Relevance Key to Successful Email -- So? What Else Is New?

In a recent post entitled "2008 Email Design Guidelines" Matthew Patterson wrote a list of "quick and Dirty Guidelines" in his blog that I have seen many times before:

"Relevance trumps permission — Just having permission is not enough, the content you are sending must also be relevant."

This is an excellent blog with great content on email marketing. But after hearing this ho-hum guideline over and over from multiple sources, my initial instinct was, so what? Any message regardless of medium must have relevance to the targeted audience to succeed.

This does not seem to dominate the guidelines for other media. So why do email practitioners keep harping on the obvious when it comes to email?

I think email represents a different animal when it comes to relevance.

If we send an irrelevant direct mail package to a large portion of a given target market, we fail. But we will not burn up the future sales potential of the list. With permission email, on the other hand, a few such offenses relegate all future emails from the sender to the junk mail folder automatically.

Irrelevant direct mail from the same advertiser, for example, does not automatically go to the trash if a stronger offer, a total new look or other relevant package changes come later on. Why is this? Direct mail has not abused recipients as much as email has with its huge volumes of spam. So customers are much more on their guard when it comes to email than they are direct mail.

Customers also expect emails to reflect their relationship with the advertisers more closely than direct mail. Email, after all, is more high tech than direct mail from the customer's perspective.

Another probable reason for customers' wariness of email comes from the fact that advertisers tend to create high volumes of poor email programs because they are cheaper to produce than direct mail. As a result, email quality trails far behind that enjoyed by direct mail.

It all comes down to permission.

The email customer has agreed to accept your emails as long as you do not abuse the privilege. And nothing abuses the recipient more than irrelevant messages.

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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