Pulling Customers Beyond the ATM First Jersey National Offers Array of Electronic Options
First Jersey takes the concept of branchless banking beyond the ATM with its George Money Management System. This consumer asset management account uses ATMs, the direct deposit of paychecks, and an extensive bank by-phone program to deliver banking services outside of the traditional branch. “Let technology bring the bank to the customer,” asserts Joseph Donofrio, First Jersey’s marketing chief. By adhering to this concept, Mr. Donofrio says, First Jersey is now able to reach into markets that once would have required investing in 60 new branches. Not only is First Jersey pushing George through an aggressive television advertising campaign in the New York, Philadelphia, and New Jersey areas, but it also offers pricing incentives to encourage customers to use the system. The more electronic services customers use, the less they pay in fees.
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Yvette D. Kantrow
Full text: [American Banker (pre-1997 Fulltext)] Jul 15, 1987
HEDC hiring C of C official Aldrich to head new aerospace program
Eleanor Aldrich is in the process of transferring from the chamber of commerce to the HEDC to promote Houston to aerospace companies. Aldrich still will continue to direct the chamber’s Aerospace Task Force in her new position at HEDC. Under [Lee Hogan]‘s leadership, HEDC has targeted the aerospace and petrochemical industries for marketing programs designed to attract new businesses to Houston. HEDC recently hired the public relations firm of Daniel J. Edelman to help the organization with the promotions campaign.
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Full text: [Houston Chronicle (pre-1997 Fulltext)] Jul 16, 1987
Profits Can Reach Out & Touch Agents
Few insurance agents currently use telemarketing, but it can be the source of significant additional profits. Using the telephone, an agency can make a large number of calls in a short period of time at a cost that is negligible compared to a personal sales visit. Most experts feel it will become a very important marketing tool in the coming years, with its compelling profits and its viability for smaller accounts that require little servicing. However, personal contact will remain the primary marketing vehicle, with telemarketing used as an adjunct. Telemarketing has dozens of functions ranging from support of sales appointments to customer service. Three of the most profitable are X-dating, direct selling, and setting appointments. Telemarketing can take the sting out of prospecting by having a bank of callers do the cold-calling. Many companies already are using it to a profitable advantage.
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Glass, Mitchell
Full text: [National Underwriter] Jul 20, 1987
Agency’s ‘scavenger hunt’ nets direct mail response
Manufacturers Bank’s student loan campaign, using advertisements that show a student’s messy dorm room, appeals to parents and students alike. It took a week to assemble sweaty t-shirts, cold pizzas and other odds and ends to adorn the room portrayed in the ad, which describes nine ways to finance college. In addition to the newspaper advertising, Manufacturers circulated a poster around local college campuses and used direct mail and magazine insertions. W.B. Doner Advertising created the campaign.
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Anonymous
Full text: [Bank Advertising News] Jul 27, 1987
Special report: telemarketing a growing art form
Many performing arts organizations are using telemarketing to raise funds and sell tickets, among them the New York Philharmonic and the Houston Grand Opera. Used in conjunction with direct mail, telemarketing is fast and effective. The Houston Grand Opera now gets about 50% of its new subscriptions via phone. However, even though such campaigns are planned carefully in terms of tone, many customers find them objectionable.
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Weisberg, Louis
Full text: [Advertising Age] Jul 27, 1987
Direct Marketing: Back to Basics in Tepid Political Year
Both the Democratic and Republican Parties are finding that political donors are responding better to basic direct-mail appeals rather than the more elaborate letters of the past few years. Fund-raising for presidential candidates built around surveys and appeals to party loyalty have drawn increased response rates in 1987 over other types of direct-mail letters. Political fund-raising is still expected to be weak until a front-runner emerges. Response rates from donor lists are off about 10% from 1980, a peak year. Direct mail will help candidates raise about 25% of their campaign funds. Targeted telemarketing with personalized appeals will also play an important role in increasing contributions, especially from younger voters. In addition, some political organizations are using photographs and other premiums to encourage contributions.
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Meyers, Janet
Full text: [Advertising Age] Jul 27, 1987
Direct Marketing: Charities Step Up Solicitations
Social services charities received $9.13 billion in donations in 1986, up 7.4% from 1985. Direct mail remains the primary means of fund-raising for social services. The nonprofit sector has become more marketing oriented and is trying to reach targeted audiences. The Red Cross and the Special Olympics recently began direct mail programs. The Red Cross wants to broaden its base of support and has targeted its direct mail effort into 2 categories: 1. prospects, which cost 82c for every $1 raised, and 2. donor renewals, which cost only 9c for every $1 return. Special Olympics is attempting to diversify its approach in the wake of declining corporate support. In addition to the direct-mail campaign, the Special Olympics will continue to use telephone and may venture into television. Direct mail will likely continue to be a major method of fund-raising, though postal rate increases could drive many nonprofits out of direct mail.
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Norris, Eileen
Full text: [Advertising Age] Jul 27, 1987
Direct Marketing: Non-Profits Learn Long-Term Lesson
Successful fund-raising by nonprofit direct marketers is achieved by small, selective appeals to the appropriate audience, not by mass mailings. Advanced database marketing helps nonprofits keep track of the strongest donors — the some 20% who give the largest dollar percentage. The databases also provide statistically accurate donor profiles and suppress mailings to poor prospects. Such marketing also reduces investment in costly mailings that will never generate revenue. Through telemarketing, previous donors who have lapsed or lost interest can be requalified, raising their interest levels. The strongest net return lies in converting $10 donors into $50 donors or building on those who are already in the $50 or above level. Besides more sophisticated telemarketing, nonprofit organizations also are expanding the use of direct response television commercials.
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Strazewski, Len
Full text: [Advertising Age] Jul 27, 1987
Direct Marketing: Phone Appeals Reinstill School Spirit
Donations to education increased 16.3% in 1986 to an estimated $12.73 billion and accounted for 14.6% of all charitable contributions. About 60% was donated to colleges and universities that are learning to upgrade their fund-raising campaigns by heightening donors identification with the institution, targeting alumni for larger and more frequent gifts, and offering affinity credit cards to generate additional funds. In fund-raising, schools have the advantages of captive house lists that eliminate rental fees and alumni who already know and associate with the institution. Improved fun-raising results also can be attributed to the increasing use of telemarketing. PHONE/MAIL, a program developed by IDC (Bloomfield, New Jersey) is a sequential approach combining direct mail and personalized telemarketing. It costs 12c-19c per dollar raised, and it produces an average gift of $85-$140. PHONE/MAIL has been used by the University of Missouri and Brown University.
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Zipkin, Amy
Full text: [Advertising Age] Jul 27, 1987
Direct Marketing: Telemarketing a Growing Art Form
Telemarketing is being used by a growing number of performing arts organizations. Its uses include subscription sales and fund-raising. Telemarketing for the Houston Grand Opera began in 1984 and became more important when the city’s oil economy began to decline in 1986. That year, it raised $250,000 out of $2.15 million in subscription sales through telemarketing. The New York Philharmonic initiated a telemarketing campaign in 1983 to supplement the gradual decrease in subscription returns via direct mail. It currently uses an in-house staff of 10-15 callers working at least 20 hours per week on a list of about 100,000 names. Telemarketing now accounts for about half of the Philharmonic’s new subscribers. Initially, it hired Stephen Dunn & Associates (Los Angeles, California), a premiere arts caller, to start the program. Stephen Dunn establishes on-site campaigns under his company’s management, and he positions calls as service calls rather than sales calls. The San Francisco Opera also uses telemarketing, but only for fund-raising.
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Weisberg, Louis
Full text: [Advertising Age] Jul 27, 1987
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