Negative Attitude Detrimental in Fund Raising Letter Writing
A negative attitude on the part of those who write fund raising letters or determine their policy assures that the potential income for the organization will never be realized. Reasons to be positive about fund raising letters include: 1. Direct mail fund raising presents the greatest challenge in marketing. 2. There is no shortage of funds in US society for charitable causes. 3. Donors welcome the opportunity to contribute to worthy causes. 4. Donors enjoy receiving mail from fund raisers. 5. Fund raising mail is basically a form of entertainment, similar to mail order catalogs. 6. Fund raising letters give donors an opportunity to participate in the organization’s mission. 7. The letter must be sufficiently challenging, convincing, and entertaining to stand out from other fund raising mail. 8. The typical donor gives to 6 or more other organizations, but cannot give to a group if no mail is received from it.
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Huntsinger, Jerald E.
Full text: [Fund Raising Management] Jan 1985
Integrated Marketing Plan Supports Telephone Center
In early 1978, Southern Bell Telephone Co. implemented a direct mail program to establish, manage, and measure the effectiveness of its telemarketing center. Today, the telemarketing operation has 2 approaches: 1. a telemarketing inside sales unit for outgoing or cold calls, and 2. a direct marketing center that handles incoming response stimulated by direct mail/direct response advertising. With inside sales, the account qualification and planning process is key to determining the success of telemarketing sales efforts. First, accounts are assigned to one of 3 customer categories: 1. target accounts, 2. group accounts, and 3. service accounts. The sales manager and then the account representative develop sales plans, which include the basic functions of base management, growth management, and market development. The sales plans are then summarized to determine overall sales goals for the inside sales group. APATS is an online network usable by each account representative on a dial-up basis. Its input sources include marketing files, telemarketing account rep input, and billing files.
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Palfrey, Faye E.
Full text: [Direct Marketing] Jan 1985
Ideas for retailers: some direct mail campaigns that brought in the profits
There are numerous examples of direct mail campaigns that have outperformed newspaper and other media campaigns, but little mistakes, such as not providing or failing to list toll free numbers, can prove costly. Direct mail is especially effective with established customers and should tell customers what you want them to know about special values and/or merchandise.
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Raphel, Murray
Full text: [Direct Marketing] Jan 1985
Creative Direct Response Brings In New Cable Subscribers
Continental Cablevision is a multiple system operator (MSO) that has almost one million subscribers in more than 90 markets. It uses a variety of direct response media; currently, one of its most important marketing functions is new subscriber acquisition within mature, already developed cable markets. This will become an increasingly crucial growth area in the future because of the diminishing number of untapped markets available. In the cable industry, decentralization is commonplace, with companies having many local offices in each cable system. This and differences in programming services offered by each office have a direct bearing on the implementation of direct response campaigns by cable MSOs. Continental puts special emphasis on the creative approach used to sell its basic cable product. The typical package format includes: 1. a splashy envelope, 2. a 4-color brochure with the offer and telephone number of the local system, and 3. a schedule of upcoming programming. Continental maintains an in-house list of all non-subscriber addresses within its marketing areas.
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Sperry, Richard S.
Full text: [Direct Marketing] Jan 1985
Consumer Reports Expands Subscriber Base via TV Ads
In an interview, Richard Cross, associate director of Consumers Union Foundation Inc., discussed his firm’s magazine, Consumer Reports, which now has a circulation of about 3 million. It is a relatively expensive magazine, partly because it accepts no advertising and because Consumers Union in effect makes the news through its own independent testing laboratory. In the same interview, Stan Rapp, chairman of Rapp & Collins, noted how his agency was hired by Consumers Union in 1975. Direct mail was then, and still is, the major subscription source. In the mid-1970s, Consumer Reports began multiple testing of direct response ads by testing 12 different approaches simultaneously in various editions of TV Guide. Television commercials were then developed based on that strategy; they generated 400,000 subscriptions in 1981. TV commercials are tested by using 2 similar markets and then comparing the results.
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Hoke, Pete
Full text: [Direct Marketing] Jan 1985
American Express Finds Breakthrough Mail Response
American Express (AE) is using demographic targeting in its direct mail program, according to Jeri Hilleman, product manager, in a recent interview. AE has used prefabricated systems, where there are predetermined clusters, and has worked with Demographic Research Co. (DRC) for a customized modeling approach. In the same interview, Ray Young, DRC vice-president, said his company uses demography to identify geographic areas that have the greatest response potential, those that have the least, and rank all the areas in between. The client can use this information in list selection and list segmentation. DRC employs a large statistical database in conjunction with sophisticated statistical analysis techniques to determine precisely what characteristics are most highly predictive of consumer response for a certain product. For AE, DRC analyzes data on house file counts by zip code, among other things. The resultant model is a ranking based upon the effect of all of the lists on a particular mailing universe. AE uses that model to determine which characteristics will determine mailing productivity.
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Hoke, Pete
Full text: [Direct Marketing] Jan 1985
Master the Game of Promotion
In the face of increased competition, many credit unions are promoting their products and services more vigorously than ever. The promotional programs of 6 credit unions are described. Anheuser-Busch Employees Credit Union (St. Louis, Missouri) designed ”The Great Apple Giveaway” promotion to lure members to learn about different account options. New members could register to win an Apple Macintosh home computer. At Patelco Credit Union (San Francisco, California), a special ”Loandry Bag” was put together to promote signature loans. The Williston (North Dakota) Cooperative Credit Union added to its already solid share draft program with a long-term newspaper advertising campaign. The Simpson Employees Federal Credit Union (Shelton, Washington) devised a 4-point plan to promote individual retirement accounts (IRA), while the Oregon Central Credit Union initiated an inexpensive, in-house campaign to boost Christmas Club balances. IBM Endicott/Owego Employees Federal Credit Union drew attention to its loan promotion by developing a direct-mail brochure that offered premiums whose value depended on the amount and duration of the loan.
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Anonymous
Full text: [Credit Union Magazine] Jan 1985
Marketing: master the game of promotion
Promotions can be both inexpensive and effective as these six credit unions have shown: 1) Anheuser-Busch Employees CU, St. Louis, gave members free apples and a chance to win an Apple Macintosh home computer to lure them into the CU to learn about its services; 2) Patelco CU, San Francisco, offered paper tote bags, called “Laundry Bags”, in a direct-mail brochure with information on signature loans; 3) Williston (N.D.) Cooperative CU has undertaken a long-term newspaper ad campaign which emphasizes the benefits of its share draft account; 4) Simpson Employees Federal CU, Shelton, Washington, sent members a four-panel direct mail brochure to promote IRAs; 5) Oregon Central CU divided its staff into four groups who competed for a day off work or a $50 gift certificate in an in-house promotion; and 6) IBM Endicott/Owego Employees Federal CU, New York, produced a 10-page “Summer Loan Catalog” as a direct mail brochure.
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Anonymous
Full text: [Credit Union Magazine] Jan 1985
Use Microcomputers for Research: Start-Up Steps
By employing microcomputers, market researchers and analysts can provide timely, accurate, and reliable research with minimal capital investment, overhead, and personnel. A marketing researcher with basic computer knowledge and limited technical resources can implement such services as prospect identification, competitive analysis, customer surveys, and direct marketing campaigns on a selectively targeted basis. The initial requirements are a microcomputer, a printer, and software for word processing and database management. The elements to be considered in developing guidelines for a computer-aided information system include: 1. data collection, 2. data design, 3. research analysis, 4. hardware selection, and 5. needed software features and capabilities.
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Mahon, J. Michael
Full text: [Marketing News] Jan 4, 1985
Why Ryder’s Letters Get Results
Local mailings designed to generate action, combined with detailed, educational letters to promote long-term leases, have become an increasingly significant part of Ryder Truck Rental’s promotional efforts in the last 4 years. The pieces are carefully timed and are sent out over the signature of a local sales representative, although a great deal of the content comes from the marketing staff at Ryder’s Miami, Florida, headquarters. Computer technologies that have allowed management to integrate direct mail into the overall marketing strategy have resulted in a doubling of the volume of direct mail by Ryder. The 2 distinct direct mail activities of the Truck Division are: 1. a top-level selling approach, primarily an awareness campaign, involving letters from the division president to chief executives at customer companies, and 2. letters designed to support field salespeople at the local level. Both headquarters and the field sales offices share the responsibility for developing and maintaining prospect lists.
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Everett, Martin
Full text: [S & MM. Sales & Marketing Management] Jan 14, 1985
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