Journal of Direct, Data and Digital Marketing Practice: Case Studies
Journal of Direct, Data and Digital Marketing Practice regularly carries original, in-depth and practitioner-written case studies featuring best practice direct, data and digital marketing.
Case study papers are free to members. Log in or join now for immediate access, or 'pay-per-download (see download charges).
£19.50Marketing Campaign for the training and development agency for schools: ‘Be part of the next generation of teachers’ — Andrea Alessio, Oana Raluca Dinca, Kendal Kraymer and Marianne Trotta, Journal of Direct, Data and Digital Marketing Practice 13.4
[27 Apr 2012] Editor’s Note: In our last issue, we published the runner-up entry in a student competition to set out a marketing campaign for the Training and Development Agency for Schools, in their attempt to secure greater entry to the teaching profession from among young graduates. This quarter we publish below the winning entry, in the belief that these two, as well as being of interest in themselves, well illustrate the wealth of talent available to our industry from graduates who have studied direct marketing techniques. In order to appreciate all creative solutions presented in connection with this report in large format and high definition (including Flash-animated banners), visit www.tdaproject.blogspot.com. (24 pages)
The IDM National Student Competition 2010 – 2011 — Suha Naffa, Jean Jameson, Petra Baresova, Chris Johns and Mai Ngoc Tran, Journal of Direct, Data and Digital Marketing Practice Vol. 13 No. 3
[01 Jan 2012] Undergraduate competition
What follows is a somewhat unusual contribution in our Case Study slot — inasmuch as it is a theoretical rather than a practical exercise. But bear with us for a moment. For the last 14 years, the IDM has been setting a competition for teams of university students studying for marketing or business degrees. In 2010/11, no less than 120 teams entered that year’s competition (for details, see www.theidm.com/studentcomp).
TDA and teaching careers
Development Agency for Schools (TDA) to persuade undergraduates and recentgraduates to:
Consider teaching as a career
Visit the TDA website
‘Enquire ’ to get more information, and
Apply for teacher training
We felt that the winning entries chosen by TDA fully deserved wider publicity, so here is the runner-up (shorn, for space reasons, of its budgetary apparatus and creative material). For any HR department looking for marketi ng talent, the quality of entries to this annual event should be an eye-opener. (19 pages)
Case study: Which? — Revitalizing an invisible brand: A tale of 6 years and three stages of evolution — Mike Colling, Journal of Direct, Data and Digital Marketing Practice Vol. 13 No. 1
[01 Jul 2011] This is the story of rebuilding a subscriber base and revitalizing one of Britain’s best-loved important brands. It’s a story of a journey that has taken 6 years to date, which has at its heart direct marketing discipline and data insights that readers will recognize. But it differs from many other direct marketing-led successes in the lead media channel that has driven that success. And thereby hangs our tale......(10 pages)
The Salvation Army: How to improve a best-of-breed donor recruitment campaign — Mike Colling, Journal of Direct, Data and Digital Marketing Practice Vol. 12 No. 4
[11 May 2011] Adding new media channels to a successful campaign helped the Salvation Army recruit signifi cantly more new donors and maintain exceptionally high returns on investment. Integrating those new channels allowed them to take even larger steps forward, both in volumes of new donors, and in returns from current donors. (8 pages)
Case Study: Serendipity2’s data & insights projects for Coca-Cola — Peter Flood, Journal of Direct, Data and Digital Marketing Practice Vol. 12 No. 3
[11 Feb 2011] Serendipity2 (S2) was recently presented with the 2010 award for ‘Best use of data within FMCG’ by the industry’s most prestigious data and insights awards organization for work done with Coca-Cola Enterprises (CCE). We describe two aspects of that work below. (4 Pages, £19.50)
Case Study 1 - In the DMA’s Annual Awards for 2009, the Gold Medal in the IT/ Telecommunications section was won by Ogilvyone and their client IBM. IBM has a long association with the Wimbledon Tennis Championships, having been the main provider of data and match analysis services since 1990. Each year, the company invites a handpicked group of high-level business executives to the tournament in order to forge new leads and relationships. This study aims to look at how diminishing returns with this élite group have led to the development of a new marketing campaign.
Case Study 2 - The winner of the Gold medal in the Automotive section of the DMA Awards for 2009 was Lida, for its client MINI. The New MINI, or BMW MINI, is the successor to the iconic Mini designed in 1959 by Sir Alec Issigonis for the British Motor Corporation. By 1994, the Mini was part of the Rover Group, which came under the control of BMW in that year. This study explores the method Lida used to introduce a different approach to customer communications.
Case Study 3 - The winner of the DMA Gold Award for the best direct response TV or radio advertising in 2009 was Publicis Dialog with its client Zurich Financial Services. Zurich has a reputation for quality; this has meant that most potential customers have dismissed them as too expensive in this market. Zurich wished to overcome this perception with a pan-European campaign building on its existing strengths. The new strategy is outlined in this case study. (5 pages)
Everest: The IDM Business Performance Awards 2009: Award winner campaign: Reinvigorating Everest’s brand — Kate Boothby, Journal of Direct, Data and Digital Marketing Practice Vol. 12 No.1
[12 Aug 2010] Everest’s brand reinvigoration campaign succeeded in increasing the value of its core business’s sales by 8 per cent. This is an even more impressive achievement when viewed against the 20 per cent year-on-year decline experienced by the whole UK home improvement sector that same year. The campaign also increased sales revenue across the Everest group by several million pounds, equating to an uplift of 3.24 per cent. These significant results were achieved through a combination of tried and tested direct marketing approaches and a brave decision to return to brand advertising in broadcast media, albeit very carefully targeted, at a time when many companies were slashing their marketing budgets and concentrating on well-proven media and techniques. (9 pages)
Citi International Personal Bank: The IDM Business Performance Awards 2009: Award winner campaign: Minimum relationship balance — Kate Boothby, Journal of Direct, Data and Digital Marketing Practice Vol. 11 No. 4
[01 Apr 2010] This campaign demonstrates a core direct marketing principle. Citi International Personal Bank’s Minimum Relationship Balance campaign acted on Pareto’s principle to produce positive results in terms of both revenue and service delivery. The Bank conducted research on its client database and found that 60 per cent of its client base was contributing 96 per cent of its revenue; its problem was what to do with the remaining 40 per cent who were contributing only 4 per cent of revenue. One of the key issues for the Bank was that its less profitable clients were receiving the same top quality, and therefore expensive to the Bank, individual personal service as high-value clients. Addressing this issue meant that Citi International Personal Bank had to make some tough decisions about how to handle its less profitable client segments. The Minimum Relationship Balance campaign enabled the Bank to carefully divest itself of its unprofitable clients while maintaining its revenue. By aligning its client base, service proposition, acquisition target audience and brand, this campaign played a pivotal role in Citi International Personal Bank’s long-term business strategy by creating a firm foundation for profitable growth in the future. (9 pages)
Swinton Insurance — The IDM Business Performance Awards 2009: Bronze Award-Winner Campaign: Mystery Tipper drives sales in Swinton’s Taxi Insurance Division — Kate Boothby, Journal of Direct, Data and Digital Marketing Practice Vol. 11 No. 3
[01 Jan 2010] Fun and insurance — not usually synonymous with each other, but, in this case, Swinton Taxi Insurance gave its product a new lease of life with infectious results. Swinton’s Mystery Tipper character went viral on taxi ranks across the UK, her arrival heralded by tightly targeted campaign messages in local media. The Tipper gave taxi drivers something to talk about, and increased Swinton Taxi Division’s business by 30 per cent in 2008. (7 pages)
VisitScotland — The IDM Business Performance Awards 2009: Silver Award-Winner Campaign: Keep discovering — Kate Boothby, Journal of Direct, Data and Digital Marketing Practice Vol. 11 No. 3
[01 Jan 2010] VisitScotland is the winner of the prestigious IDM Business Performance Silver Award. Entrants for the annual award are judged on multiple business and marketing criteria by three tiers of judges representing a cross-section of industry and marketing expertise. This is the second time in the last three years that VisitScotland’s marketing achievement has been recognized and honoured by the IDM’s Business Performance Awards judges. (11 pages)
Waterstone’s — The IDM Business Performance Awards 2009: Diamond Award winner campaign — Kate Boothby, Journal of Direct, Data and Digital Marketing Practice Vol. 11 No. 2
[01 Oct 2009] Waterstone’s is the winner of the prestigious IDM Business Performance Diamond Award. Entrants for the annual award are judged on multiple business and marketing criteria by three tiers of judges representing a cross-section of industry and marketing expertise. (7 pages)
The IDM Business Performance Awards 2008: Overall business award winner Campaign: Launching Virgin Media — Kate Boothby, Journal of Direct, Data and Digital Marketing Practice Vol. 11 No. 1
[01 Jul 2009] NTL:Telewest merged with Virgin in 2007. In 2008, Virgin Media faced the challenge of re-launching its existing product into a confused and disillusioned marketplace. Launching Virgin Media meant re-educating consumers about digital cable’s unique ability to deliver a bundled cable television, broadband internet, fixed and mobile phone service. Virgin Media and its agency, Rapier, needed to drastically change customer and public perceptions of its product and service and get them excited about the new brand’s potential. The Virgin Media brand was launched in typically flamboyant style, but the campaign’s real strength rested in its implementation of targeted personalised communications as part of a carefully planned integrated direct marketing campaign. The campaign’s results exceeded financial and awareness objectives. The dramatic growth in Virgin Media’s customer numbers marked a major reversal for cable technology, halting years of decline. (11 pages)
RSPCA — The IDM Business Performance Awards 2008: Highly recommended award winner. Campaign: ‘Home for Life’ — Kate Boothby, Journal of Direct, Data and Digital Marketing Practice Vol. 10 No. 4
[01 Apr 2009] The Royal Society for the Prevention of Cruelty to Animals (RSPCA) has been a leading UK animal welfare charity since its foundation in 1824. It relies entirely on voluntary donations and legacies to meet its £82m annual running costs. This case reveals how the RSPCA reinvigorated its legacy fundraising strategy by using a profiling- and research-derived insight to reach and engage a new generation of legacy donors. The 'Home for Life' campaign overcame the traditional difficulties involved in legacy fundraising, using a combination of delicacy and directness in its creative approach across carefully selected multi-media. The campaign reinforced and enhanced the RSPCA brand and produced a return on investment (ROI) of 10:1. Identified legacy donation pledge value currently stands at £10m. (9 pages)
The formation, organisation and management of MyFootballClub: Implications for marketing practice — Simon Chadwick, Will Garford, Guilherme Guimaraes and Daragh O ’ Reilly, Journal of Direct, Data and Digital Marketing Practice Vol. 10 No. 2
[01 Oct 2008] In January 2008, an internet-based company, MyFootballClub (MyFC), completed the purchase of Ebbsfleet United, a small English football team playing in the nonprofessional Blue Square Premier League. The company’s plan was to attempt a revolutionary management structure where fans, paying an affordable annual membership fee, could take over ownership of the club and, through democratic online voting, make every major decision concerning the club, from team selection to choosing sponsorship deals. This case study of MyFC examines how the organisation was formed, how it is organised and how it is managed. It starts by outlining the project background, and then describes the tactical and general objectives. A description of the strategy adopted by the team running the project and the tactics follows. The results achieved by MyFC are presented. The authors acknowledge that the project presents an evolution and a new alternative in terms of football clubs ownership. On the other hand, although the project can be deemed fairly successful in the short term, attention needs to be given in the long term to some manifestations of the members of the community. (11 pages)
Diamond winner of IDM's Business Performance Awards for 2007 — TV Licensing student campaign 2003 – 2007: 50 pints or a TV licence? — Robin Fairlie, Journal of Direct, Data and Digital Marketing Practice Vol. 10 No. 1
[01 Jul 2008] How effective marketing has made student TV licences 'the norm' over evasion on campus. BBC TV Licensing has for years faced a problem in persuading university students on campus to purchase a television licence. Although some 45 per cent of a stable (over the years in question) population of 300,000 students on campus take a television set with them, evasion of the licence fee had been the norm — a result in part of ignorance, in part of lack of belief in consequences. This campaign set out to change this, and did so to the extent that evasion is now the exception, not the norm. It is indeed a textbook example of improved business performance attributable to innovative marketing — including the use of humour, and an integrated strategy including interactive use of the internet. (12 pages)
Which? Subscriber Acquisition 2006 — Winner of the bronze award in the IDM Business Performance Awards 2007 — Robin Fairlie, Journal of Direct, Data and Digital Marketing Practice
[01 Jul 2008] This case study deals with the problem of a promotional strategy that has become too formulaic and tired over time, while the product itself ('Which?' magazine, published by the Consumer Association), saddled with this repetitious approach, has assumed an image in the minds of consumers that is no longer consistent with its developing persona. The aim of this new strategy was to revitalise both the brand image and the promotional message: this involved moving from the selling of prize draws, as had become the custom, to 100 per cent focus on the product. The success has been overwhelming, as the results show. (8 pages)
VisitScotland campaign: Climbing the ladder — The IDM Business Performance Awards 2006, Highly Commended — Kate Boothby, Journal of Direct, Data and Digital Marketing Practice Vol. 9 No. 4
[01 Apr 2008] VisitScotland is Scotland’s official tourism agency. VisitScotland’s remit is to create and nurture a strong ‘Scotland’ destination brand by producing high impact marketing communications for a diverse target audience to encourage first time and repeat visits to Scotland. Eight out of ten visitors to Scotland arrive from the UK and Ireland. Approximately 10 per cent of the VisitScotland UK and Ireland team’s marketing budget is given to direct marketing. The majority of the marketing communications budget is allocated to mass media in the form of television and cinema, press, including adverts and PR, online activity, sponsorship and events. VisitScotland has been developing its database over a number of years and has been actively profiling names to enhance its customer data since 1995. Visitor profiling techniques have been refined over the years, resulting in the introduction of a ‘loyalty question’ in 2003. VisitScotland’s regional databases were merged following the full integration of VisitScotland with the area tourist boards in 2005. The ‘Climbing the ladder’ campaign was able to take full advantage of the wealth of customer data and knowledge that became available after the merger. (12 pages)
Tesco Stores Limited: The IDM Business Performance Awards 2006, Silver Award Winner and Innovation Winner Campaign: Tesco Clubcard — Simpler and more rewarding — Kate Boothby, Journal of Direct, Data and Digital Marketing Practice Vol. 9 No. 2
[01 Oct 2007] Tesco Stores Limited’s world leading Clubcard loyalty scheme has been successful for over ten years. Clubcard and the warehouse of data it generates are at the centre of Tesco’s retention strategy. In 2003, Tesco observed warning signs that their market dominance was under threat. They responded by conducting research to establish the cause. The customer research revealed that the scheme needed to be updated and refreshed. This case explores how Tesco responded to customer concerns and re-activated their Clubcard scheme with impressive short- and long-term results. (7 pages)
The Royal British Legion: The IDM Business Performance Awards 2006, Bronze Award Winner Campaign: 60th anniversary appeals — Kate Boothby, Journal of Direct, Data and Digital Marketing Practice Vol. 9 No. 2
[01 Oct 2007] The Royal British Legion case demonstrates that a well coordinated and sensitive approach to an emotionally charged event can reap impressive long term rewards. The Legion balanced their need to fundraise with their objective to activate diverse target groups in a series of commemorative events and fundraising activities. The Legion’s existing knowledge of their target market was supported by customer and prospect research. Their understanding of their market enabled The Legion to manage risk and make a considerable one off investment. The campaign coordinated a range of communications channels and created several imaginative, mass-customisation involvement devices that engaged a record number of new and existing supporters. (12 pages)
Vodafone Limited campaign: Welcome Call — The IDM Business Performance Awards 2006, Highly Commended — Kate Boothby, Journal of Direct, Data and Digital Marketing Practice Vol. 9 No. 2
[01 Oct 2007] Vodafone enhanced the ‘welcome’ moment of truth for their customers, resulting in short and long term increases in revenue. Vodafone built up knowledge about their customers and applied it to create an optimum match between existing products and customers’ requirements. Tailoring the welcome experience for each customer established a sound base on which to build a profitable ongoing relationship. Vodafone empowered front line telesales staff, ensuring their effectiveness by implementing an ongoing training programme and improving access to customer and product information. The welcome call campaign approach was flexible and continuously evolving, applying each new insight to improve the sophistication of Vodafone’s customer relationship management. (11 pages)
AA Motor Insurance: The IDM Business Performance Awards 2006, Diamond Award Winner Campaign: ‘The AA team — Here to get you a better deal’ — Kate Boothby, Journal of Direct, Data and Digital Marketing Practice Vol. 9 No. 1
[01 Jul 2007] The AA motor insurance case shows how to revive a traditionally perceived brand, enabling it to win customers in a highly competitive, confused marketplace. The AA began by commissioning research to identify the principal concerns of customers and prospects. In answer to these concerns, the AA made substantial improvements to both its operations and communications. The AA Team campaign was launched using strong, innovative images to represent the dedicated, high calibre staff providing the motor insurance broking and booking service. Customers and prospects responded positively to the tangible benefits offered by the AA’s motor insurance team and, after only one year, campaign results had exceeded expectations. (9 pages)
Powergen: The journey to marketing optimisation — Mark Perrett, Journal of Direct, Data and Digital Marketing Practice Vol. 9 No. 1
[01 Jul 2007] Use of propensity modelling to improve performance of direct marketing activity can be very effective on a campaign-by-campaign basis. Increasing sophistication in the way in which propensity models are applied can also deliver dramatic results. This case study demonstrates the impact of applying different (value and channel) propensity models within a service business, providing evidence of significant performance gains without any change to business processes. (8 pages)
BT campaign: ‘Business Plan’ — Kate Boothby, Journal of Direct, Data and Digital Marketing Practice Vol. 8 No. 4
[01 Apr 2007] BT developed an extremely successful, customer-centric business-to-business campaign to protect business customer revenues that were threatened by competitors as a result of deregulation. Several phases of customer research revealed a powerful insight into business customer priorities that BT developed to form an innovative pricing proposition. Carefully planned, ongoing product extensions were used to combat competitors and sustain interest in BT’s campaign. (10 pages)
Case study: Safer travel at night: Mayor of London, Transport for London, Metropolitan Police — Jonathan Bass, Journal of Direct, Data and Digital Marketing Practice Vol. 8 No. 3
[01 Jan 2007] The Mayor of London, Transport for London (TfL) and the Metropolitan Police have teamed up with mobile marketing agency Incentivated Ltd to launch the world’s first text service that enables safer minicab travel in London. The service connects Incentivated’s cross-network 'find my nearest' application to TfL's constantly evolving database of licensed minicabs, enabling Londoners to receive and call the phone numbers of local licensed minicab firms, from their mobile phones, wherever they are in Greater London. (5 pages)
The Royal Marsden Hospital: 2005 IDM Business Performance Awards Diamond Award winner — Campaign: 'An ordinary day in an extraordinary place’ — Kate Boothby, Journal of Direct, Data and Digital Marketing Practice Vol. 8 No. 2
[01 Oct 2006] The Royal Marsden Hospital is the UK’s largest hospital specialising in the treatment of cancer. When it competes for donations from active cancer donors, and aims to expand donations from new donors, it operates alongside cancer charity giants such as Cancer Research UK and Macmillan.The budget for this campaign was less than £500,000. This was insufficient to fund a national campaign. Moreover, the charity and its agency knew that they could not compete on a national level against the might of Cancer Research UK. The Royal Marsden could not outspend such charities, so it needed to outthink them. (9 pages)
Telewest Broadband: 2005 IDM Business Performance Awards Diamond Award winner — Campaign: 'Altogether better value' — Kate Boothby, Journal of Direct, Data and Digital Marketing Practice Vol. 8 No. 2
[01 Oct 2006] This case study demonstrates how a relatively low-spending, barely
known brand, competing in diverse markets, managed to take on and beat
UK market leaders. (9 pages)
‘You need to get close to a Renault to appreciate its beauty ’: Summer test drive DM/online/e-mail campaign — Paul Livingstone, Journal of Direct, Data and Digital Marketing Practice Vol. 8 No. 1
[01 Jul 2006] In the UK there are two significant dates for the automotive market: March and September. These are when the number plates change sequence. Being the first to have the new season’s number plate has a certain cachet and generates significant sales within those months for the manufacturers. As a result, automotive manufacturers look to generate a significant proportion of their annual sales figures during these two critical sales periods. (5 pages)
Cancer Research UK campaign: 'All Clear' — Kate Boothby, Journal of Direct, Data and Digital Marketing Practice Vol. 8 No. 1
[01 Jul 2006] This case shows how a well-conveyed ‘consumer truth’ can create a compelling and engaging communication programme, huge cut-through and dramatic results. The campaign set Cancer Research UK apart from the standard charity campaigns, putting it firmly on the agenda for the UK consumer. (8 pages)
Case Study: Beep beep beep beep, that’ll be the bank then — Driving sales through mobile marketing — Paul Say and Jenny Southwell, Journal of Direct, Data and Digital Marketing Practice Vol. 7 No. 3
[01 Jan 2006] This case study describes how First Direct is executing a mobile marketing strategy without increasing channel adversity to marketing messages. Its experience counters the myth that consumers of financial products and services do not want to be engaged in marketing conversations via their mobile phone. The authors outline First Direct’s approach and provide insight and illustration with the use of case study materials. (4 pages)
Case study: When a brand makes a promise: British Gas, integration and 'Doing the Right Thing' — David Reed, Journal of Direct, Data and Digital Marketing Practice Vol. 7 No. 2
[01 Oct 2005] Increasingly, brands are making direct promises to their customers and putting the customer experience at the heart of the brand strategy. Rather than making boasts —think of British Airways, 'The World's Favourite Airline' or BMW, 'The Ultimate Driving Machine' — more progressive marketers, particularly in service sectors, try to express their brand as a promise. Norwich Union will 'Quote You Happy'. BT
'Gives More Power to You'. Tesco ensures 'Every Little Helps'.
Case study: Service resolution management — A 'knowledge-powered' approach — Brian Kelly and Greg Bowman, Journal of Direct, Data and Digital Marketing Practice Vol. 7 No. 2
[01 Oct 2005] This is a study of the results of applying an interesting approach — embodied here within a specific software suite — to service resolution management within a client's contact centres.
Case study: The IDM Business Performance Awards 2005: Diamond Award — Robin Fairlie, Journal of Direct, Data and Digital Marketing Practice Vol. 7 No. 1
[01 Jul 2005] The winner of the Diamond Award in 2005 for overall business
performance was Gala Group, with its agency Perspektiv Marketing/
ISD Computer Services, for a campaign that used direct marketing to enable a retail business philosophy.
Case study: Alliance & Leicester goes direct — Peter Sleight, Interactive Marketing, Vol. 6 No. 4
[01 Apr 2005] The Alliance & Leicester bank (A&L) has taken a major step this year towards accentuating its direct offering by quadrupling its online spend. The author talks to Stephen Leonard, A&L's director of brand marketing and e-commerce, about the reasons behind this move.
Case study: Creating a single view of the customer for CRM strategy — Andrea Reid and Daragh O ’Brien, Interactive Marketing, Vol. 6 No. 4
[01 Apr 2005] This paper discusses the importance of data integration within a single view of the customer (SVC) database for CRM strategy and implementation. It uses one case study from a European
telecommunications company to highlight the problems and issues that can arise when implementing such a system.
Case Study: The IDM Business Performance Awards 2003 gold medal winner, M&G Investments: It pays to tell the whole truth — Robin Fairlie, Interactive Marketing, Vol. 6 No. 3
[01 Jan 2005] In 2003 M&G, with Harrison Troughton Wunderman, won the gold medal in the IDM ’s Business Performance Awards for an integrated campaign leading all the way from market research to sales. This programme achieved all its objectives of improved response, increased sales, higher share of market, reduced promotional expenditure and improved brand awareness —on the back of a shrinking market.
Case Study: William Hill boosts online customer acquisition using e-CRM programme — Garry Lee, Interactive Marketing, Vol. 6 No. 2
[01 Oct 2004] Of all registrants at williamhill.co.uk, historically one in two people did not become an active better. A new automated and event-driven e-mail application from RedEye was implemented to deliver bespoke e-mail campaigns for William Hill. This enabled the bookmaker to communicate in a more timely, relevant and personalised manner with its prospects in a bid to encourage a greater number to become active (betting) customers.
Case Study: Miele Professional Partnership Programme: Putting data and telemarketing at the heart of a successful B2B business Strategy — Helena Stevens, Interactive Marketing, Vol. 6 No. 1
[01 Jul 2004] This case study describes how Miele teamed up with HSM to set up the Miele Partnership Support System, a one-stop-shop support system integrating all the facets of the business. The paper outlines the aims of the new strategy, the key stages, how it works and its results thus far, and concludes by discussing implications for the future.
Case Study: Implementing integrated marketing: The Seeboard Energy case — Angus Jenkinson and Branko Sain, Interactive Marketing, Vol. 5 No. 4
[01 Apr 2004] The paper argues that current fragmented marketing sub-optimises performance. It suggests that integrated marketing, when implemented effectively, enhances multilateral value creation (for shareholders, customers, employees, the organisation and wider stakeholders’ communities). It proposes the '18 Leadership Actions' model for integrated marketing implementation using the Seeboard Energy case analysis to test it.
Case Study: Tesco.com: Defining the online shopping experience for the UK consumer — Robin Fairlie, Interactive Marketing, Vol. 5 No. 4
[01 Apr 2004] This is the story of how Tesco.com, advised by EHS Brann, came to dominate the UK’s online grocery shopping market, with a 65 per cent market share, at a profit, becoming in the process a worldwide phenomenon. It records the areas of challenge (recruitment,
conversion, retention, loyalty, reactivation, modelling, distribution, measuring), the ways in which each challenge was met and the results in each area, against target and/or control.
Case Study: Applying RFM segmentation to the SilverMinds catalogue — Mark Patron, Interactive Marketing, Vol. 5 No. 3
[01 Jan 2004] This paper shows how a small company with limited analytical and statistical resources was able to extract greater value from its marketing database by RFM segmentation and analysis. The paper describes the methodology, rationale and results of SilverMinds' RFM segmentation project plus some of the other applications of the segmentation strategy. The project gave a return on investment (RoI) of over 20 times. (7 pages)
Case Study: Pampers — Relationship building using multiple channels — Edited by Kate Boothby, Interactive Marketing, Vol. 5 No. 2
[01 Oct 2003] The disposable nappy market in the UK is worth a sizeable £480m per year. The Pampers marketing team faced threats to their traditional brand leadership from a new rival: Huggies. As the newer entrant, Huggies were perceived as the innovator in the marketplace and came with a larger launch plan focused on heavyweight communication, as well as product. (5 pages)
Case study: Vauxhall Motors — Engineering profitable long-term customer loyalty — Richard Madden & TBWA\GGT (Ed. Kate Boothby), Interactive Marketing, Vol. 4 No. 4
[01 Apr 2003] Vauxhall's outstanding approach to customer relationship marketing (CRM) earned one of the UK's top car brands a shining Silver Award from this year's IDM Business Performance Award judging panel. For the last decade, Vauxhall has been the UK's number two for new car volume sales. (From an original contribution by Richard Madden and with grateful thanks to TBWA\GGT.)
Case study: Concern—Integrated direct marketing to build donor loyalty — Kate Boothby, Interactive Marketing, Vol. 4 No. 3
[01 Jan 2003] The winner of the IDM's Business Performance Award 2002 was Concern, an international relief and development charity. At the height of the emergency in Afghanistan, 300,000 people were surviving on aid being delivered by Concern. The charity was able to provide this level of support through a hard-hitting direct marketing campaign. The five-year strategy is not yet complete, however it has already turned the charity's performance around and resulted in a cultural shift in favour of a long-term approach to donor management. (6 pages. Vol. 4 No. 3, Jan 2003, kindly sponsored by Centrica)
