By Scott Logie, MD, Insight at REaD Group
At the start of 2018, REaD Group chose MS Society to be our charity of the year. This was based on one of our team who made the proposal, and we agreed they were a worthy charity to follow. I don’t think many of us at that point would have realised how engaged we would have been as a business with the charity, how much we would have learned about the disease or what can be done to help people who live with the disease every day.
A lot of that has to go down to MS Society, they have been amazing. We met the Chief Exec who was full of ideas on how we could help them. Additionally, we have had brilliant support from a number of teams across the charity, with special mention to Tom Bolsin, who has kept us up to date on opportunities, given us great ideas on how to raise funds but more importantly shared with us what our funds could do. And that is at the heart of what a good charity partnership should be.
Over the year we have had visits from an MS sufferer who shared what it is like to live with this debilitating illness every day and we have had a presentation from the research team on what is being done to try and stop the spread of MS.
A particular highlight (?) for me was the visit to the Tissue Bank with my colleague Katie. Katie was our star fundraiser when we did our big challenge – more on that later – and as a “reward” got to see how brains and spinal cords are being dissected for sharing around the world for researchers to analyse the differences between those with the disease and those without (more information here). Katie seemed to love this, odd girl, although I had to leave the room to lie on the floor. Those people who do that job deserve a medal.
Probably the most uplifting event of the year was the awards ceremony where individuals with MS, their families, their employers and those who raise funds in their spare time were all recognised. The word “humbling” is over-used, but I left that event feeling pathetic for the little that I do compared to these amazing people and enthused that they do it.
Oh yeah, and we raised funds too. We baked cakes – some tasted nicer than others. We had a pub quiz and watched Tickers beat Snickers. Just about. We had pub games and enjoyed the beer more than the games. And we had a wax off where some of our brave men lost the hair from their arms, legs, back, stomach, chest and…underarms. Well played Arun, Adam, Charlie, Andrew and Joe. It wouldn’t have been me.
And for our big challenge we tackled 10 peaks in 10 hours in the Lake District. It was a very sunny day with a storm threatening the whole way around. I’m delighted to say that all thirty of us made it, and more importantly made it together. The fact that we entered the pub at 9 hours and 58 minutes just as the heavens opened made it all the sweeter I think. What a team effort!
We have raised over £12k before Gift Aid and have enjoyed doing so. Thanks to everyone who has contributed, we really appreciate it.
We’ll be looking to support another charity in 2019 but, to be honest, whoever we support will do well if they are as engaged, supportive and helpful as MS Society have been this year. It’s quite easy for an organisation to raise funds for a charity but this year has been so much more than that. We have learned a great deal about the disease and the causes; we have met sufferers who have inspired and amazed us with their desire to live a normal life; we have learned about the root causes and what needs to happen to stop MS and we have seen how even a disease as hideous as this can be overcome with fortitude and bravery. It’s been fun and enlightening.
By Jason Peacock, Account Director a REaD Group
What does a day in the life of an Account Manager at REaD look like?
In short, a day in the life of an Account Manager is fun, challenging, collaborative, inspiring and hard work (did I say fun already?) and it’s most definitely rewarding. I would also be lying if I didn’t say occasionally it’s frustrating, but that’s just part of life right?
The fact is, as any person in any business working in an Account Management role will tell you, that every single day is different. And that itself is one of the brilliant things about the role.
An average day…
For me, every day starts with a coffee; a good strong coffee which I drink on the train to work while checking my diary and making a list of the things I need to get done for the day.
Once in the office, it’s full steam ahead. Another coffee on the go whilst reading and responding to urgent emails. Then a quick check-in with relevant internal teams on key projects and making sure I’m prepared for the meetings due to take place that day.
Internal meetings are relatively frequent. We may work in data, communications and technology, but we’re above all a people business and whether it’s face to face or via tele/video conference we work collaboratively to drive and deliver the work for our clients.
I’m working on a couple of large projects for my clients at the moment which have a lot of moving parts and regular catch-ups help keep everything on a smooth track.
The rest of my day typically consists of conducting client calls or meetings to present status updates on projects or, fresh thinking and new ideas to drive the clients’ business forward and meet their objectives.
I also spend time planning new work, compiling lists of next steps, sending follow-up emails, putting together timelines with internal stakeholders, scope of work estimates for the client, and opening project tickets.
The list could go on and on, but generally, it’s about keeping tabs on all projects and thinking about what needs to happen next.
As a role, it’s a hybrid of relationship management, project management, consultancy and sales. We keep clients happy, make them look good but also challenge their thinking.
There are of course the quieter days where meetings a less frequent and/or projects have slowed slightly which allows time to catch up on admin, think about future projects, find the next number on the advent calendar I received from the office secret ballot, think about what to buy for my Secret Santa gift, worry about what someone may buy me (!!) and write the odd blog for the 12 days of Christmas.
So, what makes a good account manager?
To me, given the variety in the role there isn’t any one single thing that makes a great Account Manager.
Being a ‘people person’ helps. Someone who cares. Also the ability to listen – to discern what a client needs, and then fulfil that need – is a highly sought-after and invaluable skill.
Understanding their business challenges, their motivations and what makes them tick all help build and retain strong relationships, both internally and externally, which is of course key to building trust.
Being organized and wanting to be part of a team, so you can juggle multiple stakeholders and deliverables across multiple projects across multiple accounts, will also put you in good stead for a role in Account Management.
There are times you need tenacity – to take on, to look outside the box and solve a problem and there are other times when good commercial acumen, a cool head, diplomacy and sound judgement are needed.
It’s about being interested, being a team player, having boundless and relentless optimism and NOT being work shy.
What have I learned?
It’s not so much “learned” because I’m still learning. In the 20+ years I’ve worked in Account Management, I’ve challenged myself to learn something new every day.
From understanding new industry sectors, new personalities, new marketing technologies and to how to write new and complex data queries to learning more about Multiple Sclerosis (as a business we support the MS Society) and making “human mummy’s” with the office toilet roll whilst at the office bar on a Friday evening!
It’s impossible not to learn new things and be inspired when every day you’re surrounded by so many people from different backgrounds, with different interests and different skill sets.
By Scott Logie, MD, Insight at REaD Group
For most of us in the UK, we think that Black Friday was invented by Amazon but that’s not actually true. Police in Philadelphia first used the term “Black Friday” in the 1950s when large crowds of tourists and shoppers came to the city the day after Thanksgiving, creating chaos, traffic problems and looting opportunities.
The term soon grew throughout the U.S. and today it commonly marks the start of the Christmas season, where shops compete to offer the best deals.
The concept was first brought over to the UK in 2010 when Amazon promoted a range of discounts and deals to consumers – and we were hooked! Then in 2013, Asda held its own Black Friday sale which turned into mayhem, making national headlines as customers physically fought for flat-screen televisions. Since then the sales have grown year on year, although much of the shopping is now done online and is more of a weekend than a day, and has extended to almost every retailer and across different sectors.
In our house, the phrase “let’s see what we can get on Black Friday” delays any thoughts on Christmas shopping for at least a short period of time.
From a Customer Engagement perspective, I always find Black Friday a bit disappointing and this year was no exception. Every year I hope to see more personal engagement, more creativity and more relevance. In the year of GDPR when brands’ email lists have been decimated (using the literal meaning here) I had hoped that this would be the time to use smaller lists to build bigger relationships. I asked around a few friends and everyone felt the same; not very much of the messaging sent out felt that it was personal.
In general, the emails were all pretty much the same: We have a Black Friday sale, we have some offers and some might be interesting to you. For example, this one from Jones Bootmakers, someone I have bought from in the past has no products I have browsed, no styles I might like, in fact not even something that shows I’m a man (no jokes please). They do get time to make sure I know that it is only selected lines though!
Not surprisingly (maybe) Amazon got it right. They actually targeted based on what I’d bought, and the email body contained books I had browsed but not purchased. Even if the image was a bit generic (I promise I have never thought to buy a Call The Midwife book).
Am I missing something, surely the customers that retailers have now are the people who said they wanted to still be contacted? And surely, they are also the people who have either bought, browsed or given an indication of interest in certain products? This generates really useful data and that data should then be getting used in these sorts of communications.
This is it, the biggest sale day of the year and yet we send generic emails with generic content. As a data marketer I feel disappointed not just in the brands but also in my industry. After all this time we are still failing to get the basics of personalisation right most of the time. Is this down to lack of data being made available? Or is it a lack of imagination in using it? Either way we must do better.
So, a target is set: For next year’s Black Friday to get at least one email in my inbox, personalised to me, from a brand that I work with, who are using data well. See you then!
‘In a fast-paced world, today’s popular brand could be tomorrow’s trivia question.’ – The words of late PepsiCo Chairman, D. Wayne Colloway, have never been more relevant. For many businesses, the need to stay on the pulse and react to unforeseen or last-minute changes is crucial. Missing a beat can be very costly.
In an ideal world, every campaign would be meticulously planned and crafted, with a contact list that had been equally scrutinised with a fine-tooth comb. Sadly, very few are afforded such luxuries!
Undoubtedly, the level of reactivity required can alter drastically depending on the nature of a business. In some instances, we may be talking about a number of weeks, but sometimes it may be a matter of days, or even hours!
If we take, for example, the charity sector, and more specifically Disaster Relief Charities, it is imperative that the turnaround on campaigns is as fast as can be achieved. When funds are desperately needed, and lives are at stake, speed is everything.
The recent earthquake and tsunami that hit Indonesia left hundreds of thousands of survivors in urgent need of food, water and shelter. As soon as the news broke, many Disaster Relief Charities would have immediately begun putting together lists of supporters to appeal to for donations.
However, with the major overhaul in data protection law in May of this year (GDPR) there are considerations that must be taken in relation to the data being used for these campaigns. In accordance with article 5(1)d of the GDPR:
‘every reasonable step must be taken to ensure that personal data that are inaccurate, having regard to the purposes for which they are processed, are erased or rectified without delay.’
This potentially makes things difficult when putting campaign lists together when time is of the essence. If you need to send out a campaign urgently, you can’t afford to waste time waiting for an ad hoc data clean to be completed. This can often take up to 2-3 working days at which point the initiative has been lost and response rates can be lower.
Putting aside the risk of fines that might be incurred from contacting goneaway or deceased contacts under GDPR, a far more serious and harmful prospect is that of costly reputation and brand damage.
In response to these challenges, REaD Group have developed Data as a Service (DaaS) – a new real-time delivery model that provides access to REaD Group’s market leading data cleaning solutions, on demand. As data is cleaned in real-time, you can rest assured that data is accurate, up-to-date and campaign-ready at a moment’s notice.
Ensuring that campaign data is accurate and up-to-date is now required by law, but this doesn’t have to restrict reactivity when time is short. Whether you’re a disaster relief Charity responding to a recent event or disaster, a travel company capitalising on current weather conditions or a retailer making the most of current affairs – there is a need. A need for speed.
Contact us today if you’d like to know more about DaaS!
By Scott Logie, MD, Insight at REaD Group
The generally accepted wisdom is that the costs associated with repeat business are, for the most part, significantly lower than acquiring new business. Research suggests that 70% of companies say it’s cheaper to retain a customer than acquire one, while others have suggested that the cost of acquiring a new customer can be as much as seven (or is it four, five, six or 10?) times more expensive. None of this is new or shocking information and whatever the multiple, it has been shown to be true over many years and across many companies.
So why then do many brands continue to charge existing customers more for their products than they charge new customers? Research from Which? and shared by the BBC suggests that on average existing customers pay £70 more than new customers for Home Insurance. In addition, for combined insurance, the average premium paid for a policy 20 or more years old was £396 per year, compared with the £195 new customers paid.
I have recently had two experiences of this. First, when renewing car insurance for my wife and myself – we got quotes from our existing provider that had increased substantially from last year. We checked on a friendly meerkat site and saw we could move and save a lot of money. One call to the provider and they moved the price close enough for us to agree to stay.
We then had to renew the pet insurance on our large cat and dog collection. After many years of simply renewing we looked around and found better cover for a lower price from a very well-known provider. Half the cost in fact. We called again, and this time were offered only 20% reduction on the quote. They seemed genuinely shocked that we declined.
From experience, and this is not a defence by any means, merely an attempt to understand, there are a number of reasons this can happen. For example, the cost to acquire a new customer, along with lower rates to attract this new business, often means that the cost has to increase in year 2 to make some profit. Or maybe internal models show that these customers are loss making due to claims, so they force the second-year costs up to cover the claims made by the cohort they belong to. Or maybe the companies just think we are a bit lazy (after all around 70% of people still don’t move their insurance after year 1) and that we won’t notice.
No matter how we cut this, there is a problem. All of these approaches are company centric, not customer centric. As many brands and sectors have realised, focussing on existing customers can be very valuable.
Digitally native businesses, for example, value not only their customers but the data they have on those customers. Similarly, large retailers have invested heavily in loyalty schemes, in Sainsbury’s case literally in buying Nectar. This demonstrates investment in existing customers. They are not ignoring the acquisition of new customers but know that there is a balance to be struck.
That’s not to say that every customer is valuable, or indeed that every customer should be retained. Maybe my current car and pet insurers simply decided I was not worth keeping and tried to price me out of their brand but, in all honesty, given how they folded like a linen suit on the underground this July, I doubt that to be true. I think it’s more likely the case that those companies still have an “acquire at any cost” mentality that means the existing customer gets less attention.
It’s great to see that Which? are taking up the fight and that the regulators are going to look at this but surely the economics suggest that this needs to be looked at and rectified by the brands themselves. After all, it’s four, five, six, seven or ten times cheaper to retain a customer than acquire a new one.
by Dan Fossaceco, Lead Generation Director at REaD Group
Now that the GDPR dust has settled and everyone’s had a moment (has it really been 5 months!?) to catch their breath a little, I thought it might be a good time to discuss lead generation. Based on our many collective years of experience in the Performance Marketing team at REaD Group here is our take on the WHO, the HOW and the WHAT of performance marketing. First piece of advice, treat it with respect. When it’s done well it can be an immensely powerful and impactful tool, but when done badly…it can go ohh-so wrong!
Before embarking on a campaign, you should carefully consider the following three questions:
WHO do you want to target?
HOW do you want to target them?
WHAT constitutes success?
WHO – This is probably the most important thing to think about. If you haven’t identified your ideal consumer profile, then there isn’t really much point! You should be aiming to create tailored campaigns that appeal to the audience you’re trying to attract, as this is imperative to sustained success.
When you get this right, the volume shouldn’t affect your ideal customer profile and leads should still be giving you that ROI you’re looking for.
HOW – Here comes the tricky part. There’s no one method…but many! You’ll also find that different traffic sources will give you different results. The challenge is to choose the plan of attack that makes the most sense for you.
For example, a more universal product such as utilities would lend itself to a volume-driven approach as there are multiple product choices available to the end consumer. On the other hand, for a high value or niche product you would want to adopt a method that provides you with a smaller amount of more qualified leads.
It really is well worth taking the time to plan your approach rather than blindly launching a campaign – it will save you a lot of time in the long run! If you throw too large a net when you don’t need to you will only end up with large volumes of consumers who will need further qualification before any potential sale.
WHAT – This is an incredibly important question (ok…they’re all important). It should be very straightforward for marketers to answer, but increasingly it’s not as black and white as you might think. What is it exactly you’re trying to achieve? Are you looking to diversify your customer base? Or maybe looking to promote a more expensive product? Unless you know from the outset what you’re looking to get out of your campaign, you’ll find it impossible to understand whether it is ‘successful’.
So, allow me to let you in on the secret – if you really want to ensure that you’re practicing good lead generation as opposed to bad…you must QUESTION EVERYTHING.
If you make sure that you’re asking (and answering) these questions, then there’s no reason you shouldn’t get the most out of your lead generation and have successful campaigns flying out the door!
If you’re ready to ask these questions get in touch with a member of the Performance Marketing Team and we’ll be happy to help!
Marketers spend hours meticulously crafting the campaign message, creative and a compelling call to action. Then when it comes to the data to fuel the campaign – often the same attention to detail isn’t applied. Even the most creative campaigns can fail if the data is poor quality and inaccurate – containing gone-aways and deceased contacts or incorrect addresses for example.
Here are 5 really good reasons why data quality should be (at least) as important as the creative and CTA….
Keeps you on the right side of the GDPR data quality requirements
Keeping ALL of your data clean is also now law with the advent of the GDPR. Article 5.1d is explicit: you must keep data accurate and up to date or delete it!
Reduces the risk of brand damage – does your brand want to market to deceased contacts?
Marketing to the deceased is bad practice and bad news for your business, causing unnecessary distress to relatives and risking costly damage to your brand reputation. It is so easy to avoid by using a trusted data cleaning partner, so why risk it?
The better the quality of your data, the better it will perforM! good quality data will help you increase revenue, reduce costs and make better business decisions
The phrase “rubbish in, rubbish out” is well known and often used. It is also very true. Your data is a valuable, strategic asset and maintaining its accuracy and quality should be a priority across your business. It should not be seen as a one-off task but as an ongoing process of improvement. Research by The 451 Group, identified the top 5 benefits of good data quality as:
- Increased revenues
- Reduced costs
- Less time spent reconciling data
- Greater confidence in analytical systems
- Increased customer satisfaction
Your customers and prospects expect their data to be accurate
Recent research conducted by DataIQ and REaD Group confirmed that consumers expect the data held about them by brands they interact with to be accurate.
72% of consumers expect companies that hold their data should get it right every time or most of the time. But what they actually experience is a different story, with almost half of consumers stating that companies get their data wrong sometimes or more often than not! [GDPR Impact Series 2018: Accuracy and Relevance]
It has never been easier to achieve!
And while it has never been more important to your business to keep your entire database clean and accurate, it has also never been easier to implement and maintain.
With established and trusted data quality services such as GAS, TBR and GAS Reactive from REaD Group – available via a choice of flexible delivery methods to suit organisational and technology requirements, it is now achievable and affordable to optimise the accuracy of your data.
Download our handy infographic below!
Last week we were delighted to be joined by a room full of senior data marketers, CDOs and analysts from a broad range of sectors and from brands as varied as Glasses Direct, Macmillan, RR D, Deloitte, Sodexo, Gobsmack and Go Travelyn at our Late Summer Soirée.
With the highly photogenic Tower Bridge as our backdrop, our guests were taken through a whistle-stop programme – from compliance and the future of data delivery to the power of segmentation via key messages about trust and transformation. Huge thanks to our stellar line up of speakers including, Andrew Mann, Partner at North Bailey (formerly of Asda, Sainsburys, Tesco Clubcard and more), Graham Davis, Head of Customer Insight and Marketing Effectiveness at Ageas and Andrew Wilson, CEO of My Life Digital.
When the going gets tough, the tough get it right!
REaD Group Chairman and Founder, Mark Roy, opened the evening with a review of the state of the data environment – challenging but full of opportunity for businesses who have adapted. Talking about the importance of keeping consumers at the centre of your business, as a fitting introduction to the themes of the evening.
Data you can trust!
Kicking off with some no-nonsense precis about GDPR and REaD Group data, Andy Bridges, Data Compliance and Governance Manager, referenced the strict due diligence applied to all REaD Group data. Giving our clients the confidence to use our data post GDPR. And the clients that are using our data are seeing some compelling results, as outlined by Head of Business Development, Adam Tolcher in Data that delivers:
A well known furniture supplier is seeing consistently positive ROI of £6.50.
One of our charity clients recently achieved a conversion/donation rate of just under 3% from a DM campaign (further highlighting why there has never been a better time to use Direct Mail!)
A travel company, specialising in cruises, has seen an astonishing £240,000 of revenue following a DM campaign using REaD Group data.
Introducing Data as a Service (or DaaS), an exciting new delivery model for REaD Group, Commercial Director Clive Rumsey outlined some of the business efficiencies, compliance and data quality benefits of DaaS. A short animation reinforced the concept of DaaS being the future of data delivery.
Which way is North?
In a hugely insightful and entertaining talk, Andrew Mann assured us that Data isn’t difficult! Getting everyone up on their feet, we were reminded in a very practical way that to succeed you need everyone in your business pointing the same way. Every business should tap into the power of their data but remember you can’t fly before you can crawl. Leaving the audience with a practical checklist of 7 steps to data driven customer growth and the message that it’s never too late to instigate change – as the old proverb sates, ‘The best time to plant a tree was 20 years ago. The second best time is NOW.’
Never a truer word spoken – at speed!
In his presentation No job too big, no job too small, Scott Logie, Director of Customer Engagement at REaD Group, proved that you can complete a 20-minute data-packed presentation in just 5 minutes. If you talk really fast. But making the serious point that there is no marketing problem that data cannot solve.
Insight in Action
Graham Davis, talked about the impact of commissioning REaD Group to build a bespoke segmentation for Ageas. The message – using data to truly understand your customers and (most importantly) using that insight to inform and optimise your marketing strategy – is transformational.
Andrew Wilson – in Mark’s words “the new kid in the block” as CEO at My Life Digital, talked about keeping consumers and their choices at the centre of business being an imperative. In a post GDPR world, it is the brands who do the right things by their customers and potential customers – using a trusted and comprehensive preference management system, like Consentric – who will thrive.
Dan “the man” Fossaceco, Lead Generation Director gave us a quick tour of the evolving world of Performance Marketing – a powerful tool for marketers to gain opt-in prospects post-GDPR. The Three simple messages to take away? It’s easy to set up, it works and…get in touch with our established and experienced performance marketing team to deliver results!
Rounding up the night, REaD Group CEO, Jon Cano-Lopez, summarised that we had covered a lot in a short space of time, and that despite the challenges the new data regulation has presented – now is the time to seize opportunities!
If you want to know more, just ask!
by Scott Logie, MD, Insight at REaD Group
Many years ago, in the last millennium in fact, I worked in a large UK Bank. One of the projects we undertook was to segment our customer base. We started by breaking it down into lifestages, clustered each lifestage and then grouped them together. We then overlaid a lot of data including attitudes, lifestyle and detailed customer research by segment. This segmentation was then responsible for helping create the underlying marketing strategy. And one that worked amazingly well, we were getting up to 25% response rate on some of our outbound direct mail campaigns.
This wasn’t my first segmentation project although it was probably the biggest I’d tackled at that point. Since then I have been involved in many many more and frankly, I love them. Not just from a data point of view – they are pretty fun though – but also because they always throw up some exciting, interesting and useful segments for our clients.
Over the years, I’ve got pretty pissed off hearing about the death of segmentation. Because we can track the behaviour of every individual on-line, and have the technology to create bespoke plans for each of them, there is now no need to segment.
The truth is that when you have millions of customers, and prospects, to engage with, you can’t make every decision based on a detailed and personalised plan for every individual. So segmentation is actually still really useful and for me is the bridge between mass marketing and the nirvana of one-to-one marketing.
And segmentation exists in endless varieties. From the micro-segmentation of traffic arriving at websites, to the attitudinal or behavioural segmentation of a brand’s customers, to the socio-economic segmentation of voters, to the geo-demographic segmentation of media consumers, there is segmentation at work everywhere, and with increasing sophistication.
Segmentation is quite straight forward to do and powerful when used correctly. While each of us are our own person, in many ways we still act like a lot of other people. We actually do exhibit common patterns of behaviours and attitudes, and it is useful for brands to acknowledge and act on those patterns.
However, there are some important considerations when looking to create a segmentation.
First, be clear about the usage that a given segmentation approach is intended to address. All segmentations answer some questions but no segmentation answers all questions. Maybe you want to retain your most valuable segments then the segmentation needs to be lead by value. Maybe you want to understand where there is market potential, then the segmentation needs to address an overall market. Or maybe you need to understand the demographics and behaviours of your customers to drive content and creative, then the segmentation needs to be demographics led. It might sound obvious but a lot of segmentations are done without thinking about how they will be used.
Secondly, think about the data. A lot of the time I feel that data is chucked at a segmentation. I’ve been guilty of this myself, just throw all the data in and see what happens. Over time, I’ve learned that this is dangerous. Notwithstanding all the statto needs to normalise, scale and deal with data anomalies there are other important things to consider. The most important of these I believe is to split the data into what is going to be useful to create the segments and what is better being used to describe the segments – this is not always the same data.
Finally, this is not a data project. Segmentation is a customer project. I know it starts with the data but it should end with creative ways to engage customers and prospects and, sadly, that is never going to happen if the project sits in a data team (sorry geeks). So it is really important to engage the whole team early, get them to understand what is being done and why and that this project will fly if they get involved and give it some life. Some of the best projects I’ve been involved in are the ones where creative marketers owned the segmentation.
So the next time someone tells you that segmentation is dead, tell them you don’t think so. In fact, not only is it not dead but it is alive and well and thriving for brands that want to build bespoke campaigns for their customers. Tell them you are proud to be one of the people who sits in the segment called “believers”.
“Rumours of my death have been greatly exaggerated.“ – Direct Mail
Direct mail is alive and well! Far from being an outdated medium – when combined with latest technology, creatively and thoughtfully put together, personalised and targeted, Direct Mail is and will remain, a relevant and highly effective channel well into the future.
And by entrenching Legitimate Interest as a legal basis for Direct Marketing (in Article 47), GDPR creates a unique opportunity for marketers who have phased out or never used Direct Mail to embrace this versatile, tactile and creative channel.
Read on to find out why Direct Mail should be a permanent fixture in your marketing mix!
1. Direct Mail…Is opened AND read
According to an InfoTrends study 66% of direct mail is opened. Great start! If opened, 82% of direct mail is read for a minute or more. Impressive!
Not only that, the same study confirmed that of the 56% of consumers who stated that they responded to direct mail went online or visited a physical shop.
Those are some remarkable stats and conversion rates (unless we’re missing something) unheard of for any digital channels.
This is the really exciting bit…research confirmed that 62% of consumers who responded to direct mail within three months, made a purchase.
A well targeted, well-designed piece of direct mail can resonate with recipients in a way an email cannot. Something tangible and physically engaging can be a novel, tactile and enjoyable change from words on a screen.
Collaborative research by Millward Brown and Centre for Experimental and Consumer Psychology at Bangor University found that tangible materials leave a deeper footprint in the brain.
3. Direct Mail CAN be done using Legitimate Interest as the legal basis under GDPR
The prevailing legislation, GDPR, states in Recital 47 that processing of personal data for direct marketing purposes may be regarded as carried out for a legitimate interest
Latest guidance from the ICO highlights that all the legal bases for processing data under GDPR have equal weighting and the first line in the guidance on consent states: The GDPR sets a high standard for consent. But you often won’t need consent. If consent is difficult, look for a different lawful basis!
You won’t always need consent e.g. for postal marketing.
What’s more, if you don’t need consent (under PECR) you can rely on legitimate interests for marketing activities if you can show how you use people’s data is proportionate, has a minimal privacy impact, and people would not be surprised or likely to object.
4. Direct Mail increases ROI
According to Brand Science review. Campaigns including mail had 12% bigger ROI than those without mail!
5. Direct Mail makes consumers feel valued
The Value of Mail in Uncertain Times study found that 70% of consumers indicated that mail makes them feel valued. That’s an impressive stat – and all the more so for engendering feelings of being valued (an elusive goal for many brands).
And Direct Mail still resonates with every age group according to findings from a study by InfoTrends and Prinova.
In support of addressed and personalised mail, InfoTrends found that over 84% of respondents reported that personalisation made them more likely to open a direct mail piece.
*Sources: The Value of Mail in Uncertain Times, August 2017
6. Direct Mail creates a better impression of the company
“Tangible material leaves a deeper footprint on the brain”.
And scientists have proved it! The Centre for Experimental Consumer Psychology at Bangor University recently conducted an experiment using an MRI while presenting participants with both digital and physical advertisements. The results showed that printed materials not only make a deeper impression but are also perceived as more genuine!
Research presented in The Private Life of Mail: Mail in the home, heart and head confirmed that Direct Mail is more likely to grab the recipient’s attention.
Sources: Millward Brown, “Using Neuroscience to Understand the Role of Direct Mail,” 2009,
The Private Life of Mail: Mail in the home, heart and head
7. Direct Mail has longevity!
27% of all mail is still “live” after the twenty eight days*
Contrary to the transient nature of email and other digital channels – direct mail can be retained for weeks (or even months) and is more likely to be shared or interacted with by more than one person in the household.
And in his paper, Print vs. Digital: Another Emotional Win for Paper, Roger Dooley proved that while digital ads were processed more quickly, paper ads engaged viewers for more time and, a week later, subjects showed greater emotional response and memory for physical media ads. Physical ads also caused more activity in brain areas associated with value and desire.
*Source: JICMAIL Q2&Q3, Kantar TNS
8. Direct Mail is more believable
Research by Market Reach has revealed that 87% of consumers consider mail communications to be more believable*
In the age of fake news, malware and phishing, it may be that a growing unease and lack of trust with digital channels is fuelling an increased consumer desire for the tangibility and trustworthiness of mail.
*Source: The Value of Mail in Uncertain Times
9. Direct Mail is liked by Millennials!
It’s true, the born to be digital generation like and engage with direct mail!
The “Millennial” generation (i.e. born between 1982 and 2000) is now the largest living generation in the world. While many generalisations about these “digital natives” abound, that they do not like or engage with printed material is not true. Gallop research found that 95% of 18-to-29-year-olds have a positive response to receiving personal cards and letters.
A study by InfoTrends and Prinova – which surveyed a group of 18-66 year olds and their mail habits – also showed that 63% of Millennials who responded to a direct mail piece within a three month period actually made a purchase.
10. Direct Mail is good enough for Amazon!
Yes really! Amazon’s latest new (old) idea is….Toy catalogues!
According to Bloomberg News, Amazon’s first catalogues will be published in the US before Christmas and will be posted to millions of US households and also handed out at Whole Foods Market shops (bought by Amazon last year). There is also the possibility of a roll out in the UK to fill the gap left by the demise of Toys R Us.
This surprising move into print for the archetypal online retailer is further proof that print as a marketing channel is alive and kicking.
So, its clear that when executed well, Direct mail is an incredibly effective channel for response rates and engagement.
So what are you waiting for? Get in touch to talk to us about your next Direct Mail campaign.
At REaD Group we have been helping businesses of all shapes and sizes get great results from Direct Mail for more years than we care to remember. And with the advent of GDPR our services have become even more important and relevant to our clients (from optimising data selections and data quality to campaign reporting and analysis). We’re a safe pair of hands.