Sloppy Marketing Weakens Email Effectiveness

In just a few short years, email revolutionized marketing. Yet email abuse, spam and sloppy email marketing practices have reduced its effectiveness.

As a result, I routinely pass over email as a viable acquisition channel.

DMCG Results

Only double opt-in email sent to customers offers sufficient revenue to warrant attention. There are exceptions, as always. But unsolicited mass delivered emails to prospects often work to the detriment of the advertiser's reputation and bottom line.

As Reggie Brady writes (a recognized authority on the email channel) in her recent Target marketing article entitled "E-commerce Link : Don’t Tarnish Your Reputation!".

"Email deliverability is still a major challenge for marketers… The newest wrinkle is that user behavior can affect deliverability—particularly for consumer mailers.

Many ISPs now calculate a mailer's reputation based on how many email messages are opened and/or clicked. If too many recipients do not open or click, your email may be routed to a bulk folder even if you are white-listed. Conversely, even if you've had higher spam complaints, your email may be delivered to the primary inbox if your opens or clicks are strong".

The government, ISPs and spam filter developers are all working to reverse the tide. But spam and spammer ingenuity continue to grow. In this environment, emailers struggle to keep their noses above the water line.

Other than spammers, the worst offenders are the companies that send their emails indiscriminately or too frequently. Their sloppiness reduces the email channel's potential for all of us.

The best email strategy is the same strategy for all marketing efforts. Marketers should carefully consider the impact of their marketing decisions on the customer first. If they do so, customers will reward them with repeat sales and loyalty.

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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