CADM BASIC COURSE. Proven Success Educating Marketers For 60 Years New Session Starts February 26
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1 admarks Connecting Chicago s Multichannel Response Marketers 2 FROM THE PRESIDENT 6 MARKETING IS MORE THAN JUST COORDINATING DM, AND SOCIAL 7 MEMBER BRIEFS 8 19 FACTS THAT WILL ENHANCE YOUR PERCEPTION OF THE U.S. POSTAL SERVICE 10 DM EXPERTS 11 MEDIUM-SIZED PIECES DOMINATE WHO S MAILING WHAT! OFFERS CADM Corporate Partner CADM BASIC COURSE Proven Success Educating Marketers For 60 Years New Session Starts February 26 As marketers, we swim through the pools of shiny objects, stunning platforms, and sparkly tools. We want it all. And in today s world, we can mostly have it. But as the world gets crazier around us and we have less control of the media we actually own, sometimes we need to stop and reset what we are doing, what we have done, and where we re going. If you are new to marketing, an entrepreneur, or just need a back-to-marketing-basics refresher, CADM s Basic Course is for you. You ll learn the fundamentals behind successful response marketing from leading marketing professionals, and begin to develop the essential skills and techniques to become a marketer who can help your company or clients develop a marketing orientation to enhance the bottom line. What: CADM Basic Course, Spring 2015 When: Thursdays, Feb. 26 May 14, :00 p.m. 8:30 p.m. Where: University of Chicago Gleacher Center, 450 N. Cityfront Plaza Drive, Chicago Registration: Call CADM (2236), or online at Program Sponsors: Jacobs & Clevenger How You Will Benefit Acquire the fundamental marketing skills, tools and techniques to identify, evaluate and solve marketing problems Understand the components that make up compelling marketing plans that succeed in maximizing customer value in a competitive environment Discover creative ways to apply marketing principles and practices Understand the why s behind basic response marketing practices VOL. 20 ISSUE NO. 10 DECEMBER 14 admarks is printed by Vision Integrated Graphics Tinley Park and Chicago, IL Have All Communications Channels Stopped Working? By Ron Jacobs This article first appeared on the Jacobs & Clevenger blog I recently awoke after a long weekend to learn that many of the marketing tactics I have been recommending to clients no longer work. Had I awakened in some dystopian alternative universe? Was I in an episode of Rod Serling s Twilight Zone? Or was it all just a dream? No, it seems that I was quite awake. I was catching up on a few days worth of blogs, RSS feeds and links. While I spent the weekend off, others were busy describing and detailing the death of the main tools and techniques of marketing: traditional, direct, digital, etc. As president of one of the top direct marketing agencies in the U.S., I hoped that we had not led our clients astray. According to the collected works of other digital authors, websites are no longer necessary; search marketing is yesterday s news; direct mail had not been effective for a decade; everyone talks about testing but nobody does it; Facebook, Twitter and other social tools are for old people, not the smart, young, affluent buyers that many marketers are looking for; and blogs, SMS feeds and content marketing are overused and under-performing. Marketing may be customer-centric and data-driven, but for a lot of pundits, it is just not that effective anymore. It seemed like the only bright spot was . Improved tools for deliverability, effective personalization and relevant messaging are helping work better than ever! Automated programs, triggered s and mobile-optimized 5
2 2 from thepresident CADM Mission Statement The Chicago Association of Direct Marketing serves as the hub for Midwest marketers to network and learn from multidisciplinary teams in the areas of digital, social, mobile and response marketing Leadership Team PRESIDENT Susan Kryl, Kryl & Company DIRECTORS Mickey Alam Khan, Mobile Marketer, Mobile Commerce Daily and Luxury Daily Jean Ban, CBD Marketing Josh Blacksmith, FCB Brent Carter, Restaurant.com Benjamin Cox, Designata Tracey Cymbal, Evoke Productions Randy Hlavac, Marketing Synergy, Inc. and Northwestern University Dasher Lowe, OgilvyOne Michelle Robin, Brand Your Career Howie Schnuer, Infogroup Brad Schwab, Schwab Group LLC Mark Skroch, Energy BBDO Executive Director Glenda Berg Sharp, CAE admarks Editorial Committee: Rich Hagle, Racom Communications, Editor Emeritus Andy Gold, ASG Direct, Editor Marilyn Markle, MarkleDesign Group For a complete contact list of CADM s volunteer leaders, visit admarks (ISSN# X) (USPS # 13036) is published monthly except combined issues of may/june and september/october by CADM P.O. Box 578 Westmont, Illinois CADM (2236) Periodical postage paid in Oak Brook, Illinois Postmaster: Send address changes to admarks c/o CADM P.O. Box 578 Westmont, Illinois Rising Expectations: Creating Better Customer Experiences. Dear CADM Members, Please join me in welcoming Jean Ban to CADM s board of directors! Jean, who is Executive Vice President, Integrated Account Services at CBD Marketing, has agreed to spearhead our rejuvenated community outreach efforts. Susan Kryl Past president, Holly Harle, who chaired our earlier community outreach program, Direct FromThe Heart (DFTH), has agreed to collaborate with Jean on this initiative. I m sure many of you remember the motivating programming DFTH provided in our annual nonprofit seminars, as well as our fascinating host venues, including Lincoln Park Zoo, Shedd Aquarium, and the Museum of Contemporary Art! We ll look forward to hearing more from Jean and Holly soon. The programming calendar for 2015 is taking shape and I d like to share an early preview with you. We recognize that our programming has been sparse since August. Our leadership has been working diligently on branding and messaging for the new CADM. Our updated tagline, and our new program theme Rising Expectations: Creating Better Customer Experiences are direct results of that work, and will drive the content of our upcoming programming. We want to ensure that we realize our commitment to Connecting Chicago s Multichannel Response Marketers. On December 4, our Mobile Marketing Pillar, led by Mickey Alam Khan, presented a free webinar on Mobile Outlook 2015 hope you were able to benefit from all that great information! And, based on your feedback, Mobile Marketing Day, scheduled for Thursday, April 16, has been scaled back to a half day, filled with excellent speakers and topics to keep you in the mobile loop. At press time, I heard that the Social Pillar and the Digital Pillar are planning evening events for late January or early February. And the Analytics and Response Marketing Pillars are on track for events in the spring. In addition to the live events, the Pillars will also present online events such as webinars. Brad Schwab, and our Tempo Chairs Paul Pousha and Marisa Marinelli have announced two very exciting changes for the 2015 Tempo Awards: We will be able to accept online entry submissions for the 2015 Tempo Awards, and We will also be able to offer online judging! Thanks to the committee and to Glenda for the time invested in researching the right software partner for us on this initiative. This investment will make a huge difference to our members, our Tempo participants, our Tempo committee, and our staff! Our membership leaders, Michelle Robin and Howie Schneur, along with Glenda, have been researching options for our new online Career Center. This new resource will benefit CADM member employers and job seekers alike. Employers will be able to post job openings and/or review profiles of marketers seeking positions. Job seekers may post their profiles and/or review the job board. Via our Career Center business partner, you will have the ability to connect with hundreds of positions and job seekers throughout the Chicago area and nationally, too. Thanks to everyone s diligent investigations, we expect to be able to take this robust center live during January. We have accomplished a great deal during 2014 and we expect to accomplish even more during My thanks to all of you for your commitment to CADM. Your input, feedback, and participation will help to mold and ensure our burgeoning future. I wish you all a very happy and peaceful holiday season. And Health, Happiness, and Prosperity in 2015! Each CADM member receives a copy of admarks as a member benefit CADM All rights reserved. Tweet or me at skryl@krylandco.com
3 cadmcalendar 3 Rising Expectations: Creating Better Customer Experiences December 2015 Tempo Awards Entry Kits available January 2015 TBA February TBA Social Pillar Event Content Marketing: Defining Trends 6:00 p.m. 9:00 p.m. Digital Pillar Event OgilvyOne, 350 West Mart Center Dr., Suite 1100, Chicago. See 26 CADM Basic Course begins In each week of this dynamic 12-week course, you'll learn a new aspect of the full direct marketing engagement cycle. Students work in teams on a case study throughout the course. Each week builds upon the last and culminates in Team Presentations judged by DM industry leaders. Gleacher Center, 450 North Cityfront Plaza Drive, Room 604 See CADM.org/events for details and registration. February 2015 (cont.) 27 MMEF Okner Symposium at Aurora University College students and their professors from approximately 12 Midwest schools attend this one-day symposium to learn directly from Chicago's top marketing professionals. Hot topics and developments in marketing Career paths in marketing Networking opportunities Job and internship fair See Tempo Awards submissions due. Look for the entry kit in December April 16 Mobile Marketing Day Registration and venue TBA. See Drive Sales. Acquire New Business. Minimize Costs. Improve ROI. + With MyMarketingHub on your team, you have an online assistant available anytime, day or night, for unparalleled support. + Streamline your processes. Improve your workflow. Creating and delivering marketing materials can be complex, fragmented and filled with processes that are highly manual, time-consuming, costly and prone to errors. But your system doesn t have to be like this. Introducing MyMarketingHub is Vision Integrated Graphics Group s strategic approach to marketing materials management. It s your one-stop, online source to simplify and improve your processes from creation and delivery of materials to follow-up and reporting. Simple. Quick. Easy. Call today to request a brochure and demo to learn how MyMarketingHub can be customized to fit your specific needs. INTEGRATED GRAPHICS GROUP CHICAGO, IL TINLEY PARK, IL HOBART, IN
4 4 basic Course 1 CADM Basic Course: Proven Success Educating Marketers (continued) Obtain hands on team collaboration and presentation experiences Build a life-long network with fellow students and nationally recognized marketing leaders Receive a FREE copy of Bob Stone and Ron Jacob s highly acclaimed Successful Direct Marketing Methods, inscribed by Ron Jacobs What You Will Cover Overview of Direct Response Marketing s Strategic Role Understand today s marketing landscape Learn how to use social, mobile, interactive, , direct mail and video content to develop an effective campaign. Direct Mail and Marketing Overview Discover the components successful and direct mail practices Learn terminology, testing tips, tracking practices and federal regulation compliance. The Digital/Social/Mobile Revolution Develop a social engagement strategy and measure success Learn how to create a community and build relationships Understand the latest in Big Data strategies. Reaching Engaged Customers with Digital Marketing Review internet usage trends Understand Search Engine Optimization vs. Search Engine Marketing advertising How to Acquire Customers with Direct Response TV Understand steps to drive customer response: developing the offer, finding cost-efficient media and delivering detailed tracking at the station level. The Essential Elements of Strategy and Planning Learn how to define and analyze your customer, product and competition Develop a strong selling proposition Create a SWOT analysis. Using Research and Analysis for Marketing Innovation Understand methods to drive revenue with limited resources using primary research, database segmentation, predictive modeling, in-market testing and evaluation. Exploring the Power of Database Marketing Learn the benefits/importance customer relationship marketing Discover ways to mine data and utilize third party lists Essentials of Marketing Measurement and Reporting Define key performance indicators and metrics Learn guidelines on measurement best practices How to Craft, Identify and Evaluate Creative Strategies Understand how write an effective creative brief Develop effective promotional offers Learn how to evaluate creative concepts Understand the process to get to the big idea. Classes begin Thursday, February 26, Energize your new year with this exciting learning and networking challenge. See the ad below and or contact info@cadm.org for more information and to register. BASIC COURSE What makes the Basic Course so brilliant? Ask the marketers who have taken it. It helped me be more responsive and adaptable. I ve worked in direct marketing for 12 years and pretty much thought I knew it all. I was wrong. I would recommend it to anyone. Become basically brilliant. It s your time to shine in the Basic Course Thursday evenings, February 26 thru May 14, 2015 University of Chicago Gleacher Center, 450 N. Cityfront Plaza Drive in downtown Chicago $495 for members of CADM, $595 for non-members* *JOIN CADM FIRST and save $25. Payment and registration due by February 10, 2015 The Basic Course gave me great ideas that I used immediately. Register by calling CADM (2236), or online at Generously Sponsored by
5 1 s are working great. And according to Bronto Software, while only 13-15% of e-commerce companies use abandoned cart s, they have a 20% conversion rate. 1 Successful programs need a little research, good planning, marketing goals, individualized subject lines, copy that connects readers with writers and a strong call-to-action. And if you use in a responsible way, it works. Can t the same be said for most other marketing channels today? I don t always agree with other authors. Over the years, I have learned that there is always a little truth in ideas, even when they seem misguided. So let me try to piece together what a lot of authors are trying to communicate, although by relying on radically negative points of view to support their claims. Should marketers stop investing in websites? The web is changing, and accessing the web by mobile is leading the charge. Descriptive URLs (e.g., fireworks.com), SEO tricks and knowledge of your top keywords are no longer as important as prospects increase the use of mobile during their consumer buying journeys. Creating your websites using responsive design should just be a given if your users are increasing their use of mobile to access your site. You are measuring that, aren t you? Apps have become more important despite an incredible cost to marketers as they create versions for every phone/tablet operating system and mobile device. Marketers are learning that apps need to be created around the use case for users. So if you have created a travel app that delivers the smoothest reservations experience, you may be competing with a desktop experience that may be better. Have you thought about when travelers need to use that app the most? For example, when a user is on the road and hits bad weather, needs to change the time of a trip or the destination? How about a marketer s social presence? Doesn t that make corporate websites yesterday s news? No. A brand s social media presence is important, but it is not a substitute for a carefully constructed website. Marketers must invest in web analytics and testing to optimize their websites. Dynamic content and landing pages that can be A/B tested to optimize customer engagement should be part of every marketer s strategy. Are SEM and SEO still effective? Every day I read about the death of another favored marketing tool. SEM and SEO are no exception. Yes, Google s latest algorithms no longer reward websites with a lot of links or that use other traditional SEO principles (e.g., repeating top keywords on a page s metatags). insider Insights 5 Have All Communications Channels Stopped Working? (continued) Direct mail is not the cheapest channel, but it is one of the most targetable, trackable and measurable response rates are much higher than those in other comparable channels. Instead, Google now rewards websites that have the most recent, relevant and reliable content. Marketers can t do paid or organic keyword queries with Google Analytics (part of Google s Secure Search initiative). Advertisers still have access to paid keyword data within the Google AdWords dashboard and various types of organic results data in Google Analytics, Webmaster Tools and Google My Business. To be clear, keyword research is still a fundamental building block of digital and online marketing. In Jacobs & Clevenger s version of inbound content marketing, we sprinkle our content with our latest keywords. Using the words that prospects and customer are interested in and searching for helps make the content compelling and gain inbound traffic. And, compelling content is what Google rewards these days! Isn t direct mail yesterday s channel? Direct mail is not the cheapest channel, but it is one of the most targetable, trackable and measurable. Direct mail response rates are much higher than those in other comparable channels (e.g., ). When good direct mail creative, a compelling offer and a great database are combined, it s hard to beat direct mail s return on marketing investment. According to the Direct Marketing Association, one of the advantages of direct mail is that the response rate to existing customers averages 3.4% versus a 0.12% response rate for . 2 Here in the U.S., the United States Postal Service has lost money in 21 of the last 23 quarters. These losses are the result of the USPS s need to prefund billions of dollars each quarter in retiree health benefit payments. This is a problem that requires legislative action by Congress, which is unlikely right now. But the USPS profitability has nothing to do with mail volume. In the second quarter of 2014, shipping and package volume increased 7.7% and standard mail volume increased 0.9%. 3 Yes, direct mail volume actually went up! This confounds the common wisdom. The USPS has provided a number of products that have helped increase volume. Combined with direct mail best practices, they provide a combination made for today s marketing. Want to reach a hyper local audience by mail (e.g., households in a certain geography or ZIP code), but don t have names and addresses? The Postal Service s Every Door Direct Mail tool can help with that. Want your outer envelopes to stand out? You can print indicia s with logos, brand images or trademarks. Want to know when your direct mail efforts went through the local post office? Intelligent mail can help estimate that. Want to use direct mail to drive prospects and customers to your website? PURLs (personalized URLs) can be created for each person mailed, and personalized within a direct mail package. This allows marketers to send readers to a web page with relevant content, calls-to-action and customized reasons to convert. There are plenty more marketing tactics and channels that others argue are dead or dying. I will try and coax out the truth about them in a future article. Sources: 1. Bronto Software 2. Direct Marketing Association 3. USPS Ron Jacobs is a Past President and dedicated supporter of CADM, and a recognized leader in applying database and integrated marketing to branded products using traditional and electronic direct marketing. He has spoken at seminars and events in the US and around the world. He also consults on strategic direction for new media and electronic commerce. He is co-author with Bob Stone of the Eighth Edition of Successful Direct Marketing Methods, the best-selling text and trade book (more than 250,000 copies sold) on the tools and techniques of direct marketing.
6 6 DM Best Practice Marketing is More than Just Coordinating DM, & Social By Naras Eechambadl Reprinted from TargetMarketingMag.com See more at bit.ly/1qvipnn For the past 15 years, if not longer, marketers have aspired to gain a single view of their customers to better manage relationships and increase engagement. In that time, the tech - nology to do so has improved in ways unimaginable even a few short years ago. Innovations from mobile to social have changed the way we work, live and interact with brands. Just a decade ago, the Motorola RAZR was the most popular mobile phone, BlackBerry devices were catching on as a way for business folks to check s on the go, Facebook was only available to Harvard students, and Twitter wasn t even an embryo. Today, companies and their customers can interact through a variety of social media channels delivered on any device. And the data from these interactions can be captured easily to provide a great deal of detail and even nuance about customers and how they not only transact, but also how they feel about those transactions. Given all that information, you might expect marketers to be in a state of Nirvana. Sadly, that s not the case; the torrent of data from ever-expanding sources has made it an even bigger challenge to integrate disparate sources, while identifying unique customers and prospects across multiple channels and devices. And while you might think the primary hurdle is a technological one, I m here to tell you it s not. It is organizational. The problem for many companies is that their eyes (aspirations) are often bigger than their stomachs (organizational capability). It is hard to control or even coordinate between different businesses, data feeds and channel silos so that the organization can be truly focused on the customer whether for optimizing communications, enhancing the customer experience, maximizing customer engagement or improving the bottom line. It is not unusual for fast-growing channels, such as mobile or social, to be assigned to relatively youthful teams who understand these media and are comfortable working at the fast pace that is often required to keep up with these technologies. In fact, more often than not, we see digital marketing being managed separately from traditional marketing. However, these young, digitally focused teams sometimes lack history with the brand and the context of the overall customer relationship or marketing strategy, remaining disconnected from the rest of the organization. While these teams can be very good at developing marketing programs that take advantage of a specific data stream (e.g., using location data from a mobile phone to provide an offer that is relevant to a customer at a particular location), they often don t take advantage of the customer s full history to provide better context and relevance. Without context, we can t know if the customer is responsive to a particular type of offer or any offer, for that matter. Are the customers loyal? Would they buy, anyway? If so, then you ve simply reduced your own margin by sending the offer. How has the individual reacted to similar offers through other channels? Is there a preference for social channels as the medium of interaction? The torrent of data from ever-expanding sources has made it an even bigger challenge to integrate disparate sources while identifying unique customers and prospects. This is not just a problem with new channels. We have seen companies struggle with coordinating between established channels, like and direct mail. I had a conversation recently with a VP of marketing whose company used sophisticated segmentation solely for targeting direct mail customers because of the expense involved, but proceeded to blast the same to everyone on its list because was free. The organization was very interested in further refining and optimizing its direct mail, because of the cost per piece, but was reluctant to consider even basic testing of different treatments for different segments. We see this phenomenon all too often. Senior executives will often talk a great game with regard to moving away from a spray and pray approach to marketing. Often, however, they fail to create and nurture an environment that is aligned around the customer. Why? Because they still focus, overwhelmingly, on maximizing revenue from each campaign, which means sending out more and more s and offers, the domino effect of which results in over-communication, message fatigue and both brand and margin erosion. This can be counterproductive in terms of revenue and profitability. But short-term pressures often overwhelm long-term strategy. So how do organizations become more customer-centric? Sure, data needs to be brought together in a single place. Even if the data volume and velocity of the data flow is high, today s technologies can manage that. The data must also be accessible and usable, and recent advances in business intelligence and visualization tools have made this much easier. Finally, the data must be analyzed so insights are useful and usable. But, perhaps most importantly, organizations must shift to embrace the customer at the center of marketing and operations rather than try to shift customer behavior to align to their structures. Real change requires leadership and long-term vision. Successful organizations appoint an executive sponsor who is senior enough to straddle the channels and silos, digital and offline in particular, to truly take an enterprise view from a financial standpoint. This individual knows that optimizing marketing (and other parts of the organization) from a customer standpoint can truly move the financial needle. The marketer will not only have the vision, but also the authority and drive to execute on that vision, even at the cost of breaking down some organizational barriers and possibly bruising some egos. Not easy to do. When it works, it can greatly benefit the company and its shareholders in the longer term. In the short term, the change can be wrenching. Existing employees need to learn new skills and to cooperate with people they previously may have been competing against. Training new people and building upon the vision takes time, which is not always easy to come by in corporate environments that are driven by the need for short-term results. The short-term pain can be well worth it, if the change is properly designed and executed. We have seen firsthand how this organizational approach can impact a company for the better. One of our clients is in an industry that is undergoing rapid change, driven by the transformation to digital delivery. The CMO was a long-term executive who had been with the organization a couple of decades and had grown up within the organization. Her staff kept slipping back into old patterns of behavior and she was unable to push change through. After repeated delays, failure and frustrations,
7 member Briefs 7 the CEO finally decided to recruit a new CMO, who brought fresh thinking and was not hampered by legacy considerations. Despite staff attrition, the company is poised to dramatically increase the its marketing effectiveness. At another client, a fast-growing company whose marketing was remarkably successful but very traditional, the new CMO is pushing through radical change integrating campaigns across channels, adopting a test-and-learn methodology and, in general, being focused on customers rather than on campaigns. The change is already starting to energize the teams and is leading to new and innovative marketing programs, positioning the company for continued growth and success. With sufficient drive and conviction at the top, companies can make the shift to a truly customer-centric approach to business. Naras Eechambadi is president and CEO at Charlotte, N.C.- based marketing and tech - nology services provider Quaero. Reach him at naras@quaero.com. Welcome New Members Jean Ban, Executive Vice President, CBD Marketing in Chicago Penny Clevenger, Vice President & CFO, Jacobs & Clevenger in Chicago Lori Colman, Co-CEO, CBD Marketing in Chicago Mark Czajkowski, Senior Project Manager in Carol Stream Casey Miller, Senior Account Manager, Diamond Marketing Solutions in Bloomingdale Ed Nowicki, Account Manager, Diamond Marketing Solutions in Bloomingdale Bob Rajan, New Business Development, Classical Marketing in Schaumburg Dennis Rudolph, Strategic Accounts/DR Agency Partner Team, Valassis Inc. in Glen Ellyn Dan Scahill, Account Executive, Johnson & Quin in Niles Blair Triplett, Senior Account Executive, Angel Flight Marketing Services in Chicago. Have you recently received a promotion? Certification? Special award? Honor? If you have a submission for Member Briefs, please send it to admarks Editor, CADM, P.O. Box 578, Westmont, IL or info@cadm.org.
8 8 fascinating Facts 19 Facts That Will Enhance Your Perception of The U.S. Postal Service From Ariane Lange/BuzzFeed.com, About.com, and Wikipedia Reprinted from BuzzFeed.com, About.com, and wikipedia.org Check out the BuzzFeed picture essay at bzfd.it/1d0tqcc Yes, we re talking about the U.S. mail delivery service. IT GETS PRETTY WILD. 1. There is still one route left in the country where mail travels by mule. Supai, Ariz., is inside the Grand Canyon and only accessible by foot, pack animal, or helicopter. For mail service, the most cost-efficient of these three choices is pack animal, so mules make the 8-mile trip. 2. There s a special postmark for Supai s outgoing mail, so you ll know your mail was carried by mules. Should all of these people receive the same mail piece? 3. The Post Office Department was founded in 1775 by the Founding Fathers themselves. It is the secondoldest federal department in the U.S. The Second Continental Congress decided That a postmaster General be appointed for the United Colonies, who shall hold his office at [Phila delphia], and shall be allowed a salary of 1000 dollars. The department got this swanky tower in Washington D.C. in Benjamin Franklin was fired from his Postmaster General gig by the British Crown in He was reappointed Postmaster General by himself and other Continental Congress members in He was one of the last postmasters general of the colonies (fired for pernicious activities related to the American Revolution), and he was the first of the United States. 5. George Washington was on the first general-issue stamps released in 1847; he s been on more stamps than any other person. The first general-issue U.S. postage stamps depicted either Benjamin Franklin or George Washington. They were the only faces on stamps until Kodak s s Prosper 5000XL: Technology that s s s s changing direct mail l FOREVER. ps: p and it s easier and more cost-effective than you think. tribunedirect.com/prosper tribunedirect.com/prosper For more information contact John Wulfert For more information contact John Wulfert (708) jwulfert@tribune.com (708) jwulfert@tribune.com 6. Before he became president, Abraham Lincoln was a postmaster. He worked in Illinois from 1833 to Sometimes he himself would deliver mail, because he was a helpful sort. 7. Although mail was delivered directly to individual houses starting in 1863, mailboxes or slots weren t required everywhere until Mail carriers just had to wait at your door until you answered it! 8. Mail took so long to travel west in the mid-19th century that Los Angeles didn t find out California had become a state of the Union until six weeks after the fact. If no one in Los Angeles knows they re in the United States, are they still in the United States? 9. The Pony Express was in operation for less than two years. Its actual name was the Overland Express Route. It was a mail service delivering messages, news papers, mail, and small packages from St. Joseph, Missouri, across the Great Plains, over the Rocky Mountains
9 and the Sierra Nevada to Sacramento, California, a route of approximately 1900 miles, by horseback, using a series of relay stations. During its 18 months of operation (April, 1860, to October 1861), the Pony Express reduced the time for messages to travel between the Atlantic and Pacific coasts from months to about 10 days. It became the West's most direct means of east west communication before the telegraph was established, and was vital for connecting the new state of California with the rest of the country. 10. The Postal Service has an unofficial mascot: Owney the well-traveled terrier. Owney was a stray Border terrier adopted as the first unofficial postal mascot by the Albany, New York, post office about The Albany mail professionals recommended the dog to their Railway Mail Service colleagues, and he became a nationwide mascot for 9 years. As the Railway Post Office and the US Postal Service mascot, he traveled throughout the 48 contiguous states and voyaged around the world traveling over 140,000 miles in his lifetime. He is best known for being the subject of commemorative activities, including a 2011 U.S. postage stamp. Sadly, he was put down in 1897 after he bit someone. Owney was stuffed and is now on display in the National Postal Museum. You can go pay your respects. 11. The first commemorative stamp was issued in 1893, honoring a white guy*. Postmaster General John Wanamaker stirred up quite a commotion in 1893 when he issued the nation's first commemorative postage stamps. He was rebuked by a congressional joint resolution that protested the "unnecessary" stamps. But Wanamaker, an astute businessman, defended his actions by saying that the commemorative stamps could become money-makers. History proved him right. Booker T. Washington A (white) woman* had her own commemorative stamp in The USPS didn t issue a stamp honoring an African American until 1940: Booker T. Washington. *Christopher Columbus and Martha Washington, respectively. 12. In the 1930s, mail went by sailboat between Kelley s Island and Sandusky, Ohio, 10 miles away. In bad weather, the boat went straight from the island to the nearest mainland port, a four-mile trip which could take 8 hours in bad weather. Harry Elfers was contracted to deliver mail under USPS star routes, the unofficial name for mail routes run by independent contractors. fascinating Facts 9 Under his contract, Elfers received the same pay no matter the length of the trip. 13. Zoning similar to ZIP codes was only established after thousands of postal workers left for military service during WWII. The USPS had to increase efficiency. 14. The Chicago Post Office shut down for a week in 1966 because, as one postmaster put it, We had mail coming out of our ears. (The Chicago Post Office is shown at right.) This triggered the bi-partisan legislation that led to the Postal Reorganization Act of 1970, when the Post Office Department became the United States Postal Service. 15. You know that phrase Neither snow nor rain nor heat nor gloom of night stays these couriers from the swift completion of their appointed rounds? That s not really the USPS motto. The Postal Service has no motto. The famous saying is inscribed on the wall in New York s main post office, translated liberally from Herodotus. And when you think about it, it s kind of an unfairly high standard. What if there s a blizzard?! 16. This has been the postal seal since 1970 (top right), but before that it was a man on a horse (bottom right). And before that it was the pagan god Mercury. Postmaster General Amos Kendall decided to nix the messenger god in 1837; the man on horseback was the seal until the Postal Reorganization Act passed under President Richard Nixon in The Postal Service sorts and delivers more than 700 million pieces of mail each day. Except Sunday. 18. The name of the post office in Joliet, Illinois, was Juliet, and then Romeo, and then Juliet again, and then Joliet. The town officially changed its name from Juliet to Joliet in the 1840s, but the post office played around with its name. 19. There has never been a woman postmaster general until now. The Postal Service just announced its selection of the first-ever female Postmaster General, Megan Brennan, who rose from a letter carrier in Pennsylvania in 1986 to chief operating officer in late Brennan will take over the position following the upcoming retirement of current Postmaster General Patrick Donahoe, who will step down in February after 39 years with the service. Want More Postal History? See the 84-page illustrated booklet The United States Postal Service: An American History, , downloadable at Ariane Lang is a BuzzFeed staff writer.
10 10 ask the DM experts Ask the DM Experts by Susan K. Jones, Susan K. Jones & Associates and Ferris State University More Strategic Uses of Social Media Q. Social media has now become a must-have for most companies and organizations. Yet it seems that many firms are still using social media tactically not strategically. Can you provide some insights on how to integrate social media into a strategic marketing plan? A. We are concluding this month with the third installment of three-part answer from Stephen K. Koernig, Associate Professor of Marketing at DePaul University and Neil Granitz, Professor of Marketing at California State University, Fullerton. These two professors are valued contributors to The IMC Handbook: Readings and Cases in Integrated Marketing Communications, which I co-edit with Rich Hagle of RACOM Communications and Steve Kelly of DePaul University. The third edition of this text is slated for publication in Fall of In this column, we ll hear from the professors about using social media for customer service, new product development, and sales. CADM PILLARS OF EXCELLENCE LEADERS ANALYTICS: Pradeep Kumar, FCB pradeep.kumar@fcb.com DIGITAL: Dasher Lowe, OgilvyOne dasher.lowe@ogilvy.com Mark Skroch, Energy BBDO mskroch@gmail.com MOBILE: Mickey Alam Khan, Mobile Marketer, Mobile Commerce Daily and Luxury Daily mickey@napean.com RESPONSE MARKETING: Cyndi Greenglass, Diamond Marketing Solutions cgreenglass@dmsolutions.com SOCIAL: Brad Schwab, Schwab Group LLC bschwab@schwabgroup.net Customer Service Professors Koernig and Granitz say that Customer service is another extremely popular use of social media sites. In fact, many social media sites are emerging as new (and more efficient) replacements for and phone centers. Many social media sites are ideally suited to serve as quick and inexpensive substitutes for often-maligned customer service call centers. Many organizations have discovered that an added advantage of solving problems via a Tweet is that customers with similar issues also can see the solution to the problem. Also, when you publicly solve a problem, you are publicizing good customer service to your constituents. People like to talk about brands and identify with them and their fellow users on their Facebook page; however, they might not respond well to sales-oriented company intrusions. New Product Development In a 2006 Wired magazine article, Jeff Howe coined the term crowd-sourcing to describe the use of customers, potential customers, and other stakeholders as your labor pool to produce your product or service. The professors say that, By its very nature, crowd-sourcing is often perceived to be risky for many companies because the more the product/service is crowdsourced, the less control the company has over the message and the brand image. However, it is also a very powerful tool to generate new product ideas and to engage customers with your brand. Crowd-sourcing can be directly or indirectly used to develop new products. Indirectly, using social media to just listen to customers, for customer service or for product promotions may spur the idea for a new product. Some companies have found that changing a package or logo without asking for consumers opinions first may result in a backlash. For example, Tropicana replaced the longtime symbol of an orange with a straw in it on their packaging with a glass of orange juice. Using social media, customers complained. On Facebook, one customer wrote, My nine year old freaked out when he saw the new branding. Yikes! We couldn t force ourselves to buy it. Tropicana promptly reverted to their original packaging. Similarly, when the Gap changed its logo from the familiar blue background with white lettering to a white background with black letters and a little blue box there was an incredible amount of outcry against the new logo on Facebook and Twitter. (Gap also reverted its logo.) Directly, you can ask customers for ideas for new products. Modcloth, a small online clothing retailer, lets consumers be the buyer. Samples of women s dresses are put on the company website for 14 days, and during this time consumers can vote for the dress by clicking on a pick it! or skip it! button. They can also post comments about what they like and don t like about the dress. When a decision is made to manufacture a dress, consumers who voted pick it! are sent an letting them know about their win, which reminds them about the brand and encourages purchase of the dress. Sales For most companies, Directly increasing sales should not be a primary goal of the social media marketing strategy. Social media marketing is about putting a face on business; it s giving consumers someone to trust. It s really about friends connecting with, creating with, and collaborating with each other. People like to talk about brands and identify with them and their fellow users on their Facebook page; however, they might not respond well to salesoriented company intrusions. Imagine if every time you invited a friend over to dinner he or she tried to sell you something. Would you continue the friendship or stop inviting him for dinner? However, social media marketing can be effective in generating sales under the right circumstances. For example, Dell offers consumers refurbished computers at low prices via Twitter account. According to Dell, Twitter account has been very financially lucrative for Dell. Additionally, by including links to their products in their Tweets, Dell is also able to track the effectiveness of each Twitter promotion. An added advantage of drawing customers to the Dell website via Twitter is that some customers decide to buy a new computer after visiting the Dell Outlet site. Ask the DM Experts is a monthly admarks feature. Professor Susan K. Jones draws on the knowledge of CADM members and other authorities to answer your questions so tell her what you want to ask the experts! Contact Susan at sjones9200@aol.com or follow her on
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