Journal of Direct, Data and Digital Marketing Practice : Papers, case histories and updates
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An international editorial board commissions original contributions from leading marketing practitioners around the world. Their brief is to report on the strategic developments, emerging applications of technology and today’s best marketing practice. |
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- 01 Apr 2010
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Direct, database and digital marketing practice in the government sector: Blank hole or parallel universe? — Sheila Apicella and Nic Streatfeild, Journal of Direct, Data and Digital Marketing Practice Vol. 11 No. 4
This paper contributes to the discussion of whether direct, data and digital marking practice is as relevant to the public sector as it undoubtedly is to the commercial sector, albeit in support of somewhat different objectives. It examines two specific areas of data and analytic innovation to illustrate how local authorities are succeeding in achieving cost reductions and in improving customer satisfaction levels by migrating specific population segments to more appropriate contact channels. Despite their monopoly status for the supply of certain services, this paper argues that innovations in the way customer satisfaction is gathered, particularly for digital channels, can be used to identify improvements in service quality in conditions where competitive markets do not apply. This paper concludes that because they are non-competing, local authorities operate in a culture in which data relating to population segments, services and channels used, and on customer satisfaction, can only be used to achieve significant improvements in effectiveness where comparable information is pooled and accessed for benchmarking purposes. (15 pages) - 01 Apr 2010
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Do happy staff make for happy customers and profitable companies? — Henry Stewart, Journal of Direct, Data and Digital Marketing Practice Vol. 11 No. 4
In today’s business environment many companies are seeking to create great places to work in, partly prompted by the various Best Workplaces lists and partly in the belief that it will lead to greater commercial success. In this article Henry Stewart explores what evidence there is for the belief that a great workplace and more engaged staff have real bottom-line benefits. (6 pages) - 01 Apr 2010
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Minimum effective frequency for interactive television ads — Steve Bellman, Anika Schweda and Duane Varan, Journal of Direct, Data and Digital Marketing Practice Vol. 11 No. 4
A key task for advertising media planners is setting a frequency goal for a campaign. This study used a controlled experiment to identify the minimum effective frequency (MEF) for TV ads offering interactive response, as opposed to direct response by phone call. Participants ( N = 273) were exposed to ads one, three or five times. A control cell saw normal TV ads, while an interactive TV (iTV) cell saw the same ads with interactive response banners superimposed. Found the usual 'build-up' effects for repeated exposure on ad memory in the control cell, but there was little added value in repeat exposure for generating interactive response (ie MEF = 1). Interaction rates were higher for familiar brands, but brand familiarity did not alter the effect of repetition. These results suggest that iTV ads should be placed with a reach strategy, rather than a frequency strategy. (21 pages) - 01 Jan 2010
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A multi-industry, longitudinal analysis of the email marketing habits of the largest United States franchise chains — Alan S. Abrahams, Tarun Chaudhary and Jason K. Deane, Journal of Direct, Data and Digital Marketing Practice Vol. 11 No. 3
This paper analyzes the prevalence and frequency of email marketing among 200 of the largest franchise corporations in the United States, and compares the deliverability of emails in various industries — that is, how often legitimate, solicited emails were regarded by major hosted email providers as spam. Finds that approximately half (45 per cent) of large franchise corporations provide opt-in email marketing newsletters, with email marketing being most popular in the hotel and health care industries and least popular in the pet and maintenance industries. Most corporations sent an average of one email every 10 weeks, predominantly on weekdays. Companies in the hotel and food industries were the most prolific email marketers, and hotels showed an unusual proclivity for emailing on Sundays. Surprisingly, an astonishing one-third of legitimate emails, on average, were flagged as spam by major email hosting providers. Food and automotive companies were most susceptible to deliverability issues, and hotel and personal care companies were relatively immune to deliverability problems. The results provide an interesting comparison of the email marketing habits of large US franchise companies in a variety of industries, and suggest a variety of questions and action items for digital marketing professionals. (11 pages) - 01 Jan 2010
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The disloyalty ladder - Two rungs further down - John Ozimek, Journal of Direct, Data and Digital Marketing Practice Vol. 11 No. 3
This paper reviews the Loyalty Ladder and puts forward two additional negative categories — Hostile and Enemy — that the author believes should be added to that model for the purposes of marketing planning, so as to consciously consider and manage negative market attitudes. Evidence for the cost and effect of Hostile activity is put forward from work on Net Promoter ® Score. Anecdotal evidence is provided for the existence of Enemy; however, the latter category is less well defined, and its effects on organizations are equally hard to classify. It is not altogether clear whether Enemies lead the charge — or merely piggyback on the periodic waves of public outrage at particular business practices that appear to be potentiated by the use of the internet and social networking sites. The rationale for adding at least one of these categories to the Loyalty Ladder is to ensure that the effect of negative customer perceptions is factored into business and marketing plans at the formulation stage, rather than viewed as an unforeseen after-effect, to be dealt with separately from other aspects of the business. (12 pages) - 01 Jan 2010
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Web content management: CMS for competitive advantage — Chris Short, Journal of Direct, Data and Digital Marketing Practice Vol. 11 No. 3
Most organizations that consider the online channel to be central to their strategy use a Content Management System (CMS) for their website, intranet or extranet. The CMS is a company asset that has perhaps been overlooked as a source of competitive advantage. This paper examines the benefits of using a CMS, and considers the needs of different stakeholders and some of the common pitfalls that organizations encounter. It goes on to consider how a CMS investment may not be delivering for an organization or where it is being locked into a poor investment. Examines some of the critical success factors when implementing a CMS,and considers how to escape a CMS dead end. Looks at investment in a CMS, what good content management means for the business and protecting an investment while meeting online business needs — moving on to how leveraging a proven CMS can help shape strategy. Finally, considers the CMS as a platform, and how it could help organizations use the web in challenging times and even give them a competitive advantage. (9 pages) - 01 Oct 2009
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Data quality is everyone’s business — Managing information quality — Part 2 — Tom Breur, Journal of Direct, Data and Digital Marketing Practice Vol. 11 No. 2
The first of these two papers, discussed how to design data quality into your data warehouse (DWH) as you are building it. This second paper deals with maintaining a high level of quality after the DWH has gone live. Once a business intelligence solution has been put in place, ongoing data quality needs to be ensured. Data quality maintenance is supported by an appropriate governance structure: the allocation of decision rights and procedures. For errors that have arisen in batches, a data quality project is appropriate. For process causes of data non-quality, a data quality program is more appropriate. Since both kinds of errors often occur side by side, and also to ensure both short-term improvement and sustainable success, in practice a combination of these two approaches is often called for. As organizations progress through subsequent stages on their data quality journey, different measures and actions are required. To make ongoing data quality certain, you progress through information about sources of non-quality and associated organizational costs, training and awareness throughout the organization in conjunction with supporting tools and technology, and alignment and accountabilities that make producing quality the default. (10 pages) - 01 Oct 2009
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Media synergy comes of age — Part 2 — Don E. Schultz, Martin Block and Kalyan Raman, Journal of Direct, Data and Digital Marketing Practice Vol. 11 No. 2
This is part II of this paper. Part I was published in Vol. 11, No.1.The research reported in this paper is a follow-on to the Schultz paper (JDDDMP (2006) Vol. 8, No.1, pp. 13 – 19) where the subject of media synergy was raised. In this study, the concepts identified in the original paper have been extended using data from the SIMM (Simultaneous Media Usage) database, which has been collected in the US since 2002. Four consumer media usage and impact variables are used in the analysis: (a) amount of time spent with each of the 31 media forms gathered in the studies, (b) what media forms were used and in what combinations (simultaneous usage) (c) the impact of the media forms in each of eight product categories and (d) consumer reported intent to purchase in a product category in coming periods. Using Chi-Square Automatic Interaction Detector analysis (CHAID), the key media forms were identified for each of three product categories: computers, automobiles and fast food restaurants. This research is an important step in the actual determination of media synergy, which can be used by media planners and buyers. (12 pages) - 01 Oct 2009
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Search marketing yesterday, today, and tomorrow: Promoting the conversation — Mike Grehan and James B. Pettijohn, Journal of Direct, Data and Digital Marketing Practice Vol. 11 No. 2
This paper examines the history and current state of search marketing (SM), and presents the authors ’ speculations regarding SM ’ s future. It is intended to promote reflection and conversation. The authors believe that digital marketers can, and in fact must, interact with the emerging and powerful new communities. To do this, they must develop a variety of new marketing strategies, such as Digital Asset Optimization, interactive engagement marketing, and community-based communications. (14 pages) - 01 Oct 2009
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What happened to strategic segmentation? — Angus Jenkinson, Journal of Direct, Data and Digital Marketing Practice Vol. 11 No. 2
Segmentation that combines insight with descriptive, predictive and operational capability represents the most complete and powerful capability for marketers, when achievable, and therefore a gold standard. However, the author notes a trend towards simpler, limited modes. These tend to isolate capabilities, such as descriptive market segmentation, or predictive analytics for targeting tactical campaigns, or real-time ‘ black-box ’ behavioural algorithms, such as collaborative filtering and next best action. The author suggests this is brought about by failures in technique, process or imagination, giving typical causes, and posits a simple ‘test of effectiveness’ self-audit for organisation decision-making. (16 pages) - 01 Jul 2009
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Automated marketing and the growth of ‘customer compliance’ businesses — Edward Kasabov and Alex J. Warlow, Journal of Direct, Data and Digital Marketing Practice Vol. 11 No. 1
A new type of business has grown in the past 10 years, predicated on the technical innovations provided by the Information Society. These innovations affect all aspects of social organisation but this paper attempts to map their effect on businesses only and on companies utilising database marketing in particular. The strategies and systems developed by companies across a range of sectors are in their infancy, and they are innovating and developing at such a pace that they enjoy competitive advantage over traditional businesses. Although enabled by ICT, these businesses have also broken path dependent practices in fulfilment, supply chain and the provision of customer service. Due to commercial reasons, little information is available on the specifics of the operations of these new businesses that we refer to as ‘customer compliance’ businesses. However, their success across sectors, even during the current recession, is obvious. This paper attempts to identify such new practices, link them to current marketing theory, and suggest implications for traditional businesses as well as academic research as the underlying theory is clearly inadequate and lags behind practitioner innovations. (21 pages) - 01 Jul 2009
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Data quality is everyone’s business — Designing quality into your data warehouse — Part 1 — Tom Breur, Journal of Direct, Data and Digital Marketing Practice Vol. 11 No. 1
In this information age with dramatically growing data volumes, data quality management is proving an avenue for creating sustainable competitive advantage. Combining data from disparate sources provides an opportunity to create new and valuable information. However, it also tends to surface previously existing, but so far unnoticed, data quality issues. To manage these challenges, a data modelling paradigm (Data Vault) and a system development method (Agile), which provide the best alignment among stakeholders is proposed. (10 pages) - 01 Jul 2009
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Media synergy comes of age — Part 1 — Don E. Schultz , Martin Block and Kalyan Raman, Journal of Direct, Data and Digital Marketing Practice Vol. 11 No. 1
The research reported in this paper, which is part 1 of a two-part paper, is a follow-on to the Schultz paper(JDDDMP (2006) Vol. 8, No. 1, pp. 13 – 19), in which the subject of media synergy was raised. In this study, the concepts identified in the original paper have been extended using data from the SIMM (Simultaneous Media Usage) database, which has been collected in the United States since 2002. Four consumer media usage and impact variables are used in the analysis: (a) the amount of time spent with each of the 31 media forms gathered in the studies, (b) what media forms were used and in what combinations (simultaneous usage), (c) the impact of the media forms in each of the eight product categories and (d) consumer-reported intent to purchase in a product category in coming periods. Using CHAID analysis, the key media forms were identified for each of the three product categories: computers, automobiles and visit a fast food restaurant. This research is an important step in the actual determination of media synergy that can be used by media planners and buyers. (17 pages) - 01 Apr 2009
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Channel evolution: How new multichannel thinking can deliver competitive advantage — Lindsay Bruce, Krista Bondy, Rod Street and Hugh Wilson, Journal of Direct, Data and Digital Marketing Practice Vol. 10 No. 4
This paper examines best practice in multichannel marketing, based on a survey of firms across sectors and sizes. Its principal findings are that the first phase of multichannel marketing implementation, focussed on the switch to low-cost channels, is now well advanced, and is making a transition into a second phase. In this phase, multichannel marketing offers the advantage of not only lower costs, but also greater customer preference. The most important activities required in moving into this second phase are focus on the customer experience, integration and interactivity of channels and adaptation of metrics to reflect this new focus. The paucity of firms currently making the transition to this second phase of multichannel activity offers opportunities for those firms still able to adapt. (7 pages) - 01 Apr 2009
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Examining the future of retail banking: Predicting the essentials of advocacy in customer experience — Samuel Rabino, Stephen R. Onufrey and Howard Moskowitz, Journal of Direct, Data and Digital Marketing Practice Vol. 10 No. 4
Service marketing, customer service satisfaction and the transition of the economy from product manufacturing to a service-oriented economy have received extensive attention in the business world. In this kind of an economy, customers who experience a high level of satisfaction become repeat, loyal customers. The result of loyalty in banking is that customers remain customers, even when they have a negative experience. In addition to loyalty, an emerging area of interest is customer advocacy, which is built on the basics of customer satisfaction and loyalty. The ‘advocate’ customer in turn communicates with other individuals who might become new customers. (22 pages) - 01 Apr 2009
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Marketing by objectives: Using segmentation based on purchase timing to enhance customer equity — Behram Hansotia, Journal of Direct, Data and Digital Marketing Practice Vol. 10 No. 4
Enhancing customer equity is the primary challenge for all companies, but this responsibility is particularly critical for the Marketing department. Starting with a relatively simple three-dimensional value-based customer segmentation, this paper describes a goals-based approach to enhancing the value of the customer base. This requires setting marketing objectives for customers in each segment, namely the migration of customers from lower-value segments to higher-value segments. Several analytical tools for implementing this approach are discussed, including a purchase-timing model for the segmentation and clustering approaches, so marketers can develop greater insights into micro-segments characteristics and needs, as well as product propensity models for targeting the right products to different customers. Also discussed are related applications of the segment transition matrix used to develop the marketing objectives. These include the development of pro forma income statements to justify possibly new marketing expenditures, the estimation of the lifetime value of a new customer and the value of the enterprise based on customer cash flows. (20 pages) - 01 Jan 2009
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Campaign execution: New technology platforms offer multichannel solutions — Robert Whitton, Journal of Direct, Data and Digital Marketing Practice Vol. 10 No. 3
This paper reviews the development of cross-media tools and techniques for direct marketers, with a healthy mix of personalised website, e-mail and print outreach to customers and prospects. By examining new and emerging approaches to customer messaging and marketing — illustrated through the narratives of active, current practitioners — the paper introduces an infrastructure and resources model for executing successful integrated marketing campaigns. (16 pages) - 01 Jan 2009
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Competing on web analytics — Eric T. Peterson, Journal of Direct, Data and Digital Marketing Practice Vol. 10 No. 3
In 2006, Tom Davenport published Competing on Analytics in the Harvard Business Review. This paper served as a wake-up call for businesses that had made significant investments in data-processing technology but had not appreciated commensurate returns. This paper outlines how Davenport’s work can be applied to the online channel, providing business an entry-point into the complex process of transforming a company’s ability to compete on analytics. (9 pages) - 01 Jan 2009
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Connected Commerce: The intersection of e-commerce and e-communication — Simone Barratt and Steve Davis, Journal of Direct, Data and Digital Marketing Practice Vol. 10 No. 3
Only a handful of brands are providing their customers with highly personalised digital experiences. From their website, to email and mobile messaging, they've put the customer's interests at the forefront of their digital strategy. They've changed the fundamentals of their digital communications with their customers by creating an environment of Connected Commerce. The results have been exceptional customer loyalty, sales growth and profits that outpace those of their peers. The vast majority of companies are, however, still playing catch-up. Many have 'customer-centricity' somewhere in their vision statements, but they've not yet made the necessary commitments to bring customer relevance to the face of their digital brands. Their results reflect this in dwindling loyalty, sales and profits. The good news for these companies is that it's not too late to make the shift and push to the front of their industries. This paper explores what it takes to move from internally driven promotions to customer-centric interactions. This shift requires taking advantage of technology advancements and process improvements, but also a new mindset about one's marketing approach. (13 pages) - 01 Jan 2009
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Marketing automation systems integration: The art and engineering to make it all work seamlessly — David Keens and David Barker, Journal of Direct, Data and Digital Marketing Practice Vol. 10 No. 3
The successful implementation of any complex information technology (IT) solution is challenging, but integrating a marketing automation solution into an organisation brings additional and unique considerations. The key decision points range from how to perform appropriate business process modelling and requirements analysis, through to the selection of customer data integration technology, software applications and implementation partners. There are aspects of both art and engineering required to make this integration appear seamless. The current economic downturn places additional pressures on marketing and IT budgets, but a successful implementation of marketing automation systems can simultaneously cut costs and drive additional revenue. This paper identifies success criteria for marketing automation systems integration, and presents the four key factors influencing the outcome of such integration projects. (10 pages) - 01 Jan 2009
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Marketing resource management: An investment that can energise your entire customer management strategy — David Newberry , Beth Weesner and Larissa DeCarlo, Journal of Direct, Data and Digital Marketing Practice Vol. 10 No. 3
Improving efficiency and effectiveness of the marketing organisation is chief among most Chief Marketing Officers’ (CMOs) responsibilities. As marketing evolves from art to science, technology is playing an increasingly important role in the CMO’s toolbox. Learn about the types of solutions and vendors available, and receive some valuable tips on how to manage your deployment and negotiate the best deal. (10 pages) - 01 Jan 2009
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Next-generation campaign management: How campaign management will evolve to enable interactive marketing — Elana R. Anderson, Journal of Direct, Data and Digital Marketing Practice Vol. 10 No. 3
This paper explains how marketers must redefine their approach to reflect radical shifts in channels and customer behaviour – including an accelerating shift toward addressability, growing convergence between online and direct channels, and increasing customer power to shape marketing dialogues and buying experiences. The author discusses how marketers must engage customers and prospects in a personal, cross-channel conversation that builds upon that individual’s past and current behaviour. Also explains how marketers must listen to all information provided, analyse it and respond – sometimes in real-time – in ways that are compelling, timely and relevant. Closes with a discussion of the fundamentally new marketing tools, stronger integration and revamped organisational structure that will be required to achieve these goals. (11 pages) - 01 Oct 2008
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Real time geodemographics: New services, business opportunities and risks from analysing people in time and space — Peter Furness, Journal of Direct, Data and Digital Marketing Practice Vol. 10 No. 2
Traditionally, geodemographics has been the description of people according to where they live, derived from the study of spatial information. New technologies such as GPS tracking and virtual worlds, however, provide an opportunity to describe people in much greater detail in terms of space and time. From the moment we wake up, our digital footprints provide a rich source of data for ‘real time geodemographics’, which can support some exciting new service and business opportunities — from pay-as-you-drive motor insurance to location-based social networking. This paper surveys the enabling technologies and illustrates what can be achieved with a series of case studies. Also examined are the downside risks, especially the data protection and privacy issues that will impact public acceptance. Closes with a few predictions for how real time geodemographics will develop over the next few years. (12 pages) - 01 Oct 2008
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Search engine optimisation: A primer on outsourcing key tasks — Ralph F. Wilson and James B. Pettijohn, Journal of Direct, Data and Digital Marketing Practice Vol. 10 No. 2
This paper focuses on the basics of search engine optimisation (SEO) and is the third in a series of SEO primers published in this Journal by the authors. The paper discusses the topic of outsourcing SEO, particularly outsourcing the tasks of obtaining incoming links to the site in question and optimising a select group of the site’s pages on certain keywords. Its content, which includes questions to ask when interviewing an SEO vendor and a listing of sources of information on various SEO-related topics, should be applicable both to the online marketer and to those who teach e-marketing. (17 pages) - 01 Oct 2008
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The customer journey when purchasing a new mobile phone: Testing a dual mediation model — Jengchung Victor Chen , Phyo Linn Nicholas Kyaw and William H. Ross Jr., Journal of Direct, Data and Digital Marketing Practice Vol. 10 No. 2
Manufacturers and wireless carriers who market cellular telephones seek to shape consumer purchase intentions through advertising. This paper builds upon previous research to test a Dual Mediation Model (DMM) of advertising that incorporates cognitions, affect, attitudes toward the advertisement and attitudes toward the brand as these influence consumers’ purchase intentions. A field study investigating university students’ intentions to purchase a cellular telephone is used to test the model with structural equations. The results indicate strong support for the DMM. (17 pages) - 01 Jul 2008
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Customer loyalty in the UK general insurance market — Ian Hughes, Journal of Direct, Data and Digital Marketing Practice Vol. 10 No. 1
This report examines the issue of customer loyalty in the UK general insurance market, examining what types of customers are likely to be loyal and whether insurers can modify their strategy to capture more loyal customers. Concentrating on the volatile motor insurance market with a 12-month survey of over 24,000 policyholders, the findings reveal a worrying scenario in the contemporary marketplace. (14 pages) - 01 Jul 2008
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Customer management in public sector organisations — Neil Woodcock, Merlin Stone and Yuksel Ekinci, Journal of Direct, Data and Digital Marketing Practice Vol. 10 No. 1
This paper review the results of a recent pilot study of the extent to which public sector organisations (PSOs) are focused on understanding and managing stakeholders, citizens or customers. The authors conclude that while at the tactical level there has been some progress, there is still a long way to go when it comes to focusing PSOs on this task strategically. (13 pages) - 01 Jul 2008
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Meet the charmed generation — Dick Stroud and Alex Batchelor, Journal of Direct, Data and Digital Marketing Practice Vol. 10 No. 1
The current generation of over-50s is an affluent one. They have benefited from a free welfare system for health and education, from generous pension benefits and unprecedented increases in property values. Yet, marketers largely ignore this group of affluent consumers or treat them as a 'niche' sector. The authors identify a sub-group of the over-50s, called the 'charmed generation', possessing high levels of wealth and income. Companies should be targeting these consumers. The authors explain how this can be done. (9 pages) - 01 Apr 2008
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Collaborative CRM: A missed or a mythical opportunity — Richard Cuthbertson and Steve Messenger, Journal of Direct, Data and Digital Marketing Practice Vol. 9 No. 4
This paper considers the way in which retailers and manufacturers work together to maximise sales. The paper highlights key issues surrounding the successful development of customer relationship management (CRM), and explores these issues with practitioners from a range of leading retail and manufacturing companies in order to identify possible solutions. The results of the analysis show that real collaborative CRM is only possible through aligning attitudes and measurements while acting independently to create combined consumer benefit. (9 pages) - 01 Apr 2008
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Data optimisation — Luke McKeever, Journal of Direct, Data and Digital Marketing Practice Vol. 9 No. 4
This article is a lightly edited version of a presentation given by the author at the IDM annual seminar in the spring of 2007.(8 pages) - 01 Apr 2008
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Donor profitability measurement: Part 2 — Making donor-level profitability work — John Sauve–Rodd, Journal of Direct, Data and Digital Marketing Practice Vol. 9 No. 4
General profitability rule found: using further donor profit case studies, there is a repeating and broadly similar 'profit curve' across widely different charities and countries. It appears that there is a 'natural law' of profit distribution at work. This means that donor profitability can be predicted and forecast with some accuracy. Taking action: four approaches are suggested for the deployment of donor-level profit in practice: (1) large-scale cost reduction on lossmaking donors; (2) cost reallocation to high-profit donors; (3) conversion, recycling and internal trade for loss-making donors and (4) much better accounting skills for costs in fundraising departments. Resistance to change: however logical and 'scientific' the arguments for donor-level profit-based approaches, charities cling to old ways, despite their decreasing effectiveness, and are risk averse. Proxy strategies: very few charities undertake profit-based approaches as suggested, but there is evidence of a proxy system: middle donors (also called intermediate or high-value donors). These, however, are not part of a true or thorough profit-based strategy and they serve to divert attention and muddy the water. No overhead trap: critics of the donor profitability approach have warned that an 'overhead trap' exists for anyone slicing out large chunks of cost from the low end of a donor programme. Tests in this research prove that the overhead trap does not exist and is an illusion. Future vision: at the heart of a profit-based strategy, we recommend starting with these words 'All donors are important to us, but we realise that some donors are far more important, financially, than the general throng...' (16 pages) - 01 Apr 2008
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The true cost of fundraising: Should donors care? Adrian Sargeant , Elaine Jay and Stephen Lee, Journal of Direct, Data and Digital Marketing Practice Vol. 9 No. 4
In response for calls for greater accountability and transparency in the voluntary sector, this paper reports the results of a major new benchmarking study of the fundraising performance of the UK’s Top 500 charities. It focuses on the performance of the key direct marketing media and in the light of the results, highlights a number of critical lessons that must be conveyed by charities seeking to gain the public trust. (14 pages) - 01 Jan 2008
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Falling in Love 2.0: Relationship marketing for the Facebook generation — Danny Meadows-Klue, Journal of Direct, Data and Digital Marketing Practice Vol. 9 No. 3
Until now the relationship between brands and consumers has been one way. The rules of marketing had to change, and the web has proved a catalyst in bringing the changes forward and amplifying their scale. The removal of frictions in the spread of information has created a radically different landscape for marketers to work within and this is a key element in understanding how the fi rst generation of internet marketing works. The sudden emergence of the Web 2.0 marketing techniques demand additional approaches, and while most marketers are still wrestling with the fi rst generation, savvy brands are exploring the landscape that social media and social networks create for marketers. These techniques are allowing much deeper drivers in social change to be unleashed, with a profound impact on planning customer connections. The new generation of relationship marketing responds to the additional challenges of digital media literacy, and in the right hands can trigger a rebuild of the entire marketing mix. Relationship marketing for the Facebook generation demands both thinking and acting differently. (6 pages) - 01 Jan 2008
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Mail 2.0: How digital is driving the re-invention of mail — Alex Batchelor, Journal of Direct, Data and Digital Marketing Practice Vol. 9 No. 3
The transformation of the media and communications landscape following the emergence of digital in the mid-1990s is being given new impetus with Web 2.0. In that context, this paper considers the changing social and commercial role for consumer mail. The fi rst half begins by looking briefly at the evolution of mail and its changing uses. It then looks at mail ’ s dominance as a communications channel, ‘ junk ’ mail and mail ’ s ‘ user-value ’ . The second half focuses on the impact of digital on mail. It shows that, far from sounding the death knell for mail as predicted, digital and mail are enormously complementary. The paper concludes that digital, in combination with the trend towards customer-centricity, is actually serving to re-invigorate and re-invent mail around its three unique strengths. (14 pages) - 01 Jan 2008
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Social networking: An age neutral commodity — Social networking becomes a mature web application — Dick Stroud, Journal of Direct, Data and Digital Marketing Practice Vol. 9 No. 3
This paper discusses how Social networking has quickly matured to become relevant to all age groups and types of consumer. The paper explains the fundamentals of social networking, traces its origins and explains the reasons for its rise to prominence. The paper considers how this application is likely to develop and concludes by detailing the way marketers should react. (15 pages) - 01 Jan 2008
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The rise of enterprise 2.0 — Jacques Bughin, Journal of Direct, Data and Digital Marketing Practice Vol. 9 No. 3
This paper looks at how collaborative technologies are being adapted inside the enterprise, based on global field research involving more than 2,800 executives, and enriched by an online board discussion contrasting motivations of early versus late adopters of ‘ enterprise 2.0 ’ . It is observed that ‘enterprise 2.0’ diffusion is relatively rapid and that one key rationale of adoption is to leverage new dimensions of collaborations that can form the basis for a new source of competitive advantage. While there is evidence of large pay-offs from the use of ‘ enterprise 2.0 ’ , the key challenge lies not in the promise of the technology, but more into superb execution — the paper closes with a set of key themes for successful implementation. (9 pages) - 01 Jan 2008
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Web 2.0: Conceptual foundations and marketing issues — Efthymios Constantinides and Stefan J. Fountain, Journal of Direct, Data and Digital Marketing Practice Vol. 9 No. 3
This paper identifies the technological and commercial foundations of the new category of online applications commonly described as Web 2.0 or Social Media. It examines the relevance of Web 2.0 for Marketing Strategy and for Direct Marketing in particular. (14 pages) - 01 Oct 2007
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Guerrilla video: Why and how web video will change the fabric of the web — Dick Stroud, Journal of Direct, Data and Digital Marketing Practice Vol. 9 No. 2
The author discusses why video imbedded into websites will be one of the most significant developments in online marketing. He explains the developments that have enabled the explosion in web video to occur and the opportunities it creates for marketers and investigates how web video is likely to evolve during the next 24 months and highlights the potential dangers if it is used in an indiscriminate way. (14 pages) - 01 Oct 2007
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Media hype or scandal: Exploring participation TV best practice — Graham Jarvis, Journal of Direct, Data and Digital Marketing Practice Vol. 9 No. 2
Examines the current scandals in television surrounding phone in competitions and their long-term effects on consumer trust. It argues for new best practice guidelines which will evolve in line with new technologies. (8 pages) - 01 Oct 2007
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The Megatrends: What to expect in direct and interactive marketing in 2010 — Bruce A. Biegel, Journal of Direct, Data and Digital Marketing Practice Vol. 9 No. 2
This paper is a transcript of the closing keynote speech at the May 2007 IDM Symposium, sponsored by Oracle. (12 pages) - 01 Jul 2007
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A comparison of the characteristics of eBay consumers and eBay nonconsumers — Gregory S. Black, Journal of Direct, Data and Digital Marketing Practice Vol. 9 No. 1
Understanding the variables that influence eBay auctions has received much interest from academic researchers. Most studies concentrate on the effects of auction characteristics on the success of eBay auctions. A few studies identify consumer demographics that help predict the likelihood of consumers participating in eBay auctions. To date, however, no study has attempted to identify consumer personality traits, values and attitudes that might help predict whether a consumer will participate in eBay purchasing. In this paper, the author examines a set of consumer demographics, values, attitudes and personality traits to assess these variables’ impact on eBay participation by consumers. Findings indicate that a consumer’s family size and consumption motivation have an impact on their participation in eBay; also that eBay consumers have different attitudes towards eBay than eBay non-consumers. (14 pages) - 01 Jul 2007
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Donor profitability measurement — John Sauve-Rodd, Journal of Direct, Data and Digital Marketing Practice Vol. 9 No. 1
This paper examines, through analysis and a case study, the profitability of individual donors. The purpose is to examine these questions: what can we learn about the range and distribution of donors, who counts the most profit-wise, and what are the implications for fundraising management? (20 pages) - 01 Jul 2007
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Pop-ups, pop-unders, banners and buttons: The ethics of online advertising to primary school children — Agnes Nairn and Alexander Dew, Journal of Direct, Data and Digital Marketing Practice Vol. 9 No. 1
The growth in children’s access to the internet has led to the development of thousands of child-oriented websites, many of them laden with commercial promotion. Interest groups, parents and lobbyists are now questioning the ethics of targeting children through this new medium. Some have even called for it to be banned. This paper examines the evidence behind these concerns, gives an overview of the codes currently in place to regulate online advertising to children and presents a review of commercial practice on some websites currently popular with UK primary school children aged 9–11. Most of the sites accessed by today’s children are not specifically targeted at them. This means that advertising tends to be for products not used by children. While most of these adverts are irrelevant rather than harmful, the fast-evolving interactive formats of online advertising give cause for concern. In particular, half of adverts (particularly adver-games) are not clearly labelled as such, signposting from host sites to an advertiser’s site is poor, and there is significant use of popular children’s characters to incite sales. All of these practices are potentially deceptive for children below senior school age who may find it hard to distinguish persuasive intent from entertaining content. There is thus a strong case for site owners, advertisers and self-regulatory bodies to work together to ensure that sites are aware of the audience they are attracting and to make it easy for children to understand the difference between what is designed to entertain and what is designed to persuade. (17 pages) - 01 Apr 2007
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Children and privacy online — Agnes Nairn and Dowsiri Monkgol, Journal of Direct, Data and Digital Marketing Practice Vol. 8 No. 4
Kids are spending more money on goods and services and more time online than ever before. This makes them an incredibly tempting target for online marketing. But what are the data protection issues where children are concerned? (10 pages) - 01 Apr 2007
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Enterprise marketing management (EMM) systems: Current use and future prospects — Carol Meyers, Journal of Direct, Data and Digital Marketing Practice Vol. 8 No. 4
In order to gather data on current and future use of enterprise marketing management solutions in Europe, Unica and Ovum conducted an online survey of 300 senior marketing executives during December 2005-January 2006. Respondents represented a range of industry sectors and were equally divided among France, Germany and the UK. Most respondents expressed confidence about the strategic value of marketing in supporting the organisation, and good practice in marketing was said to be widespread. In contrast to the pervading optimism, UK respondents in particular were pessimistic about their ability to achieve the organisation’s marketing objectives, due to a lack of marketing expertise. (10 pages) - 01 Apr 2007
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Learning from integrated marketing: How to optimise personalised customer marketing strategies (Part 2) — Angus Jenkinson, Journal of Direct, Data and Digital Marketing Practice Vol. 8 No. 4
This paper considers the implications of integrated marketing for direct marketers. Based on a model of integrated marketing previously reported in the journal, it reviews five customer experience factors that form a single coherent driver of business success as well as the antecedent business performance characteristics that determine excellence in managing customer experience. It suggests significant practical changes for the practice of communication planning and evaluation, and further argues that the broad community of ‘direct marketing’ practitioners responsible for managing personalised relationships has acquired a body of skills and experience with considerable relevance to marketing best practice, organisation development and strategy in general. (17 pages) - 01 Jan 2007
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Integrated marketing and its implications for personalised customer marketing strategies — Angus Jenkinson and Brian Mathews, Journal of Direct, Data and Digital Marketing Practice Vol. 8 No. 3
This paper is the first of two summarising selected findings by the Centre for Integrated Marketing over the last five years. Implications are highlighted for direct marketers and others with responsibility for marketing strategies, managing customer relations and/or generating personal communication that is intended to be responsive to the interests and behaviours of segments and individuals (such as an interactive webpage, mobile phone text or call centre service response). However, the boundaries of such personalised communication are broad and relatively fluid. For the sake of convenience, the term 'direct marketing' is used as a broad label to cover all such forms of marketing and communication. A model of 'Integrated Marketing' based on a range of empirical and statistical research activities is considered and, in the concluding paper, the implications for direct marketers will be examined. (17 pages) - 01 Jan 2007
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Search engine optimisation: A primer on linkage strategies — Ralph F. Wilson and James B. Pettijohn, Journal of Direct, Data and Digital Marketing Practice Vol. 8 No. 3
This paper (and its previously published companion in the Journal of Direct, Data and Digital Marketing Practice Vol. 8 No.2) addresses the fundamentals of how search engines operate and presents a number of suggestions that marketers can follow to improve their sites’ search engine rankings. Since those rankings basically are determined by two overall factors, keywords and links from other sites, our first paper dealt with strategies for optimising a site’s keywords in preparation for search engine spiders. This paper deals with strategies for obtaining linkages from other sites. Although the primary focus is on a site's ranking in Google searches, the information provided should prove useful for increasing a site’s ranking on other search engines as well. This information is suitable for marketers, as well as for academicians interested in learning the fundamentals of search engine optimisation. (16 pages) - 01 Jan 2007
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Using names to segment customers by cultural, ethnic or religious origin — Richard Webber, Journal of Direct, Data and Digital Marketing Practice Vol. 8 No. 3
In advanced European economies, it is typical for some 20 per cent of the residential population to be either immigrants or descendants of recent immigrants. By no means are all of these people occupied in menial jobs. Indeed, a recent analysis of the British 'Rich List' suggests that these groups are now disproportionately found among the extremely wealthy. Although this 20 per cent of population are likely to have very distinctive consumer preferences, very few organisations have found effective means of identifying the extent of this population on their customer databases or of reaching them with targeted media or communications. This paper explains how, from detailed analysis of personal and family names, it is possible to profile and target consumers according to their origins in a much more effective way than by including ethnicity, birthplace or religion on either customer or market research questionnaires. (17 pages) - 01 Oct 2006
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Business breakfast groups — Worth getting out of bed for? — Julie McKeown, Journal of Direct, Data and Digital Marketing Practice Vol. 8 No. 2
Word-of-mouth marketing via creating networks, mainly through business breakfast groups, web-based communities and the like, is fast becoming a major channel to market for small businesses, especially start-ups. Many groups are now international —such as BNI (Business Network International), which started in the USA and now has groups across the globe. These types of network groups are franchise businesses in themselves with the members as their customer base. The business model is very simple: representatives from businesses gather round a table over breakfast (or sometimes in the evening) to refer work to each other. They each act as a salesperson for colleagues in the group during their daily business interactions, actively trying to get them introduced into new areas of opportunity. (8 pages) - 01 Oct 2006
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Marrying market research and customer relationship marketing: Are they good bedfellows? — Richard Cuthbertson and Steve Messenger, Journal of Direct, Data and Digital Marketing Practice Vol. 8 No. 2
This paper builds on previous research to demonstrate the power of marrying together market research data and existing loyalty card data in improving promotional marketing. In particular, it includes the analysis of real attitudinal data (cognitive, affective and conative) collected specifically for this task from 3,000 customers. (12 pages) - 01 Oct 2006
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Search engine optimisation: A primer on keyword strategies — Ralph F. Wilson and James B. Pettijohn, Journal of Direct, Data and Digital Marketing Practice Vol. 8 No. 2
This paper is the first of two written by the authors on the topic of search engine optimisation. It provides simple answers, from a keyword perspective, to two questions. What is search engine ranking all about? How does a website get higher rankings? (13 pages) - 01 Jul 2006
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Media synergy: The next frontier in a multimedia marketplace — Don E.Schultz, Journal of Direct, Data and Digital Marketing Practice Vol. 8 No. 1
This paper reviews the development of marketing communication planning and moves into the current and future multimedia marketplace. Today there are more media forms and more consumer interaction; this, coupled with increased consumer knowledge, requires new methodologies far different from the traditional media planning approaches. This paper presents a new media consumption model as a potential solution and urges others to respond to the changes. (17 pages) - 01 Jul 2006
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Consumer motivation: Home truths and marketing myths — Bill Burey, Journal of Direct, Data and Digital Marketing Practice Vol. 8 No. 1
In the light of strong indications of consumers becoming steadily more dissatisfied with marketing approaches (e.g. soaring TPS and steadily-growing MPS registrations), CCB Research set out to discover consumer attitudes to various marketing methods, creative approaches and media, and simultaneously to record what marketers presumed these consumer attitudes to be. (16 pages) - 01 Jul 2006
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The 2004 US Presidential campaign: Impact of hybrid offline and online ‘meetup’ communities — Bruce Weinberg and Christine Williams, Journal of Direct, Data and Digital Marketing Practice Vol. 8 No. 1
This paper examines the relationship between ‘meetup’-related processes and marketing activities for the 2004 US presidential campaign. It explores attracting customers/participants/volunteers, activism, organising and fundraising. In addition, it describes a new type of consumer/political activist and contrasts it with the ‘traditional’ campaign activist. The data and analyses are drawn from a national electronic survey of participants in presidential ‘meetup’ events. (12 pages) - 01 Apr 2006
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Issues and challenges in estimating customer equity — Behram Hansotia, Journal of Direct, Data and Digital Marketing Practice Vol. 7 No. 4
This paper starts by describing key applications of customer equity (CE), followed by a discussion of estimating CE using Markov chains and statistical modelling techniques. A simulation-based approach and an analytic approach are presented for the Markov chain models, and direct and components-based approaches are presented for the statistical methods. (25 pages) - 01 Apr 2006
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Return on Customer: A new metric of value creation — Return on investment by itself is not good enough — Don Peppers and Martha Rogers, Journal of Direct, Data and Digital Marketing Practice Vol. 7 No. 4
Marketers are being assailed from all quarters with respect to accountability for their initiatives. But virtually all the financial measures being used, from return on investment (ROI) to return on marketing investment (ROMI), have a fatal limitation: each assumes there is an infinite supply of customers and prospects. In fact, customers and prospects are limited in number. They are a scarce productive resource — even scarcer than capital for most businesses. No business can create value without a customer, and different customers create value at different rates. If marketing’s job is to create the maximum possible value for a business, then it should employ a metric of success that gauges how much value is created per customer available, rather than how much value is created per dollar invested. Return on Customer, or ROC, is a metric designed for that purpose. ROC incorporates not just the profit generated by a customer in the current period, but also any positive or negative changes in the customer’s lifetime value during the period. A firm relying on ROC will make different — and more managerially and financially beneficial — decisions than it would make by relying solely on ROI. ROC should be maximised from among the alternatives that exceed a firm’s investment hurdle rate. To do this, a firm must earn the trust of its customers. (14 pages) - 01 Apr 2006
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Behavioural targeting: Can online advertising deliver in 2006? — James A. Matthewson, Journal of Direct, Data and Digital Marketing Practice Vol. 7 No. 4
Online marketing strategy today comprises a wide range of tactics, including search, email, viral, blogs and advertising. But it is on the last of these activities, online advertising, that much of the debate around the effectiveness and contribution to the overall marketing plan continues to focus. Online marketing is a victim of trends; online advertising, once very much out of fashion, is back in fashion. Part of the reason for its renaissance is that its users have learnt to apply traditional direct marketing and database marketing methodologies to its business model. As a result, the concept of ‘behavioural targeting’ is becoming a new weapon in the banner advertiser’s arsenal, a weapon which wields great power to deliver better click and conversion rates and reduce the biggest issue of all in the media spend, wastage. Behavioural targeting is now helping to challenge the entrenched ROI models of effective CPA, and to deliver enhanced long-term value. (12 pages) - 01 Apr 2006
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Key account management: Overcoming internal conflict — Lynette Ryals and Lindsay Bruce, Journal of Direct, Data and Digital Marketing Practice Vol. 7 No. 4
The need for an integrated, cross-functional approach to customer management is well recognised. Managers have tried numerous structural and cultural adaptation methods to achieve it, but with limited success. Strategically important customers are becoming more prevalent and are demanding more sophisticated, integrated (often international) solutions. As a result, the internal conflicts that naturally arise from attempts to integrate across functional and national barriers now risk leading to customer dissatisfaction on a critical scale. Key account management (KAM), developed to meet the broader needs of those large, strategically important customers, has succeeded in overcoming internal conflict where other approaches have failed. KAM success relies on cross-functional teamwork and key account managers with a unique blend of boundary-spanning qualities. Not only does this combination help to solve the problem of internal conflict within the KAM team itself, it also extends beyond the KAM team, reducing cross-boundary conflict and in fighting in the wider organisation. While not an easy or simple solution, and not one that is necessarily suitable for all companies, it seems that where KAM is strategically appropriate the benefits are culturally as well as financially profitable. (8 pages) - 01 Jan 2006
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Consumer attitudes towards disclosing personal data for direct marketing — Gary Robertshaw and Norman Marr, Journal of Direct, Data and Digital Marketing Practice Vol. 7 No. 3
Using 157 personal interviews, this study quantifies typical levels of personal information omission and falsification in voluntary disclosures. The types of personal data that consumers tend to omit and falsify are identified, and an understanding of the underlying
reasons is provided with a consideration of the implications for direct marketing practice. (13 pages) - 01 Jan 2006
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Integrated marketing for SMEs in the global marketplace — Len Tiu Wright,Rehan ul-Haq and Mehmet Oktemgil, Journal of Direct, Data and Digital Marketing Practice Vol. 7 No. 3
This paper reports research identifying the exporting activities carried out by SMEs based in the UK and evaluates their effectiveness in managing the integration of their marketing activities to take advantage of changes in global markets. (23 pages) - 01 Jan 2006
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How parties used segmentation in the 2005 British general election campaign — Richard Webber, Journal of Direct, Data and Digital Marketing Practice Vol. 7 No. 3
There is surprisingly little appreciation of the extent to which political parties use typical direct marketing segmentation practices for their campaign communications. This papers provide an insight using interviews with communications managers in the three main political parties supplemented by experience in providing advice to two of the parties on information strategy both before and during the election. (14 pages) - 01 Jan 2006
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How to reflect commitment to customers in your budget allocation — David Jefferies, Journal of Direct, Data and Digital Marketing Practice Vol. 7 No. 3
Identifies the proportion of direct marketing budget that industries are committing to develop relationships with existing customers and, conversely, the proportion of spend that is being directed towards prospecting activity. Provides an insight to the battle plan of key UK industries and indicates a definite about-face in the balance between customer acquisition and customer development over the last two years. The author analyses the findings and reveals the extent to which the customer is king across a range of vertical sectors. (9 pages) - 01 Oct 2005
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Customer communities herald new ground rules for successful marketing — Graeme Foux, Journal of Direct, Data and Digital Marketing Practice Vol. 7 No. 2
This paper suggests the steps that should be taken to start a customer community and make customer evangelists do your marketing. - 01 Oct 2005
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Developing a customer-focused mindset — Patrick Barwise and Sean Meehan, Journal of Direct, Data and Digital Marketing Practice Vol. 7 No. 2
To become customer-focused, companies need clear values based on openness, flexibility and an external focus; an insistence that business cases are supported with current, factual market data; and limited tolerance for trial and error. The aim is to be fast and right in the eyes of customers. - 01 Oct 2005
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The role of data integration in integrated marketing communications planning — Dawn Orr and Jon Cano-Lopez, Journal of Direct, Data and Digital Marketing Practice Vol. 7 No. 2
Media fragmentation has diluted the impact of most media. To achieve even average coverage across all customer groups involves buying multiple spots in diverse channels. Conventional media metrics have not helped advertisers to track these elusive consumer groups. Media-neutral planning makes even greater demands on data capabilities. To address this growing complexity and decreasing effectiveness, marketers need to use data characteristics to define their choice of media, rather than profiling the consumers of media that have already been planned. In this way, a better fit can be achieved between the target audience and the media it uses. For brands with multiple customer franchises, this may be the only way to increase ROI on their
marketing. - 01 Jul 2005
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Are abstainers different from voluntary contributors of personal information? Implications for direct marketing practice — Gary S. Robertshaw and Norman E. Marr, Journal of Direct, Data and Digital Marketing Practice Vol. 7 No. 1
Using 256 personal interviews and a case study, this paper explores demographic and value-system differences between contributors of personal information and abstainers, and provides a phenomenological insight into the reasons underlying the differences. - 01 Jul 2005
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Digital marketing for the 'charmed generation' — Dick Stroud, Journal of Direct, Data and Digital Marketing Practice Vol. 7 No. 1
This paper has two objectives: first, to explain who the charmed generation are and why they represent a unique business opportunity that should not be ignored; and secondly, to show why the charmed generation's age requires companies to change the way they design and test their websites. - 01 Jul 2005
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Identifying 'unknown diabetics' using geodemographics and social marketing — Marc Farr and Andy Evans, Journal of Direct, Data and Digital Marketing Practice Vol. 7 No. 1
This paper reports on a pilot study of the use of geodemographic segmentation and social marketing to identify people at risk of the disease Type II diabetes within a primary care trust (PCT). - 01 Apr 2005
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The management and communication of customer insight — Steve Wills, Interactive Marketing, Vol. 6 No. 4
This paper will examine the reasons why this happens, and puts forward a model for the way that insight should be managed and communicated such that it can deliver its full potential. - 01 Apr 2005
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Multi-channel experience consistency: Evidence from Lexus — Hester Stuart-Menteth, Simon Arbuthnot and Hugh Wilson, Interactive Marketing, Vol. 6 No. 4
This paper goes a little way towards redressing the balance by reporting on a survey of Lexus customers that looks at the consistency of customer experience across multiple touchpoints, and crucially at how this customer experience impacts on Lexus via customer retention and propensity to recommend. - 01 Apr 2005
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This time it is personal: Employee online shopping at work — Susan M. Adams, Bruce D. Weinberg, Jaci Jarrett Masztal and Diane M.Surette, Interactive Marketing, Vol. 6 No. 4
This study focused on exploring some of the underlying factors related to personal online shopping in the workplace. In a survey of 852 employees from the USA and Canada, 72 per cent indicated that they had shopped online at work. - 01 Apr 2005
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Data collection: Central frameworks for localised customer lifetime value — Toon Diependaele, Interactive Marketing, Vol. 6 No. 4
This paper highlights the basics for companies seeking to build lifetime value with their customers through a centralised data-gathering programme that is translated into locally relevant communication. - 01 Jan 2005
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Measuring multichannel effectiveness using the balanced scorecard — Mike Bazett, Ian Bowden, Jennifer Love, Rod Street and Hugh Wilson, Interactive Marketing, Vol. 6 No. 3
This paper discusses a balanced scorecard approach to the development of such a metrics set. It illustrates the approach with reference to a multichannel retailer, and discusses some implementation issues such as the impact on individual targets and rewards. - 01 Jan 2005
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A primer for the use of Internet marketing research tools: The value of usability studies — Moutusi Maity and Cara Lee Okleshen Peters, Interactive Marketing, Vol. 6 No. 3
This paper reviews several commonly used online marketing research techniques, suggesting that many inadequately measure the quality of a user’s website experience. More recently developed methods found within the marketing literature that rectify the shortcomings in online marketing research are identified, and usability studies are singled out as an effective tool for creating a more complete assessment of online consumer activity. - 01 Oct 2004
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Building an internal marketing management calculus — Don E.Schultz, Interactive Marketing, Vol. 6 No. 2
The paper identifies the five major difficulties managers face in developing and implementing an internal marketing programme. From that, it provides a model for a financially based integrated internal marketing management development and allocation calculus approach. - 01 Oct 2004
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The yin and yang of marketing measurement: Four principles of innovation — Lisa Bodell and Carey Earle, Interactive Marketing, Vol. 6 No. 2
This paper presents a balanced and holistic approach to the controversial topic of marketing measurement. It introduces four innovative principles that can make marketing measurement more effective, and it is hoped that the paper will assist marketers in developing more robust and relevant measurement programmes. - 01 Oct 2004
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Affinity marketing — A step in the right direction? — Andrew Greenyer, Interactive Marketing, Vol. 6 No. 2
This paper investigates the proportion of the marketing budget spent on affinity marketing and looks into whether this will rise substantially in the next two years. It also examines the culture of collaboration and the perceptions of partnership marketing. - 01 Oct 2004
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The interactive viewer: Reality or myth? — Michael Svennevig, Interactive Marketing, Vol. 6 No. 2
The advent of interactive digital television (iTV)in the UK has the potential to revolutionise the use of the television set. But, as past technological innovations reveal, there may well be a great difference between the potential uses of a technology and the actual uses. The key issue is how people in the UK will use iTV in their everyday lives, and whether they will use the interactive capacities made available through iTV or whether they will use iTV as ‘more television’. Available data suggest that the impact of iTV will be less dramatic than often predicted,and will be more of an evolutionary process than a revolutionary change. Interactivity per se may not be as powerful an in fluence on people’s patterns of television use as has been predicted, compared with its core role in internet use. - 01 Jul 2004
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Key account management in financial services: Poised between desire and fulfilment — Diana Woodburn, Interactive Marketing, Vol. 6 No. 1
Key account management (KAM) requires a more extensive engagement by suppliers than many of them originally envisaged. As a result, service providers are now reducing the numbers of customers that they consider to be key, and selecting them more carefully and on the basis of their potential rather than their past. - 01 Jul 2004
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Classifying businesses — Richard Webber, Richard Lloyd and Sue Walters, Interactive Marketing, Vol. 6 No. 1
Both in business-to-business (B2B) and business-to-consumer (B2C) marketing, marketing resources can be more efficiently targeted if an organisation has access to 'external' as well as internally sourced information on customers and prospects. But the range and detail of external information accessible to B2C marketers have for many years been considerably greater than that available to B2B marketers. As a result B2C marketers have had access to a wider range of more sophisticated value-added segmentation services than their B2B counterparts. - 01 Jul 2004
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Supplier relationship management — Nick Martin, Interactive Marketing, Vol. 6 No. 1
Working seamlessly with external providers is as important to the contemporary sales and marketing organisation as it is to any other aspect of business. Yet this is an area where solutions that optimise the effectiveness of how the organisation and suppliers work together are far and few between. It is ripe for improvement. - 01 Jul 2004
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Dancing in step — The choreography of loyalty partnerships. Can Nectar succeed where Shell Smart failed? — Alan Tapp and Merlin Stone, Interactive Marketing, Vol. 6 No. 1
The arrival of Nectar has reignited interest in multi-partner loyalty schemes. Industry experts were invited to comment on the implications of the chequered history of other loyalty programmes for Nectar. There are two central issues: first, the set-up of the scheme to make it attractive to consumers, and secondly, the use of customer data to generate actionable insights for the partners. Nectar can justifiably be pleased with its successful consumer marketing. Its next step, turning data into useful actions, will be a major challenge. Some of the difficulties are highlighted and discussed. - 01 Jul 2004
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What are your web data good for — Time for a rethink on web analytics standards — Paul Cook, Interactive Marketing, Vol. 6 No. 1
When it comes to gathering data about website visitors, page views and activity on your site, the chances are that your business is using either a cookie-based or IP address-based approach. These data are your online management information and are likely to form the basis of decisions about online business expenditure, the value of online marketing activity and the impact the web is having on your overall customer value. But what if the metrics on which you are basing these strategic business decisions are fundamentally flawed? This paper discusses the results of a study undertaken to examine this issue in more detail. - 01 Apr 2004
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CRM in financial services: Are companies realising the benefits of CRM in practice, and how is the strategy being implemented in organisations? — Janet Winston, Interactive Marketing, Vol. 5 No. 4
As a potentially very powerful business strategy that can deliver signficant economic benefits for organisations, the subject of CRM has attracted growing attention throughout the 1990s to date. There has, however, been increasing criticism recently of the approach, because it does not appear to be delivering the expected results in practice. The concept of relationship marketing has also been criticised for being difficult to implement in practice, with many
organisations failing to implement the approach according to the advocated principles. - 01 Apr 2004
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The buyer-centric revolution: The rise of reverse direct — Alan Mitchell, Interactive Marketing, Vol. 5 No. 4
A long-standing and fundamentally important division of labour between marketers and consumers is coming to an end. Traditionally, companies make and sell while consumers buy and use. But emerging added-value buying services are putting the power of IT and
information in the hands of consumers and reversing the flow of marketing processes, so that buyers’ search for value pre-empts the sellers’ search for customers. - 01 Jan 2004
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Designing geodemographic classifications to meet contemporary business needs — Richard Webber, Interactive Marketing, Vol. 5 No. 3
With statistics from the UK 2001 Census now available for small areas, the many marketers who make use of geodemographic classifications are having to familiarise themselves with new and updated segmentation systems. The release of these classifications is therefore an appropriate moment to review the current 'state of the art ' in this particular form of consumer segmentation. (19 pages) - 01 Jan 2004
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Taking the brand promise online: Challenges and opportunities — Leslie de Chernatony and George Christodoulides, Interactive Marketing, Vol. 5 No. 3
Starting from the fact that a 'brand' is a universal concept regardless of environment, but its enactment changes according to environment, this paper provides pointers to brand building on the Internet. It presents a three-level model of a brand to help organisations characterise their brands' promises. By expanding this model the authors then consider how a brand's promise can be enacted on the Internet in order to assess the coherence of the brand. Through considering how some organisations have taken advantage of the Internet, they highlight three factors critical for success. Ten key action points for marketers are presented. (14 pages) - 01 Jan 2004
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Optimising multiple channels — Hugh Wilson, Matt Hobbs, Chris Dolder and Malcolm McDonald, Interactive Marketing, Vol. 5 No. 3
Today's marketer is faced with a bewildering mix of IT-enabled channels to the customer — websites, e-hubs, call centres and so on — to complement traditional channels. Where once the route to market was a straightforward matter of standard industry practice — 'in our industry we sell via distributors' or 'we serve our customers via a direct sales force' — managers now find themselves competing as much on innovative channel strategies as on innovative products or services. (17 pages) - 01 Oct 2003
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The business case for call centre outsourcing — Penny Bousfield, Interactive Marketing, Vol. 5 No. 2
Call centre outsourcing is on the rise. The number of companies opting to entrust their customer relationships to a third party is set to increase by around 12 - 14 per cent over the next year. This paper examines why so many companies are hungry to outsource, why so many fail and what they can do to improve their chances of success by building a robust business case to defend their outsourcing decision. (6 pages) - 01 Oct 2003
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Modelling multichannel response behaviour — Richard J.Courtheoux, Interactive Marketing, Vol. 5 No. 2
Recommended procedures for diagnosing the structure of the marketing situation are discussed with respect to multiple interacting channels and the subsequent appropriate choices of models that should be created. This paper also explores issues related to the accurate creation of behavioural (dependent) and predictive (independent) variables as a key modeling success factor in a multichannel marketing environment. (14 pages) - 01 Oct 2003
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Just tryin' to keep the customer satisfied? Delivering service through direct and indirect channels — Christine T. Ennew, Interactive Marketing, Vol. 5 No. 2
Reviews existing perspectives on the delivery of customer service across a range of channels, and highlights the conflicts between cost and quality from both customer and organisational perspectives. The contribution of IT systems for service provision is examined and key managerial challenges for the future are identified. (13 pages) - 01 Oct 2003
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Marketing died in the last decade — Malcolm McDonald, Interactive Marketing, Vol. 5 No. 2
Professor McDonald reviews the state of marketing after 50 years of theory and practice, examining the role of practitioners, consultants and academics. The author concludes that marketing has been largely relegated to the relatively minor role of promotion and has been sidelined as a contributor to corporate strategy making. A future agenda for marketing is proposed, in the shape of a robust model of marketing theory and practice designed to put marketing firmly back at the heart of corporate strategy making. (16 pages) - 01 Oct 2003
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Best practice: Security and privacy — Legislative burden or commercial opportunity? — Beth Rogers, Interactive Marketing, Vol. 5 No. 2
Developing an online sales channel that is easy and convenient for customers comes with the legislative responsibility of providing unprecedented high levels of security and privacy. Consumer perceptions of electronic media are exceptionally sensitive, and legislation has followed their concern. By managing this burden proactively, suppliers may turn it into an opportunity. (6 pages) - 01 Jul 2003
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Understanding brands, branding and brand equity — Kevin Lane Keller, Interactive Marketing, Vol. 5 No. 1
Branding has become a top management priority which has necessitated that all members of an organisation have an understanding and appreciation of some branding basics. Towards that goal, this paper outlines some important principles of brands, branding and brand equity. The paper also highlights some key concepts in building, measuring and managing brand equity. (14 pages) - 01 Jul 2003
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An introduction to brand equity: how to understand and appreciate brand value and the economic impact of brand investment — David Haigh, Interactive Marketing, Vol. 5 No. 1
Commodity businesses can be profitable but are reliant upon functional purchase decision making by rational consumers, making them vulnerable to competition on both price and functionality. Brands introduce emotional decision-making criteria, differentiating even commodity products like carbonated cola drinks. Brands shift the demand curve upwards and the cost curve downwards. The result is higher turnover, profit and surplus ‘consumer utility’. Brand equity is a measure of the emotional reservoir which shows how far the demand curve has moved and what the future cash flows will be. Brand valuation is a snapshot of those future cash flows. This paper describes how these three concepts fit together and explains how and why they have become best practice in marketing and financial management. (13 pages) - 01 Jul 2003
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Strategic brand value: Advancing use of brand equity to grow your brand and business — Michael Leiser, Interactive Marketing, Vol. 5 No. 1
Businesses that intend to reap the benefits of using brand as a driver of business success need to begin the process by identifying and managing, in a more systematic and structured way, the associations that contribute to brand equity and are critical to enhancing the brand’s value and the extent that it financially impacts on the business. This paper is designed to acquaint the reader with a more strategic approach to both profiling and managing brand equity over time, using both qualitative and quantitative modelling approaches whose findings are correlated to business performance concerns. (7 pages) - 01 Jul 2003
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Value-based brand measurement and management — Jonathan Knowles, Interactive Marketing, Vol. 5 No. 1
This paper details a recent breakthrough in how to measure the intrinsic equity in brands and how to relate brand equity to financial value creation. The methodology integrates brand health measures from the BrandAsset1 Valuator (BAV) database maintained by Young & Rubicam (Y&R) with measures of financial performance from Stern Stewart’s Economic Value Added (EVA1) database to deliver the first wholly objective approach to brand valuation.
The result is a robust econometric framework for measuring the relationship between brand health and value creation that is based on observable, repeatable data. By eliminating the need for ‘expert opinion’, the approach delivers results that enjoy high levels of credibility at boardroom level.
Perhaps most importantly, the creation of a framework that explicitly integrates inputs from marketing and financial sources creates the basis for enhanced collaboration between the marketing and finance functions. Input from both functions is vital for the development of value-based brand strategies that harness the full contribution of brand strategy to the overall success and value of a business. (11 pages) - 01 Jul 2003
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Best practice: Recognising intangible assets: How Boeing uses brand management and measurement as strategic tools — Anne C. Toulouse and Carrie A. Howard, Interactive Marketing, Vol. 5 No. 1
For much of its history, The Boeing Company took its brand for granted. That changed in the 1990s, when management undertook a major transformation aimed at expanding the company’s scope, and began to realise the value of the brand as a strategic tool in the transformation. Boeing established a corporate brand management and advertising department to focus and coordinate branding efforts.
Using a master brand strategy, the brand management team has worked to create a disciplined approach to branding; educate management and employees about the value of the brand; and implement a brand measurement programme to track brand-building progress through a variety of studies and provide management with an additional tool for developing plans and allocating resources. (9 pages) - 01 Apr 2003
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CRM in the context of new consumer marketing — Susan Baker, Interactive Marketing, Vol. 4 No. 4
Describing the characteristics of the IT-enabled post-modern consumer, the author suggests that, as an organisational response to these, CRM can only be viable in a very limited space, where perceived market granularity is high and where the value proposition is highly flexible. - 01 Apr 2003
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The fundraising performance of charity websites — Adrian Sargeant and Elaine Jay, Interactive Marketing, Vol. 4 No. 4
Reviews what is presently known about the use of the internet for fundraising and provides a number of examples of successful practice. Having identified a paucity of research in relation to benchmarking use of the internet for fundraising, this papers provides a comparison of the performance of fundraising websites in the UK/USA and identifies the characteristics of those sites achieving superior performance. - 01 Apr 2003
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Using the value chain concept to improve interactive marketing — Debra L. Zahay and Robert B. Handfield, Interactive Marketing, Vol. 4 No. 4
The authors define interactive marketing processes broadly to include CRM (customer relationship management), SCM (supply chain management) and NPD (new product development). A combination of case study methodology and quantitative analysis is used to understand and explain how these interactive marketing processes work and how they can help the firm create value. - 01 Apr 2003
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Achieving the promise of CRM — Thomas D. Lacki, Interactive Marketing, Vol. 4 No. 4
Addresses the question: what are the best practices actually in use today among exemplary relationship-focused organisations that are proven to deliver business results? - 01 Jan 2003
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Best practice: Tracking customers at Teletext — Tanya Cheyne, Interactive Marketing, Vol. 4 No. 3
Teletext has a commitment to understanding its users, and using this understanding to further its business efforts. In the new media sphere, increasingly sophisticated systems have been implemented in order to understand customers fully and how they use their products and services. Example cases are used to illustrate how this has been harnessed to enhance online marketing, product development and client relationships. As tracking has developed within the organisation, a number of key lessons have been learnt, which are shared here. (8 pages. Vol. 4 No. 3, Jan 2003, kindly sponsored by Centrica) - 01 Jan 2003
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The fuzzy art of decision science — Richard Turner, Interactive Marketing, Vol. 4 No. 3
This paper addresses the role of customer decision-making in organisations and how technology supports this task. It examines whether decisioning technology has moved forward to take advantage of the massive quantities of data and enormous computing power now available, and whether a 'fuzzy decisioning' approach would provide better decisions in certain situations. A fizzy decisioning approach would weight the significant factors in the decisioning process to make a particular outcome more likely. By contrast, a rules-based approach would split groups of customers into different populations based on a logical condition. After reading the paper, readers may also wish to reflect on whether customer decision-making is actually a science or an art! (14 pages. Vol. 4 No. 3, Jan 2003, kindly sponsored by Centrica) - 01 Jan 2003
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Mining data to discover customer segments — Sean Kelly, Interactive Marketing, Vol. 4 No. 3
Traditionally, the enterprise would define a segmentation matrix and then, based on the data, would allocate customers to segments. This a priori approach to segmentation defines, in advance, a framework or system that describes characteristics of customers or prospects based on information that is known about those individuals. What data mining makes possible is a different approach to segmentation — namely cluster segmentation. The cluster segmentation approach, in direct contrast to the a priori method, seeks to discover naturally occurring clusters of customers who share common characteristics or behave in the same way. (8 pages. Vol. 4 No. 3, Jan 2003, kindly sponsored by Centrica) - 01 Jan 2003
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Taking conversation seriously: The role of the call centre in the organisation's customer contact strategy — Guy Fielding, Interactive Marketing, Vol. 4 No. 3
This paper argues that the traditional role of call centres fails to understand and properly exploit this customer channel that potentially offers an extremely attractive set of communication characteristics. The practical steps needed to deliver the 'brand in conversation' are described, and some of the implications of these ideas for the changing role of call centres, and for the concept of the brand, are discussed. (10 pages. Vol. 4 No. 3, Jan 2003, kindly sponsored by Centrica) - 01 Jan 2003
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Usability and Web Analytics: ROI Justification for an Internet Strategy — Marty Carroll, Interactive Marketing, Vol. 4 No. 3
Usability is becoming an increasingly critical issue for commercial websites. Even big brand names are losing substantial revenues because their sites are too complicated for their customers. This paper proposes an approach whereby an Internet strategy based on performance measurement and a focus on usability offers an unequivocal RoI. (12 pages. Vol. 4 No. 3, Jan 2003, kindly sponsored by Centrica) - 01 Oct 2002
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Interactive marketing: The new marketing—or more of the same? — Peter Mouncey, Keith Fletcher, David Smith, Joseph Brown and Emma Streatfield, Interactive Marketing, Vol. 4 No. 2
This paper presents the main findings of a research project commissioned by the IDM to identify the impact of interactive marketing and CRM on the mix of core skills and competencies required within marketing departments. It looks at the effect of IT usage to support and facilitate marketing activities, offers a skills gap analysis, presented as a customer experience model, and discusses the implications of the findings for training and education in the marketing field. (FREE DOWNLOAD, 16 pages) - 01 Oct 2002
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Practitioner attitudes to interactive advertising — Danny Meadows-Klue, Interactive Marketing, Vol. 4 No. 2
The pan-European Active-Ad project was set up to analyse the success criteria for interactive advertising in a socioeconomic context. The portion of the project covered here took the pulse of the digital media industry, exploring the nature of interactive marketing and the further development of models within the industry and the sector itself. This paper is a digest of the results. (9 pages) - 01 Oct 2002
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The impact of the new technologies—Permanent paradigm shift or transitory aberration?—Dick Stroud, Interactive Marketing, Vol. 4 No. 2
This paper considers the legacy of the widespread use of technology to create new products, companies, business models and marketing processes. Dick Stroud investigates why so many failures have stemmed from technology-driven innovation, and suggests how marketers can ensure the same mistakes are not repeated. (12 pages) - 01 Oct 2002
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Online survey techniques: Current issues and future trends — Peter Comley, Interactive Marketing, Vol. 4 No. 2
Although online surveys have made a significant impact on research in the US, in Europe and elsewhere they have not. This paper discusses the reasons for this divide and the many issues surrounding online panels and website interviewing. It also covers online qualitative methods, reviews areas where online research is likely to have a major impact and considers potential developments. (14 pages) - 01 Oct 2002
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Best practice: Is this the future of marketing? Experience drawn from a world-class leader — Per Frankelius, Interactive Marketing, Vol. 4 No. 2
The story herein demonstrates how a creative marketing strategy transformed a small firm, Pharmacia, into a global giant. The strategy, which involved developing stronger partnerships with opinion leaders in the pharmaceutical industry, resulted in loyalty that corresponded to a market share of 60% and about $500 million in annual sales. (11 pages) - 01 Jul 2002
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The role of lifetime value in customer relationship management — Peter Dorrington and Jason Goodwin, Interactive Marketing, Vol. 4 No. 1
Lifetime value is a topic of keen interest to all CRM practitioners. This paper discusses some of the challenges that face those who use LTV and other common marketing metrics for segmentation purposes and suggests how these can be overcome. The secret to LTV is in the data. (12 pages) - 01 Jul 2002
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Customer relationship management: Hard lessons learned in B2B pose tough questions for B2C — Diana Woodburn, Interactive Marketing, Vol. 4 No. 1
How important is key account management in your company? For many it is critical, with survival or failure of the business resting on just the top 20 to 30 accounts. B2B suppliers to giant customers have learned some expensive lessons, and it is these which this paper seeks to pass on to B2C marketers, so as to avoid some of the pitfalls and develop realistic CRM strategies. (14 pages) - 01 Jul 2002
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Branding on the Internet—Moving from a communications to a relationship approach to branding — Helena Rubenstein, Interactive Marketing, Vol. 4 No. 1
How have the basic principles of branding been affected by the massive impact of the Internet? Have our beliefs about branding changed at all? This paper describes a shift in emphasis from the belief that branding is all about communications to the belief that it is about creating relationships with customers. (8 pages) - 01 Jul 2002
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Core strategic asset or just a tactical tool? How UK companies view the value of their customer databases — Peter Mouncey, Nikolaos Tzokas, Susan Hart and Robin Roslender, Interactive Marketing, Vol. 4 No. 1
This paper describes a research project commissioned by the IDM and undertaken by the University of Strathclyde's School of Marketing, investigating the value that organisations place on their customer database—as a revenue generator and as a support to the corporate strategy. It also details how many organisations do not use the database to its full potential. (FREE DOWNLOAD, 18 pages) - 01 Jul 2002
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Take three companies … Aiming for customer focus in the 21st Century — Caroline Barcock, Interactive Marketing, Vol. 4 No. 1
This paper reports on how companies survive and thrive by serving their stakeholders as well as their customers. It takes a look at an insider's view of Reuters, General Domestic Appliances and Lush to see how they have remained customer-focused in the 21st Century. (11 pages) - 01 Jul 2002
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Best practice: A tactical application of values-based targeting in the voluntary sector — Stephen Barr, Interactive Marketing, Vol. 4 No. 1
John Grooms is a UK-based charity working for people with disabilities. This paper describes how the charity was able to achieve an uplift in revenue by using a values-based approach in a single supporter-based appeal, improving the performance of its Christmas 2000 fundraising appeal. (13 pages) - 01 Apr 2002
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Paper mail in the home of the 21st Century: An analysis of the future of paper mail and implications for the design of electronic alternatives — Richard Harper and Brian Shatwell, Interactive Marketing, Vol. 3 No. 4
This paper reports on ongoing investigations into the use and role of paper mail communications in domestic environments. It uses ethnographically informed data to analyse how paper mail supports various social roles in the home. Implications for the future of paper mail are considered and suggestions made about how e-mail tools might be designed to reflect the patterns of social organisation in the home. (13 pages) - 01 Apr 2002
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When should a customer be defined as 'lapsed'? — Dominique Crie, Interactive Marketing, Vol. 3 No. 4
An estimated 20% to 60% of customers become inactive in any given year. Although some of them are lost, many could be reactivated as their potential for doing business with the supplier remains: they are dormant customers. Managers have to identify these dormant customers in order to offer them appropriate proposals for reactivation. This paper aims to provide a methodology that enables marketers to handle this opportunity better and thus to improve the segmentation of customers for reactivation purposes. (13 pages) - 01 Apr 2002
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E-commerce—The world's consumers have their say — David Walker, Jane Gwilliam and Malcolm Baker, Interactive Marketing, Vol. 3 No. 4
Research International conducted qualitative research around the world during 2000 into trends in e-commerce, particularly the two-way relationship between consumers and e-commerce providers. This paper considers the results, which show a fascinating diversity of reaction to the e-commerce revolution. (13 pages) - 01 Apr 2002
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Developing a truly customer-centric CRM system: Part two—analysis and campaign management, Martin Nitsche, Interactive Marketing, Vol. 3 No. 4
Following on from its predecessor last quarter, this second instalment of a two-part paper describes the necessity of analysing customer data to identify trends and customer behaviour patterns. Examples show how to exploit this knowledge in customer campaigns. (17 pages) - 01 Apr 2002
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Best practice: Saab vs. Letting Go: The 24-hour test-drive campaign, Tony Watson, Interactive Marketing, Vol. 3 No. 4
Saab of Great Britain won the IDM/Experian Business Performance Gold Award in 2001. This paper is derived from the submission by Saab and its agency, Lowe Live, to the Award's judging panel. (9 pages) - 01 Jan 2002
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Developing a truly customer-centric CRM system: Part one—strategic and architectural implementation — Martin Nitsche, Interactive Marketing, Vol. 3 No. 3
People and markets in the banking field are changing just as much as the competition is. Alongside rapid technological process, this is resulting in permanent modifications and the embracement of the changes involved. Deutsche Bank 24 is one of the banks that has embarked on this course and actively moulded it over the past few years. This first instalment of a two-part paper examines CRM in the context of Deutsche Bank 24; the concluding part of this paper will be published next quarter. (11 pages) - 01 Jan 2002
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E-stuff: In the rush for high tech, have we forgotten the high touch? — Steve Reiman, Interactive Marketing, Vol. 3 No. 3
Now that we have potentially gone more high-tech, remote and impersonal via mobile, the Internet and interactive media, research strongly suggests that consumers desire some compensating 'high touch' factors, such as individualised personal service, hand-holding guidance and highly tailored promotions. The stakes are, if anything, raised higher: these high-touch factors will continue to prove to be the critical success factors in business. (12 pages) - 01 Jan 2002
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Outsourced CRM: Why it will increasingly rely on application service providers — Wendy Hewson, Interactive Marketing, Vol. 3 No. 3
This paper looks at the evolution of the application service provider (ASP) and the implications for CRM. Certainly, CRM vendors seem to believe that this concept offers potential, with most major companies having announced an ASP strategy. The key argument of this paper is that the ASP market is split into two very different models: the one-to-one and the one-to-many. Although most analysts combine these under the ASP umbrella, in practice they are poles apart, appeal to different sizes of company, provide different benefits and incur different risks. They also imply fundamentally different criteria for choosing an ASP. (13 pages) - 01 Jan 2002
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Using innovative research to build the foundations of actionable CRM strategies — Roger Donbavand, Interactive Marketing, Vol. 3 No. 3
This paper aims to redress the balance in CRM thinking by asking organisations—and, in particular, banks—to listen to their customers and not be systems- or software-led. It outlines new thinking in researching this topic among consumers, and assesses some of the implications of the research for not only banks but other customer-facing organisations. (11 pages) - 01 Jan 2002
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Best practice: A great place to shop, work and invest: Measuring and managing the service profit chain at Sears Canada — Mark Norquist, Melanie Gilbert, Roy King, Rick Brown and Pamela Clarke, Interactive Marketing, Vol. 3 No. 3
Since 1997, Organizational Studies (a subsidiary of Carlson Marketing Group) has worked with Sears Canada to validate and align its measurement system with strategy. On a quarterly basis, Sears Canada publishes total performance indicators, a balanced scorecard containing measures of customer and associate (employee) loyalty as well as traditional financial indicators of corporate performance. Its comprehensive scorecard can protect the company against short-term thinking encouraged by lagging financial measures alone. Sears Canada's strategic measurement system thus serves as the framework through which its entire management system operates. (7 pages) - 01 Oct 2001
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Is your marketing worth buying? — Alan Mitchell, Interactive Marketing, Vol. 3 No. 2
This paper is an adaptation of the author's presentation at the IDM's Annual Lecture in March 2001, when he advised the audience to prepare for a buyer-centric marketing revolution that will transform how companies and customers do business with each other. (11 pages) - 01 Oct 2001
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Metrics: The kaleidoscope of value measurement at customer, campaign, function or enterprise level — Nigel Magson, Interactive Marketing, Vol. 3 No. 2
Many organisations still see the database as supporting direct marketing activity only, and fail to use its potential to link back to their business planning processes. So, while measures are calculated at a macro level, these are rarely converted to the end customer base. This paper is based on practical experience in building and producing value analysis and metrics within a variety of market sectors, and it aims to reveal a workable approach to creating different metrics. (14 pages) - 01 Oct 2001
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What next for interactive television? — Andrew Curry, Interactive Marketing, Vol. 3 No. 2
The slow development of—and recent setbacks to—interactive television in the UK (the leading country in the field), combined with low transaction rates on the Open platform, have led some commentators to conclude that television will not succeed as an interactive medium. This paper assesses the evidence of usage of different types of interactive services by consumers, the delivery and business models they require for success, and how platforms and marketers are likely to respond. (13 pages) - 01 Oct 2001
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Privacy: The Achilles' heel of the new marketing — Keith Fletcher, Interactive Marketing, Vol. 3 No. 2
This paper reviews the literature on the nature of customer relationship marketing and consumer concerns about privacy, and identifies the benefits to consumers and CRM companies relating to the exchange of information. The possible problem areas of privacy are outlined, with suggested recommendations on how these can be minimised. (13 pages) - 01 Oct 2001
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Best practice: Design and development of cahoot's CRM system — Ann Richards, Interactive Marketing, Vol. 3 No. 2
The interactive bank, cahoot, was launched in June 2000. This paper discusses the challenges facing an online bank in bringing together data from various sources and holding it at a customer level within a data warehouse. In addition, the paper looks at outputting the analytical work and customer decisions made using the warehouse data to all customer touchpoints, including the web, contact centre and within customer communications. (6 pages) - 01 Jul 2001
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Broadband: Shaping the future of interactive marketing — Jeff Allen, Interactive Marketing, Vol. 3 No. 1, Special US Issue
This piece examines how broadband technology can be leveraged to redefine the world of interactive marketing. Through the adoption and application of broadband technology, companies can interact with customers on a one-to-one level. Such interaction can help to redefine every area of their business, from research and product design to customer support and, of course, marketing. (11 pages) - 01 Jul 2001
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Visitor patterns of a profitable website — Richard Colombo, Interactive Marketing, Vol. 3 No. 1, Special US Issue
The vast quantities of data generated from web log files are a mixed blessing for marketers. On the one hand, they offer unprecedented opportunity to learn about customers and customise marketing programmes, but on the other hand they pose considerable difficulties for extracting relevant information. This article asserts that well-defined metrics back up by sound theoretical models and exploratory visualisation tools provide a way for managers to learn about their customers from records of their web visits. (12 pages) - 01 Jul 2001
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Best practice: Web-mining case study: An Internet radio website — Jesus Mena and Raymond Pettit, Interactive Marketing, Vol. 3 No. 1, Special US Issue
The subject of this case study is an Internet radio station striving to become more intelligent about its visitors. This article covers the objectives, the analysis and the findings of the study, with a focus on the data- related aspects of the project. (7 pages) - 01 Apr 2001
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Letter to the editors — V Chapman, Interactive Marketing, Vol. 2 No. 4
One reader expresses his view of the type of content provided in the journal. (FREE download) - 01 Apr 2001
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Creating a multichannel e-business strategy — Lucy Jacobs, Interactive Marketing, Vol. 2 No. 4
Every organisation now realises that it needs an e-business strategy. Yet many are asking, what is e-business? The usual response—doing business over the Internet—is only part of the answer. This paper takes the view that e-business is the application of IT to manage customer relationships more effectively. Today's customers make the rules, and if organisations are to survive, they must do business in any way the customer wants—at any time and any place, in any language and any currency. - 01 Apr 2001
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Turning a marketing database into a relationship marketing database — Andrea Micheaux and Anne Gayet, Interactive Marketing, Vol. 2 No. 4
A significant change in the methodology of database marketing is under way. Echoing the ancient cry of the sales force for data capable of turning customer contacts into sales, relationship marketing managers are beginning to suspect that, despite huge volumes of transactional data and the availability of geodemographic overlays, the variables they most need for marketing might not actually reside in their customer databases. - 01 Apr 2001
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E-fulfilment: The opportunities for the future: Part two — James Woudhuysen, Interactive Marketing, Vol. 2 No. 4
This, the second of two papers, suggests that even before business-to-consumer (B2C) e-fulfilment has ended its infancy in the UK, its potential looks like being frustrated by the misguided initiatives of government-linked policymakers. Official fears about the environmental and social ructions caused by e-fulfilment threaten its future, and are part of a wider, alarmist climate that both betrays a loss of perspective on B2C e-commerce and is hostile to the genuine progress and innovation that such an enterprise demands. The author ends by dealing with the opportunity for workplace deliveries, the myths that surround both the corner shop as a delivery point and the conventional retailer as a purveyor of leisure experiences, and the need to think as carefully about the physical side of e-commerce as one does about its electronic aspects. - 01 Apr 2001
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Best practice: Tesco.com — Peter Sleight, Interactive Marketing, Vol. 2 No. 4
Tesco has been established in the UK grocery trade for many years, and assumed market leadership five years ago. Tesco Direct was launched in 1996, offering home delivery of groceries. The service was rolled out across England and Wales, and into Scotland, by late 2000. Initially, ordering by phone, fax and Internet was offered—but the Internet provided the best business model. Tesco.com was formed in April 2000, to include the Tesco Direct operation plus Tesco Home Shopping (a 60:40 venture with Otto Versand, offering electricals, homeware, clothing, gifts, books and CDs) and Tesco Personal Finance. Thus a very wide merchandise range is available, without the need for expensive (and time-consuming) physical store development. Tesco has leveraged its existing consumer franchise to become the largest online grocer in the world, and it has shown the majority of dot-com start-ups a clean pair of heels in terms of fulfilment expertise and profitability. - 01 Jan 2001
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E-fulfilment: The opportunities for the future: Part one — James Woudhuysen, Interactive Marketing, Vol. 2 No. 3
The first of two papers, this article examines the bad consumer experiences, high stakes, high hopes and deep fears that surround the picking and delivery of e-commerce 'tangibles'—in Britain, the EU and America alike. The paper attacks those who dwell on the merits of the electronic side of e-commerce and adopt an insouciant posture towards its physical aspects. It also suggests that, while it is difficult to organise e-fulfilment on an economically viable basis, it is by no means impossible. - 01 Jan 2001
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Interactive marketing needs interactive marketers — Dick Stroud, Interactive Marketing, Vol. 2 No. 3
This paper discusses how the role of the marketer is changing as companies increasingly adopt Internet-related applications as a key part of their IT and business strategy. It considers the demands placed upon marketers to acquire new skills and the implications for their role and responsibilities as the functional boundaries of companies are forced to adapt to the new methods of trading enabled by the Internet. The author also proposes a checklist of the issues which senior management should address to ensure that the marketer is provided with the tools and the power to work effectively. - 01 Jan 2001
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Reframing relationship marketing for consumer markets — Lisa O'Malley and Caroline Tynan, Interactive Marketing, Vol. 2 No. 3
This paper reviews the implications of the move from transactional to relationship marketing in consumer markets, using theory and research grounded in business-to-business and service markets. It argues that in assuming a marriage-like relationship with multitudes of consumers simultaneously, contemporary marketers are placing too much emphasis on understanding an idealised relationship and too little on researching good marketing practice. - 01 Jan 2001
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Where next? Is there a future for the mail medium in the digital age? — Adam Novak, Interactive Marketing, Vol. 2 No. 3
As the digital revolution continues, the world will become but a keystroke away in an information utopia. But are the prophets of doom correct in forecasting the end of traditional direct mail? - 01 Jan 2001
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Best practice: The NSPCC: The full stop campaign — Robin Fairlie, Interactive Marketing, Vol. 2 No. 3
In 2000 the National Society for the Prevention of Cruelty to Children (NSPCC) was the winner of the Gold Award in the IDM/Experian Business Performance Awards scheme. This case study derives from the submission of the NSPCC and its agency, WWAV Rapp Collins, to the awards panel. - 01 Jan 2001
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Best practice: Exploiting knowledge within a global company: The Truffles intranet — Kevin Cody, Interactive Marketing, Vol. 2 No. 3
OgilvyOne has been developing its intranet, Truffles, since 1996. With more than 5,000 active users, Truffles has fundamentally changed the way OgilvyOne does business. The company continues to concentrate its efforts in the areas of generating content, promoting usage and developing the application. - 01 Oct 2000
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A road map to becoming an intelligent e-business — Mike Ferguson, Interactive Marketing, Vol. 2 No. 2
This paper lays down a road map to becoming an intelligent e-business whereby employees, customers and business partners make use of shared common infrastructure technology components to conduct business, to become business-intelligent and to collaborate. It defines the drivers and requirements behind e-business, then shows how to achieve these goals by linking together operational systems, business intelligence systems and collaborative systems and accessing them via a single web-based user interface personalised to the needs of internal and external users.
Three types of intelligent e-business system are discussed: business-to-employee (B2E), business-to-consumer (B2C) and business-to-business (B2B), to show how all can be delivered from the same common technology components and integrated to drive consistency and commonality across the enterprise while allowing flexibility and personalisation in terms of usage. Finally, key business areas such as front-office CRM and corporate systems are discussed in the context of B2C, B2B and B2E intelligent e-business, to show how all of these areas can be rolled out on a web backbone. - 01 Oct 2000
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Direct response multilist market testing — David Dupin, Interactive Marketing, Vol. 2 No. 2
There are two possible types of dataset. In the simple case, the marketer makes selections from a single database; in this instance, a sample is taken from a known and finite number of records. In the complex case, the marketer is making selections from more than one database, or any other media source. This paper deals with cases when the marketer is multi-list testing. - 01 Oct 2000
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Database marketing connects to the Internet — Richard J Courtheoux, Interactive Marketing, Vol. 2 No. 2
This paper attempts to show the connections between Internet-driven changes in marketing practice and the earlier foundation of database marketing. - 01 Oct 2000
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Strategies for driving traffic to your site — Jason Goodman, Interactive Marketing, Vol. 2 No. 2
If you have not already done so, drop the thought of 'driving traffic to your site'. Digital marketers have to think in terms of improving the experience of the digital consumer. In return, the consumer might respond and engage in a dialogue, at which point a transaction occurs ... - 01 Oct 2000
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Best practice: The e-business enterprise and the 'web first' principle of e-marketing — Alfonso Di Ianni, Interactive Marketing, Vol. 2 No. 2
This paper looks at how a 'virtual' enterprise—one primarily reliant on the Internet for all interaction and communication with its audiences—can develop and deploy sophisticated marketing campaigns using the Internet as the principal medium. As such, it outlines the principle of 'web first' marketing, and draws on practice and experience at Oracle Corporation to illustrate the guidelines for web-first engagement and the benefits which such a strategy can deliver. Finally, it looks at the challenges that await e-marketers as the Internet continues to evolve. - 01 Jul 2000
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Debate paper: Privacy, data protection and freedom of information — Marty Abrams, Elizabeth France and Ivan Hodac, Interactive Marketing, Vol. 2 No. 1
To stimulate a debate on the issues of privacy, data protection and freedom of information, a short series of conundrums was circulated to three distinguished contributors, inviting them to comment freely. Each contributor was then shown the other contributions and given the opportunity to respond further ... - 01 Jul 2000
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From 'push' to 'pull'—Changing the paradigm for customer relationship management — John Seddon, Interactive Marketing, Vol. 2 No. 1
How relationship-orientated is CRM? This paper argues that a change in philosophy must precede a change in practice for CRM to put the customer at the centre of the relationship. - 01 Jul 2000
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Adopting share of wallet as a basis for communications and customer relationship management — Nick Pompa, Julian Berry, John Reid and Richard Webber, Interactive Marketing, Vol. 2 No. 1
In the rapidly changing financial services market, established players are looking to maintain market share by increasing their share of existing customers' wallets through the use of CRM techniques. However, many find difficulty in understanding the potential values and differing needs of their customers. This paper introduces ideas on how customer worth and share of wallet can be measured and applied to help facilitate intelligent CRM. - 01 Jul 2000
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Best practice: Goldfish Guide case history — Peter Sleight, Interactive Marketing, Vol. 2 No. 1
The Goldfish Guide was launched in a test market in June 1998, went national with digital on-demand print in January 1999 and was launched on the web in April 2000. It is a true one-to-one product from a consumer viewpoint, and from an advertiser's point of view it represents a 'permission marketing' opportunity. The Guide provides information to consumers on various big-ticket products and services, and it is free to consumers, being advertiser-funded. - 01 Apr 2000
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In one-to-one marketing, which 'one' comes first? — Alan Mitchell, Interactive Marketing, Vol. 1 No. 4
Marketing, as a process of connecting buyers and sellers, has traditionally been a seller's monopoly. Now the information age is throwing up new business models and brands—such as consumer agents—that act for and on behalf of consumers as buyers and that enable consumers to take part in the marketing process. Consumer agents will turn the world of traditional marketing upside down, posing a threat to some brands. However, they also open up huge new opportunities to re-engineer marketing processes and costs; to dramatically cut the cost of going to market. Indeed, the agent revolution could significantly boost the competitiveness of those brands willing to relinquish their monopoly on marketing to share it with their customers. - 01 Apr 2000
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How disintermediation is changing the rules of marketing, sales and distribution — Christopher Ryan, Interactive Marketing, Vol. 1 No. 4
Disintermediation signifies major shifts in how we market, sell and deliver products. In many industries, distributors are disappearing and being replaced by electronic media. Consequently, direct sales forces are shrinking and their role is changing. Meanwhile, marketing is being forced to become a revenue-producing part of the organisation. This paper discusses how field sales are waning in power and how marketing is gaining ground, and the biggest beneficiary is the customer. As a result, there is a new class of middlemen called infomediaries. By comparing old and new business-to-business sales and marketing models, we discover both the beneficiaries and the potential casualties of disintermediation. This paper discusses these major trends and recommends what companies must do to thrive in the emerging marketing landscape. - 01 Apr 2000
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Does how customers are managed impact business performance? — Neil Woodcock, Interactive Marketing, Vol. 1 No. 4
This paper contains first-time-published findings from an ongoing quantitative research project on the impact of CRM on business performance, based on the 21 companies that were studied. The paper examines the correlation between different elements of a CRM model and overall business performance and, if the interpretation is correct, the conclusions are fascinating. - 01 Apr 2000
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Next-generation web services: Enabling the customer-centric organisation — Andrew Pickup, Interactive Marketing, Vol. 1 No. 4
This paper describes a future of anytime, anywhere computing where customers will use a multiplicity of connected devices to access rich Internet services. Successful websites of the future will not simply be about presenting content or transacting e-commerce sales—they will integrate data between different sites and allow customers to create their own personalised 'Internet experience'. The third wave of interactive marketing is almost upon us, where the web will be more than just a channel of communication, clearly establishing itself as a 'programmable asset'. - 01 Apr 2000
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Best practice: Botton Village's fundraising success — Jackie Fowler, Interactive Marketing, Vol. 1 No. 4
Botton Village is a small charity that has achieved outstanding results through database-driven direct marketing. Firmly committed to the principles of 'relationship funding'—building funds by developing long-lasting, mutually beneficial relationships with its donors—it has shown that listening and responding to your customers' needs can really work. As a small player in one of the largest sectors to use direct mail, it is a remarkable story. - 01 Jan 2000
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Build a one-to-one learning relationship with your customers — Don Peppers and Martha Rogers, Interactive Marketing, Vol. 1 No. 3
As companies around the globe race to develop more loyal and profitable customer relationships, the competition is fuelling a spectacular burst of technological growth. At the heart of this rapid expansion is one-to-one marketing, a four-step, customer-focused strategy that builds long-term relationships with customers that will generate higher margins, increased customer loyalty and greater customer satisfaction. - 01 Jan 2000
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Facing online: Navigating technologies of commerce and change — James E Short, Interactive Marketing, Vol. 1 No. 3
This paper discusses the 'pillars' underlying the convergence of the many digital technologies that ultimately will evolve into the shared information infrastructures of the future. The paper then briefly addresses the social construction of electronic communities before reviewing some of the key ideas surrounding the assertion that the increasing importance of digitisation will lead to a 'new economy', deconstructing the current market system along the way. The paper concludes with a few thoughts designed to assist general managers in assessing their comfort level with the basics of thinking digitally. - 01 Jan 2000
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Analytical CRM: The fusion of data and intelligence — Sean Kelly, Interactive Marketing, Vol. 1 No. 3
Data is not being harnessed with anything like the degree of sophistication which technology allows. Meanwhile, many enterprises might not fundamentally understand the concept of CRM. For a customer-centred strategy to be successful, we need to understand customer behaviour and responsiveness, which then allows an understanding of customer life cycles, loyalty, risk, profitability and segmentation. The systems associated with this process are termed 'analytical CRM' in contrast to the operational CRM systems deployed to handle personal interaction with the customer.
Many enterprises have invested heavily in the infrastructure for operational CRM without having any coherent strategy for analytical CRM. Consequently, they are well positioned to deal with individual customer interactions but blind to the history and pattern of customer transactions over time because of the contradiction of attempting to deal with customers as distinct individuals without retaining a corporate memory of them. - 01 Jan 2000
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Are market research and customer research the same thing? The implications for linking to external data — Barry Leventhal, Interactive Marketing, Vol. 1 No. 3
Market research and customer research are two forms of individual-level survey that can be modelled on to external databases. This paper examines their differences and how these affect their linkage to other information sources. - 01 Jan 2000
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Exploiting interactive marketing — Michael Caccavale, Interactive Marketing, Vol. 1 No. 3
This article explores various attempts to exploit interactive marketing techniques, defines interactive marketing and investigates how this new marketing technique recognises the customer's role in the customer/company relationship. The article explores the risks and challenges in shifting the organisation, process and technologies to support interactive marketing, yet outlines several strategies for achieving this transformation and the resulting benefits. - 01 Jan 2000
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Best practice: Electronic Telegraph—A journey into a new medium — Danny Meadows-Klue, Interactive Marketing, Vol. 1 No. 3
Electronic Telegraph's Internet launch in 1994 heralded the dawn of the digital era for British newspapers. Those simple pages of on-screen news were among the first of their kind in Europe, and began the adventure that would see the most fundamental change to the media industry since the advent of broadcasting. - 01 Oct 1999
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Organising for the interactive marketing of tomorrow — Andrew J Parsons, Interactive Marketing, Vol. 1 No. 2
There are four stages in moving towards full interactive marketing; so far, nobody has reached stage four. There are a number of critical decisions which companies need to make now about how to move through all of the stages. - 01 Oct 1999
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Value gap marketing: Customer value optimisation using database marketing — John Groman, Interactive Marketing, Vol. 1 No. 2
Value gap marketing is an eight-step process for getting the most out of your database marketing effort, by determining which of your customers represent the greatest potential value over time. Case examples are provided from the fundraising, retail bank and credit card industries. - 01 Oct 1999
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Developing and branding innovative Internet-based delivery for financial institutions — James L Bauer, Interactive Marketing, Vol. 1 No. 2
Early entrants in the Internet world have taken the lead in establishing strong virtual brands. Given that the Internet is still at the early stages of its evolution, 'traditional' institutions could be powerful Internet-based competitors, leveraging their existing assets, including their own brands. - 01 Oct 1999
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The real challenge of being direct: A strategic and operational road map for customer relationship marketing — Stewart Pearson, Interactive Marketing, Vol. 1 No. 2
This article covers the author's assertion that the keys to successful direct marketing in the future are the primacy of information, process innovation and interactivity with customers. He argues that using these keys to unlock the future will demand a revolution in company organisation, based on the customer—not the product—as the unit of value. - 01 Oct 1999
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Best practice: E-business in BT — Neil Mellor, Interactive Marketing, Vol. 1 No. 2
E-business presents companies with the opportunity to capture and exploit tacit knowledge, dramatically reduce costs, improve and leverage customer relationships and improve revenue and shareholder value. It can transform not only the costs but also the culture, and therefore collaborative capacity and competitiveness of the business. BT's experience presents a valuable case study and a pointer to the future for British enterprises seeking to survive and compete in the networked community. - 01 Jul 1999
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Fusion of market research and database marketing — Richard Webber and Peter Sleight, Interactive Marketing, Vol. 1 No. 1
Until recently, direct marketing and market research remained separate professional disciplines. A number of suppliers have entered into strategic partnerships to create new types of product that involve the fusion of market research and direct marketing datasets. This paper uses the results of interviews with a number of these parties to establish whether this heralds a new relationship between these established disciplines, or an entirely new discipline with its own skills base and applications focus. - 01 Jul 1999
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Contesting the future — Bob Tyrrell, Interactive Marketing, Vol. 1 No. 1
This paper focuses on some of the wider influences on marketing generally and direct marketing in particular, and challenges some received wisdoms. Looking at some of the trends observable in society and at parallels from politics, it helps to raise our awareness of alternative scenarios for direct marketing. The world is changing very fast; what was true five years ago or today does not necessarily hold good for the long term. - 01 Jul 1999
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The two sides of loyalty — Don E Schultz and Dana Hayman, Interactive Marketing, Vol. 1 No. 1
Brand loyalty is good for brands, for companies and for shareholders. Brand loyalty might not be so good for customers, who derive little added value from being loyal to a brand. This paper reviews what is known about brand loyalty from both perspectives, and explores how it could be used by marketing organisations to build and enhance the benefits of brand loyalty to both sides. - 01 Jul 1999
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Measuring, managing and improving the performance of CRM — Robert Shaw, Interactive Marketing, Vol. 1 No. 1
CRM has largely escaped systematic measurement and, as a result, its ability to deliver profitable performance is often regarded sceptically and undersupported by senior management. This paper describes a unique framework for assessing the effectiveness of performance management in the CRM area. It enables both marketers and senior executives to evaluate how effectively they are managing and improving the performance of their CRM. - 01 Jul 1999
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Closing the skills gap in direct marketing — Angus Jenkinson, Interactive Marketing, Vol. 1 No. 1
While fast growth is a factor in direct marketing's skills shortage, could the industry's image and practice be creating a deeper problem? This paper proposes an industry-wide return to core visions and values: thinking, learning and quality, supported by industry leaders. - 01 Jul 1999
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Best practice: Launch of the Freelander — Robin Fairlie, Interactive Marketing, Vol. 1 No. 1
This case study documents the planning, implementation and results associated with the launch of the Freelander, Land Rover's small four-wheel-drive vehicle that came to market in December 1997. Unusually for the automotive industry, the lead role in the launch was taken by direct marketing.
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