marketing. By allowing a prospect to view programs prior to an agent’s visit, the prospect can develop a more receptive attitude toward a company’s products.
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Harbeson, Peter J.
Full text: [LIMRA'S MarketFacts] Sep/Oct 1989
Database Marketing: The Unfulfilled Promise
Due to the waning ability of freestanding inserts to generate brand loyalty, manufacturers of packaged goods are creating frequent-buyer programs. Many programs utilize scanner technology at checkout counters. The big advantage to scanning and tracking is that packaged goods manufacturers can collect detailed information on large numbers of individual shoppers. Frequent-buyer programs can be very dangerous because overuse of the concept can cause consumers to expect constant rewards. Despite the problems, gathering demographic details on individual shoppers seems to be crucial to targeting promotions that build loyalty and get responses. One disadvantage of database marketing is the cost of managing and manipulating a large amount of data. There also is the constant need to keep the database updated and to convert raw information into usable data. Many companies ignore the full potential of database marketing.
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Full text: [Incentive] Sep 1989
Marketing Communications: A Means To An End
To be effective in marketing communications, the strategy, the message, and the vehicle all have to work together to achieve specific goals and objectives. Some of the typical mistakes made in approaching a marketing campaign include haste, preoccupation with irrelevant details, and imprecise thinking. A successful marketing communications campaign requires a review of alternatives and decisions concerning 5 elements: 1. goals and purpose, 2. sensitivity to and focus on a well-targeted audience, 3. a strategy that considers timing, geography, method, vehicle, and response, 4. a message that communicates the desired impression to the audience, and 5. proper execution of the plan, including attention to important details, quality, and substance. In addition, the changing conditions of marketing communication call for constant evaluation and reevaluation of these elements.
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Sonnenberg, Frank
Full text: [Executive Excellence] Sep 1989
What’s Ahead In The 1990s?
During the 1980s, direct marketing became recognized and accepted as a major marketing method. However, there is some doubt and confusion about what will happen next. Those in this field have still not figured out how to make direct marketing an affordable and efficient marketing and communications technique on a year-round basis. In the 1990s, direct marketers should unify their individual development efforts under the common identity of direct marketing, the principal ingredients of which are response advertising and databases. Three words to remember in the 1990s are communications, movement, and database. Direct marketers must learn to expand their direct selling skills into direct communication skills. Specific opportunities for growth in communications are in building databases and in developing new, unusual messages. Movement goes beyond communications as there is a specific action that the communicator eventually wants to achieve. To maintain pace, future database capabilities must increase beyond current levels.
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Full text: [Direct Marketing] Sep 1989
TV Tactics Part 1
The success of a direct response television campaign depends on such factors as: 1. product selection, 2. offer structure, 3. creative considerations, and 4. production. A good TV product or service offer should be perceived by the prospect as unavailable or difficult to obtain at the retail level. Key considerations in deciding on product are price and the ability to demonstrate end benefits. A major decision regarding offer structure is whether to use a one-step offer, in which the offer is closed with payment terms, or a 2-step offer, in which the offer is closed with a request for information. Direct response TV requires a direct selling message that clearly presents an appealing offer that requires the viewer to act. Creative options must not rely on subconscious stimuli, repetition, or recall. Since budget control is critical, it is best to establish acceptable production budget parameters before the creative process begins.
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Full text: [Direct Marketing] Sep 1989
The Value Of The Guest Register
Holiday Inns Inc.’s 1983 introduction of the Priority Club, a frequent traveler program, led to a major database marketing effort. As the program grew and the value of having these customers on file became apparent, Holiday Inns’ marketing department began to request information from the management information system about these customers. In mid-1987, database marketing became a separate function within the marketing department. Its primary objective was to demonstrate the effectiveness and value of database marketing. Several tactics were used to determine the usefulness of database marketing, including: 1. developing individual constituency databases, 2. ascertaining the feasibility of developing an integrated marketing database that incorporates all customers, and 3. including the maximum amount of internal and external customer information on the databases. Holiday Inns focused on identifying customer life cycles, customer profiling for new customer acquisition, and evaluating competitive efforts.
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Durr, John L.
Full text: [Direct Marketing] Sep 1989
The Power Of Nintendo
The power of home video manufacturer Nintendo and its US subsidiary, Nintendo of America Inc. (Redmond, Washington), lies in the perceptive mastery of product, pricing, positioning, and placement and a revolutionary vision of the entertainment business. Evolving from a newsletter, Nintendo Power magazine is the fastest growing paid subscription magazine ever launched. Before Nintendo Power was introduced in August 1988, Nintendo of America had had plenty of interaction with its customers and knew 20%-30% of them by name and address. HDM Worldwide Direct was the direct response advertising agency that developed the magazine’s strategies. The unique launch strategy relied on the loyalty of Nintendo players and their likelihood of subscribing after receiving only one free issue. The response to the magazine’s launch package, which far exceeded the standard 2%-5% level, vindicates this strategy. A 2nd wave of promotion resulted in 1.2 million total paid subscribers by the end of February 1989.
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Roel, Raymond
Full text: [Direct Marketing] Sep 1989
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January 27, 2007 12:00 am | 
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