Is the Recession as Bad as the Media Says?

I normally would not comment on this subject because too much has been said about it already. But businesses and consumers translate this information into negative action. And this affects marketers and strikes at the heart of key strategic initiatives.

Furthermore, the complexity of the economy discourages average businesses and consumers from delving much beyond the biased headlines to uncover the facts.

You see, I think that what began as a housing and banking crisis grew to something worse because of the media's leaning toward sensationalism and negativity. And the human psyche naturally gravitates toward the negative rather than the positive. (As a direct marketer, I often see negative headlines outpull the positive ones).

So the hype behind the recession transforms itself into a self fulfilling prophesy.


Most of us are not experts on the economy. But we should be aware of where the messages come from and the possible hidden agendas.

I wanted to share with you the perspective of the economy from a fellow direct marketer who did his homework.

Doug Garnett, President of Atomic Direct made these comments in his recent article In Response Magazine entitled "The Full Truth About the Economy Is Too Complex for Headlines."

"... A December 29 Bloomberg article titled ’Holiday Sales Drop to Force Bankruptcies, Store Closings’ reported the total store closures for 2008 would likely hit 148,000... read further and find out that this is the only worst total since 2001. In truth more than 100,000 stores normally close in a year and 153,000 stores closed in 2001."

The Associated Press had this headline on December the 24th headline, "November Personal Spending Falls 0.6%. Deep in the article you find that the drop is due solely to a [drop] in gas prices... excluding the change in [gas prices], consumer spending would have actually risen in November."

"On January 8, retailers released their numbers and the AP article was titled 'Retailers Report Dismal Sales.' Buried in the article we learn that Target, Macy's and even JC Penney beat expectations, and that sales increased at both Wal Mart and Cotsco." Demand had dropped, but it was not that bad across the board.

We have not heard too much about the successes.

"Amazon.com had record sales in Q4, 2008.
A growing number of analysts offer optimistic assessments of 2009".

As marketers, we accept that perceptions are reality when it comes to building sales for our companies and clients. But we also need to help our companies see the positive side of the story by backing it up with properly balanced assessments.

The American tradition has always leaned toward the positive, overcoming obstacles and creating new opportunities. So we need to reassert the power of positive thinking and the potential for missing real money-making opportunities when seeing everything from the negative point of view.

Ted Grigg

Ted Grigg is a direct response strategist who helps growth-focused companies reduce risk by identifying weak assumptions before they become costly mistakes.

Over the course of his career, Ted has evaluated several hundred million dollars in direct response testing across direct mail, digital, print, television, telephone, and other channels. His work combines direct response strategy, acquisition economics, customer analysis, creative evaluation, offer development, and disciplined testing.

Ted has worked on both the client and agency sides of the business. That experience gives him a practical understanding of the pressures facing executives, marketing teams, agencies, and service providers—and of the problems that arise when activity, media volume, or creative preference replaces a clear economic objective.

His consulting work helps organizations examine such questions as:

  • Are acquisition goals economically realistic?

  • Is the allowable Cost Per Sale supported by customer value?

  • Are targeting, offers, creative, media, and response paths working together?

  • Are tests structured to produce reliable business decisions?

  • Are unproven assumptions being treated as facts?

  • Is the organization measuring sales outcomes rather than convenient proxies?

Ted’s experience includes the development of direct mail and multichannel acquisition programs for insurance, healthcare, financial services, technology, nonprofit, manufacturing, retail, transportation, communications, government, and business-to-business organizations.

For a national direct-to-consumer insurance company, he developed a direct mail format that defeated established controls and helped expand the productive use of compiled prospect lists from less than 10 percent to more than 30 percent of total direct mail circulation within one year. He also planned Medicare lead-generation programs for more than 60 regional and national HMO and PPO organizations, with some programs exceeding sales projections by as much as 60 percent.

Ted founded Wyse Direct, a direct marketing division of Wyse Advertising in Cleveland, where he developed acquisition programs and helped launch a new technology product for Seiko Instruments by generating a predictable flow of qualified sales leads for its national sales organization. As vice president of new business development for the Grizzard Agency, he helped broaden the agency’s strategic capabilities and pursue new commercial and fundraising opportunities.

He is the author of The HMO/PPO Marketing Plan—A Step-by-Step Guide, published by Executive Enterprises, and has written numerous articles and conducted webinars on direct response strategy, testing, creative development, and marketing economics.

Ted earned a Bachelor of Arts degree from Abilene Christian University and completed two years of graduate study at Texas Tech University. He is the founder of DMCG, LLC.

http://www.dmcgresults.com
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