You Have To Know Who Your Customers Are to Find New Ones

During a casual business lunch with a CMO friend, he began to go over his marketing plans with me.

"We have hundreds of restaurants nationwide with a well recognized brand. But some stores are not doing well at all. So we need help in developing a distressed store program to improve their sales.

We know most of the store managers are doing a good job. We also know the competition for most of our stores have similarities. 

I say direct mail, because we are active in social media and promote special sales by email to participating customers. But our lists are pretty small."

I then asked him if the email list contained customer names and addresses. It did not. Did he know who his customers were? He answered: "Why of course. We know they have families of X size with incomes of X ..."

But my question wasn't whether he had a customer profile, but whether he knew his customers? Does he know their names, addresses, how often they came to his restaurant? How much they spent? When did they come last? Without these answers, the CMO cannot target either his existing customers or qualified prospects.

Why is that so? His organization does not maintain a transaction database. 

Direct marketers use the database to identify the best customers by matching them to external mailing lists. This creates a high quality prospect file by finding people who look like the best customers. This process also shows customer concentration by geography. We can then promote to the prospects in areas with the deepest customer penetrations.

A customer database would also allow the CMO to determine why some of his stores are in distress.

Perhaps some restaurants have too few customers. Or their one time buyers who convert to repeat buyers are lower than successful stores.

Some distressed stores may not have enough qualified prospects within their trade area. This means a relocation is in order and spending more money on marketing makes no sense.

When a direct marketer asks if you know who your customers are, he wants to know what your database contains. Does it have the needed information for prospect targeting and marketing program evaluation.

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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