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1 Marketing AdVents December 2012 Publication of the Direct Marketing Association of Washington Vol 51 No 12 Is Your Industry the Next To Move To Mobile? by Michael DiMarco The choice to optimize for mobile is one that every business needs to make --period. While that decision is always an individual one, sometimes the marketplace can force a business owner s hand. That is exactly what has been taking place in the mobile web-optimization game, as industry trends are a huge factor in driving businesses to make the switch to a better mobile experience. restaurants, car services, and the like are the perfect outlet for mobile web. Rather than having to download an app, customers can simply visit a mobile site to set up accommodations on the go. Restaurant and food related sites make up by far the biggest percentage of mobile-optimized websites of any industry, and that number continues to grow. So, which industries are already on board with mobile, which are making the switch, and which are next in line? Well, let s find out. Early Adopters Some of the first significant moves to optimize for the mobile web came from the hospitality industry. Hotels, Is Yours a Social Business? [Hint: Being a Social Brand isn t the Answer.] by Gee Ranasinha For the enlightened, the effective use of social media channels within an organization s sales, marketing, and customer service cost centers has become the norm. Companies that get it are building their own media networks consisting of engaged, enthusiastic customers happy to contribute, share, help, and sell. These are audience members who have each made a conscious decision to connect with the brand and (albeit with some reservations) give companies the power to build relationships in ways that simply cannot be replicated using traditional media. It s one reason companies need to see social media as a corporate-wide responsibility and not just a marketing function. Why? Two reasons: 1. Customers see a brand as a single, cohesive entity rather than a company made up of various departments. 2. Customer needs cannot be addressed by any single division. Another industry that has been quick to jump on board with mobile is that of professional services, particularly those who specialize. This means professionals like plumbers, chiropractors, and plastic surgeons who have very targeted customer groups benefit tremendously by making their services easier to access from a mobile device. So is that it? Is the goal to get as many members of your target audience as possible to Like your Facebook or Google+ page, follow you on Twitter, or favorite your YouTube channel? Perhaps we re coming to a point where, in order to move things to the next level, companies must make the first of (possibly) many more choices as this whole empowered customer thing continues to mature and develop. For example, from a strategy perspective, does a company continue its evolution along the path of a socially aware brand? Or does it use continued on page 15 continued on page 12 What's New? Social collaboration = new opportunities for you to become a connection point for your customers, donors, and members. See page 14. Look Back / Look Ahead Strategies for the Year Ahead...2 DMAW Calendar...2 President's Perspective...3 Responsive Design...5 DRTV for Nonprofit Fundraising...6 Here Today, Gone Tomorrow?...7 Have a Lasting Story?...8 The New Printing...9 DMAW Volunteer Honor Roll Video-Based Marketing Lessons*...13 News Notes...15 PostalVision Small Businesses Using Mobile...17 USPS changes the rules. Again...18 Member Spotlight...19

2 MARKETING ADVENTS DECEMBER Mailing Strategies for the Year Ahead by John KennedyThe past 24 months have brought announcements of sweeping plant closures, postal reform, and general angst and head-scratching over the imperiled USPS. What to expect in 2013? Hold onto your hats, make a strategic plan for 2013 based on what you DO know, and you should be fine. (Note: the information below is based on our understanding of USPS policies as of October 31, 2012.) Strategy No. 1: Put the postal decrease for nonprofit organizations in your rearview mirror. The 2012 reduction for your Standard Mail is going away. (As of this writing, a proposed increase of $.005 is planned.) Assuming your costs are going up, consider this: Are you sending out mass mailings to recipients who have never responded? Time to take a hard look at your lists. At the very least, clean them up and de-dupe and NCOA them. Savvy marketers are using technology to their advantage. A lot of companies will analyze your lists and response data and show you how to reduce the number of pieces you send while improving your response rates. This will impact you where it counts most in topline revenue and in your bottom line. Strategy No. 2: Start looking under rocks for postal savings, they re out there! Here are a few clues: All indications tell us that for direct marketers (for-profit organizations) there is no relief in sight. At least not from the USPS. Consider what your logistics provider can offer to help you take advantage of the most savings: Commingling of parcels and flats: (Great for calendars and stiff flats, or backend premiums.) While many of you have taken advantage of commingling for Standard Mail, 2013 is the year to start looking for logisitics providers who can get you great rates by commingling parcels and flats. Drop shipping: Variable fuel surcharges make up a portion of your drop-shipping rates, so be aware that increases in fuel costs will be reflected in your fees from third-party logistics providers. Shop around for rates! Promotions from the USPS: Plan your campaigns around these promotions to get the most bang for your buck. Strategy No. 3: Have you been enjoying postal automation discounts? If you want to keep enjoying them in 2013, you ll need to implement the Intelligent Mail barcode (IMB). In February, IMB becomes a requirement for automation postal discounts. There are two stages to the transition. First is the sunset of POSTNET, which occurs at midnight on Jan. 27, At this time, IMB Basic or Full-Service IMB will be required to obtain automation discounts. The second phase occurs in January 2014, when IMB Basic will no longer be eligible for automation discounts. There is a learning curve, and your print suppliers may or may not yet support the IMB, so you want to get started now to give yourself some time. In addition to allowing you to continue benefitting from automation discounts, the Full-Service IMB allows you to track the progress and delivery of individual mail pieces. Also, with the Full-Service option, address changes are provided automatically and at no charge. (When mail is returned undelivered as addressed (UAA) there is a significant cost associated with it.) If you re sending parcels, be aware of the Intelligent Mail package barcode (IMpb). Effective January 7, 2013, commercial customers must adopt the IMpb and its corresponding file formats for all tracking and Extra Services barcodes. Certain products will receive end-to-end tracking including Delivery Confirmation at no charge. Also, an IMpb will now be tied to presort and destination entry pricing. The bottom line? Evaluate your options and rates early in the year to determine what savings are available to you so you can reach the lowest possible postage rates. Stay calm and carry on! John Kennedy is CEO and founder of Three Dog Logistics in Baltimore. He founded the company on the belief that logistics should be fully automated for the end-user, taking the hassle out of scheduling and tracking of letter mail, parcels, and shipments. Three Dog s automated system, Rover, sniffs out the best price, schedules pick-ups, produces bills of lading and labels, and allows you to track your shipments along the way. Learn more or ask for a rate quote today at www. threedoglogistics.com. Calendar Deadline for registration: 48 hours before the event, space permitting. Registrations received after that will be charged the onsite rate and are subject to space availability. Cancellations must be received 48 hours in advance. No-shows will be billed. Register online at org. 3rd Thursday of every month DMAW Monthly Lunch & Learn 12:00 pm - 2:00 pm SEIU 1800 Massachusetts Avenue, NW Washington, DC Metro: DuPont Circle 1st Tuesday of every month Annapolis Direct Marketers Social Club 6:00 pm -??? Pusser's, Annapolis, MD Mark Your Calendar! DMAW Annual Meeting and Cocktail Reception Wednesday, January 30, 2013 SEIU, 1800 Massachusetts Avenue, NW Washington, DC 5:30 Registration 6:00-9:00 PM Keynote Speaker: Anirban Basu Chairman & Chief Executive Officer Sage Policy Group, Inc Sourcebook Sourcebook sales have begun! Contact Terri Jones at for details. Details on all events are available at www. dmaw.org. Get someone to join the DMAW tribe! Member-Get-A-Member Campaign The DMAW s special Member-Get-A-Member Campaign gives you an opportunity to share with others the details on DMAW membership benefits and encourage others to join DMAW. And, by referring a friend, you ll have an opportunity to win one of three very special prizes! For every person you recruit who becomes a new DMAW Member by December 31, 2012, you will be entered into a drawing to win: A Kindle Fire, Washington Capitals hockey tickets, or Registration for two to one of the 2013 DMAW Lunch & Learn programs. The more members you bring in, the more entries in the drawing you ll get and the more chances you have to win! Every time you recruit a new member, you help strengthen the DMAW. We re stronger together. So don t wait. Recruit a new Member, or two, or three, today! To refer a potential new DMAW member, visit:

3 DMAW Executive Committee & Board of Directors 2012 Executive Committee President Hilary Baar The Lukens Company ext. 296 Vice President/President-Elect Michael DeFlavia, Lautman Maska Neill & Co ext.14, Secretary-Treasurer Kathy Calta Vertis Communications , Immediate Past President Kristin McCurry MINDset direct , Board of Directors Elise Buck, MMI Direct , Pete Carter, Chapman Cubine Adams + Hussey , Jim Chmielewski, Public Interest Communications , Mikaela King, Defenders of Wildlife , George Lizama, Production Solutions , Kevin Moran, Integral, LLC , Jamie Natelson, Avalon Consulting Group ext. 106, Alan Rich, Nova Label Co , Liz Richardson, Infogroup , Karen Vogel, Visual Mining , DMAW/EF Liaison Syma Mendelsohn RCM&D , DMAW Educational Foundation Karen Depew, Executive Director Karen Rice-Gardiner, President DMAW Executive Director Donna Tschiffely DMAW, fax DMAW Postmaster: Send address changes to DMAW Marketing AdVents, Bowman Green Drive, Reston, VA ; website DMAW Marketing AdVents: (ISSN ) is published monthly by the Direct Marketing Association of Washington, Inc., Bowman Green Drive, Reston, VA Periodicals postage paid at Herndon VA and at additional mailing offices. President's perspective by Hilary Baar W ow, I can t believe we ll soon be welcoming a new year. For me, it is bittersweet because in 2013 my term as your president will come to a close. Don t worry. We ve got you covered. Mike DeFlavia is stepping up to the DMAW presidency on January 1. Welcome Mike! While reflecting on writing my last column, I realized I will miss communicating with you each month. Perhaps it has been the unexpected appreciation I ve received on my column. As I ve said to each person who has honored me by letting me know they enjoy this column, I extend many thanks to Nancy Scott, our AdVents editor, who has shown me why the start of every published book begins with a thank-you to the editor. Honestly, the world would be a poorly written place without these professionals. For writing inspiration, I thank my best friend, who always read everything I wrote and encouraged me by noting that he doesn t compliment everyone on their writing. Without that affirmation, I m not sure I would have been comfortable writing a monthly column for AdVents which brings me to another important thing I ve learned this year. In enjoying the fruits of my friend s continual support, I ve been reminded how important it is to mentor, promote, and cheer on our colleagues. We never really know what our thoughtful attention means to another - a notion I see brought alive every day in the DMAW experience. Our Executive Director Donna Tschiffely is certainly one of DMAW s unsung heroes. As many of you know, if you write to Donna, she ll do whatever she can to answer immediately. We are a small association, but the relationships and interactions our members have with DMAW staff are truly wonderful. My term as president has been a joy, thanks to the partnership I ve had with Donna over these last 12 months. Meanwhile, I ve been privileged to lead a great board of directors. They ve put up with my informal approach to chairing a meeting and also have accomplished a heck of a lot with our new goal format and quarterly goal updates. These folks are committed to serving our community. They care about you! Ah and then there are our members and volunteers. These folks matter! DMAW would disappear without the many people who give their time, energy, and creativity to this mutual commitment. We are driven to success by the volunteers who work on projects that range from writing copy to securing speakers to sorting MAXI applications. In honor of their efforts, this issue of AdVents features a list of the fantastic volunteers who have devoted their time, energy, and brain power to DMAW in So, a very large dose of gratitude to you for renewing your membership each year and for volunteering in the myriad ways that move our organization forward. (PS If you would like to join the volunteer ranks, contact Alan Rich or Elise Buck and they will find a way to apply your special talents and interests to DMAW projects.) Finally, thank YOU for being a part of DMAW, attending our programs, reading AdVents (and this column), and for believing in DMAW s mission. In my first article, I closed my column by saying until next month, but now I have to finish this column by just saying Here s thanking you, kid! 3 MARKETING ADVENTS DECEMBER 2012

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5 Responsive Design and the Continued Rise Of the Mobile Web by Dave Leonard The rise of mobile devices is transforming site design. Before smartphones and tablets became somewhat ubiquitous, many organizations established devicespecific distribution channels for Android devices, iphones, ipads, and on and on. Not only is this a headache in terms of maintenance incurring costs for each platform when it comes time for updates but it is potentially confusing for users as well. In many cases, some content would be available to desktop users but not to mobile users, which is arguably a mild form of discrimination. Responsive design is a promising solution to this dilemma. Enter Responsive Design Responsive design has helped produce a consolidated content strategy that addresses the problem caused by the plethora of devices used to browse the web. Instead of having multiple sites for mobile and desktop or among mobile devices a responsive design allows the same content to be massaged and optimized for use on multiple mediums. A responsive website recognizes various devices resolution constraints and automatically makes adjustments to presentation layers to best fit those devices. More Advantages Responsive design has several benefits beyond increasing a website s visibility by making it accessible on all platforms. It essentially future-proofs an organization s mobile strategy. Regardless of what devices become popular for Internet use, a responsive design can address them. It also ensures a cohesive message is conveyed across the entire spectrum of devices because the same content is presented for each device. The responsive design strategy is also a cost-saver in the long run. When it comes time for updates, a responsive site only requires maintenance once. A divided web strategy incurs maintenance costs for each site aimed at a specified platform, which adds up when a new device is released seemingly every quarter. No Innovation Without Speed Bumps The goal of responsive design is to have a sound presentation of content on multiple platforms. To excel at that, resources must be invested in development upfront to create an optimal user experience on a set of devices deemed to be most valuable. If an organization chooses to adopt a responsive philosophy, there are people already crafting and implementing responsive web designs successfully. Open-source content management systems (CMS), such as Drupal, keep pace with these types of technological advancements and are actively being used for responsive design implementations, such as Georgia.gov. These CMS platforms allow content producers to create well-structured content that can be distributed across a number of channels aside from browser-based experiences to power native ios apps and populate newsletters. A centralized approach to content management across all possible channels can be efficient, powerful, and valuable. Indeed, responsive web design is a powerful tool that should be considered in the context of an organization s brand, content strategy, target audience, and available resources. Dave Leonard is manager of information architecture and analysis at Phase2 Technology, Alexandria, VA. Reach him at MARKETING ADVENTS DECEMBER 2012 The U.S. Postal Service has reduced its total facility energy consumption by nearly 26 percent, or 8.6 trillion BTUs, since Robust energy measurement systems and practical steps, including actions such as the steps noted by the Go Green Forever stamps, Adjust the Thermostat and Turn off Lights Not in Use, contributed to the reduction, which is about the same amount of energy used annually by 90,000 households. Green with Effort The Postal Service operates 33,000 buildings, totaling 280 million square feet. The agency uses cutting-edge tools, including its own Utility Management System and Enterprise Energy Management System to measure energy use and identify ways to cut costs. Each of the Postal Service s two green roofs, both located in New York City, has an expected lifespan of up to 50 years. The green roofs help reduce the amount of contaminants in storm water runoff flowing into municipal water systems and are part of the agency s commitment to create sustainable spaces and facilities wherever possible. 5

6 MARKETING ADVENTS DECEMBER 2012 Direct Video Now DRTV for Nonprofit Fundraising This is the fifth in the Direct Video Now series, which began with the August 2012 issue. DRTV has long been a venue for larger and more established associations for acquiring monthly donors, soliciting one-time contributions, and increasing awareness for the cause and message. More high-profile nonprofit corporations seem to be allocating more and more advertising dollars toward DRTV. So, what about smaller nonprofits? Is TV just out of range for them? Let s take a look at some numbers that just might surprise you. The four main cost components that need to be looked at are: creative costs, call-center costs, media costs, and staff to manage the campaign. Let s examine each. by Ava Seavey Creative Costs. While many large advertising firms might quote rates of tens of thousands to hundreds of thousands of dollars to execute a DRTV spot, the reality is that a smaller firm can likely create compelling 120-second and 60-second spots from $10,000 and up. Not every campaign needs a celebrity and not every campaign needs to shoot original footage. Call Center Costs. Telemarketing costs are certainly not inexpensive. However, you can engage boutique call centers that will charge based on performance. There is also a possibility of using an IVR (integrated voice response) center, which have very sophisticated programmed responses, and via which callers can even opt to speak with live operators. Not every campaign needs live agents, and multiple options are available. Additionally, DRTV is very good at driving web traffic, so a large percentage of responses will go directly to the web, saving even more telemarketing costs. Currently anywhere from 10 to 15 percent and more of your revenue from DRTV can be allocated strictly to the web. More companies are also experimenting with drive-to-web only, thereby completely exliminating the call center expense. In those cases, however, I would advocate having a dedicated phone number on a specific landing page so that TV calls can be properly allocated to the buy. One downside to this tactic is that it is more difficult to optimize the media without a specific understanding of exactly which stations drove the traffic. Media Costs. Here lie some of the largest misconceptions about costs. The cost of a local, broadcast DRTV or local cable spot can be as little as $50. DRTV buys are about testing, optimizing, and putting-atoe-in-the-water approaches before rollout, much the same way a print or direct mail campaign would be handled. For as low as $20,000, you can get a strong baseline test to determine base-line metrics. Staffing. Most companies do not need to staff up to handle a DRTV campaign. There are many very competent campaign management consultants that can be hired to help guide, analyze, and confer with you on the particulars of a DRTV campaign. Ava Seavey is president of Avalanche Creative Services, Inc. a DRTV and Digital video marketing firm with contact information below. Reach her at or (cell) or Follow her on Twitter at https://twitter.com/drtvqueenbee or read her blog at T i d b i t s a n d T a d d l e T a l e s Three dysfunctional personality styles -- dramatic, adventurous, and compliant -- foreshadow leadership flaws and risk. Source: INSEAD Blog, Sept. 6, 2012 Depending on the industry, the mobile content that will produce the best returns may vary, says Michael DiMarco. For example, things like video or interactive games can work well for entertainment products, while direct deals will be best for things like retail sites. The common denominator for successful mobile marketing, however, is simplicity, targeted messaging, and easy engagement. Source: Mobile Marketer, Sept. 4, 2012 Have you been fired? Read a brilliant post full of love and courage and EN-couragement. Source: The Altucher Confidential, 10 Things You Need To Do If You Were Fired Yesterday What do retail customers want from a mobile website? Location, hours, and a phone number, as a brilliant post from Shelly Kramer, the CEO of V3 Integrated Marketing, Kansas City, MO, demonstrates. Source: blog, Sept. 10, 2012 Want tips on how to dress up your direct mail? Check out 30+ direct marketing ideas, including #38, posted on Oct. 16. Skip the pale, washed out orange and go for the bright, no-doubt-this-isorange Pantone Orange 021. Forget the mossy green 392 and go for the bright lime 389. Change your dirty-brick red to Christmas red. You could increase your open and response rate as easily as that. Source: blogspot.com In the face of digital, mobile, social, online integration, IBM says CMOs and CIOs MUST collaborate or fail. Source: DM News, Sept. 7,

7 production Direct Mail: Here Today, Gone Tomorrow? I don t know about you, but I found 2012 to be a year of great experimentation regarding how we communicate with our marketplace. Growing our top and bottom lines has never been easy, but the more complex our marketing activities become, the more people and resources we have to throw at them. It gets harder and more expensive to get a reasonable return on our marketing investment. by Ed Glaser and will continue to be the basic blocking and tackling tool of the industry. When all else fails, we can count on direct mail to come through for us. The effective application of internal and external data creates precision targeting that greatly reduces waste and cost. It s a given that we know how to reach only those who will truly benefit from our messaging. In fact, today s small production runs are becoming just as cost-efficient as yesterday s million-piece jobs and, believe me, this will only get better in the future. In the end, this is a time of challenges, frustrations, and new competition. We ll continue to see innovation, new channels, and more ways to communicate with our constituencies. But that s not bad news. As Patrick Brand, president, Pitney Bowes North America Mailing, said in a recent post, If the actions of market leaders are any indication, this is an exciting time to be in the print and mail industry. Even as we have seen an explosion of digital media from and web to YouTube, Facebook and Twitter the unique attributes of direct mail stand apart. Today s direct mail pioneers are embracing the data-driven, digital capabilities of the online world to deliver a stronger connection on paper that is more dynamic, more welcoming, and more personal. Direct mail will thrive. Bottom line? Yes, we can continue to count on direct mail. I believe this channel will be with us for a long time. Ed Glaser is CMO at Acculink, an integrated marketing solutions provider in Greenville, NC, which has been serving the marketing community for more than 32 years. As direct mail specialists, AccuLink has a history of producing results in the direct mail arena. Contact Ed to discuss some of the unique solutions AccuLink can offer to improve direct mail results. Reach him at or MARKETING ADVENTS DECEMBER 2012 This year has seen us fully integrate social media cross-channel communication with online and offline media, as well as implement new technologies and creative tools. MMS Advent2 1/9/11 9:21 PM Page 1 Granted, we have opened up new doorways to talk to customers and prospects, but has all of that work yielded incremental top- and bottom-line growth for you or your clients? Is there a real ROI? We are all chasing the Holy Grail, hoping to get a leg up on the competition. But again, are we really accomplishing that? When other industry sectors implement new technologies, what choice do we have but to follow suit? We can t miss the opportunity to get our share of the prize, can we? To tell you the truth, I don t have the answers to those questions. I wish I did. But I do know one thing: All of the changes within our industry have not altered the basic fact that our customers and prospects want to be reached, recognized, and understood. The one tool that accomplishes this goal, never goes out of style, and consistently performs well is direct mail. Direct mail that creates personalized, relevant, and timely messaging has been 7

8 MARKETING ADVENTS DECEMBER 2012 branding Does Your Product Have a Lasting Story? By the late 1960s, Xerox had become a highly successful global brand. Having a Xerox machine in the office became a necessity. After achieving its well-established name, Xerox decided to cultivate other ambitions, such as computer technology and data processing. The company spent many years and millions of dollars before it finally threw in the towel. It should come as no surprise that once a brand is strongly associated with a certain product it is difficult, if not impossible, to change perceptions. Yet, marketing history is rife with examples of companies expecting their well-established brand names to help them introduce new products. Chiquita had to admit defeat after trying to convince us that Chiquita stands for more than bananas. Country Time Lemonade was forced to stop trying to sell Country Time Apple Cider. Ponds barely got out of the starting gates with Ponds toothpaste before it quit. There are thousands of stories like these. But one could argue that Apple is proving to be the exception as it has gone from a brand of computers to a brand of phones, ipads, televisions, and who-knows-what next. Nike is yet another exception, as it has grown from making running shoes to becoming a successful seller of athletic equipment and apparel. Richard Branson keeps adding to the list of products his brand Virgin is helping make successful. How does this happen? by Jim Signorelli It happens because Apple has never been just a company selling computers; Nike has never just been about selling running shoes; and Virgin can sell just about anything it wants to. Why? Because they aren t selling brands, they are selling stories. A brand has one layer; a brand story has two. Both have outer layers consisting of functional benefits or the results that can be achieved by using a given product. However, the brand story has an additional inner layer that gives it distance and longevity. It s like the golf ball s compacted core that keeps it in the air longer than a tennis ball. The brand story s inner layer is more than just air. It s made up of very real values and beliefs. When we buy brands, we buy products differentiated by function. When we buy brands that have become stories, we buy important meanings. If your brand is nothing more than an outer layer, no doubt, growth has an expiration date. The good news is that it s never too late to find and communicate your brand s meaning, perhaps something Xerox should have thought about before trying to sell computers. That said, there are some challenges that must be met: Your inner layer must be authentic. It s one thing for your brand s inner layer to be associated with the value of wow service. But that value is quickly devalued when a customer is put on hold for 20 minutes, waiting to talk with customer service. It s one thing for your brand s inner layer to be associated with the value of simplicity, yet another when your customer is presented with too many buying restrictions. What you believe and what you do must be inextricably linked. Keep in mind that the truth behind your brand story is constantly being scrutinized via social media. Your truth must therefore be demonstrated and reinforced through every point of contact. Inconsistency is the bane of authenticity. Audiences don t care what you think your inner layer is. They care about what they think it is. Unlike outer layers, inner layers are more a function of what your audience sees for themselves, as opposed to what you tell them to see. When we purchase a given brand, in effect we are hiring it. How much credence would you put in a job candidate who proclaims, I believe in teamwork, or I value hard work? It s not enough to be told what someone believes. That belief must be shown or demonstrated. Too often, we see advertising tag lines like, excellence is all around you, or where service matters. However, the best brands don t get in their own way with bragging and boastful self-descriptions. Instead, they communicate their inner layers through mantras like, Think Different, Just Do it, or Never Stop Exploring, ideals that resonate with existing beliefs their audiences share. These are more than just tag lines. They are true theme lines that speak to the significance of their brands stories. Your brand must solve problems and provide opportunities. But if all you re doing is telling prospects about what your product does and/or how it does it better than similar products, you are telling them a story that is all plot with no important theme. To standout, your brand must complete the story with the consistent proof of your brand s belief system. Every product then becomes a new chapter of a bigger story. Think story, not brand or product and you ll last longer and go further. Jim Signorelli is CEO and founder of esw StoryLab Marketing, one of Chicago s top advertising agencies according to Crain s Chicago Business. Prior to starting his own agency, Jim crafted a successful career at major advertising agencies throughout the U.S. His agency has been named to Inc. s top 5000 list three years running. Jim is also a speaker and author of the best-seller, StoryBranding: Creating Stand-Out Brands Through the Power of Story. Visit for more information. 8

9 The New Printing: Part III in a Series by Matt Kammerait [Editor s Note: This is the third in a four-part series on The New Printing. ] Finding the True Potential of NFC For our third installment in this interactive print series, we ll turn our eyes to one of the most leading-edge marketing technologies available on the market today: near-field communications. Depending on the sphere in which you operate, your exposure to NFC may be extensive or quite limited, so let s start with a basic definition. NFC is a subset of a broader class of technologies that use what is known as radio frequency identification or RFID. NFC is designed specifically to operate over a very short read distance (the distance between the reader and the tag). Because of this, it s a natural fit for applications that require an action on the part of the user, such as making a payment, reading an offer, sign-ups, and more. The near-field aspect also separates it from the rest of the RFID set, often used for product tracking, inventory, anti-theft, and other longerrange applications. NFC chips can be used in either active devices, such as readers and point-ofsale hardware, or fashioned into passive tags. The active devices act as readers and transmitters and can interact with both active and passive devices; whereas passive tags require an active component with which to interact. So, now that we know what NFC is, what can it do? On the active side, one common application is device or network pairing, in which NFC is used to establish a connection for two readers or phones to exchange information. This type of interaction is promoted in Samsung s recent Galaxy S III campaign, which features two people using NFC to share a playlist between their cell phones. NFC also takes consumers to the same types of destinations QR Codes do: URLs, phone numbers, applications, GPS points, etc. But it does so with no app required. Overseas, one of the more common uses of NFC is for access or ticketing - i.e. subway tickets, concert tickets, access cards, etc. The final use of NFC -- and one that gets most of the attention -- is its potential as a payment solution using secure pairing between NFC-enabled devices and NFCenabled point-of-sale (POS) hardware. The market around NFC-based payments is one with a lot of players, interest, and attention, though not a lot of consumer traction particularly in the U.S. Four main camps are interested in playing a role in the ecosystem: operating system and handset makers (i.e. Google, Apple, Samsung, etc.); retailers and others with point-of-sale (POS) hardware; credit card companies; and intermediaries known as merchant acquirers. All these parties seek to play a role in the chain and, by doing so, to collect a small percentage of every NFC-based transaction. Marketing and advertising offer a huge opportunity for NFC. While the payment side of NFC garners the most headlines, the true potential of NFC may lie elsewhere -- potentially in marketing and advertising. The applications for driving consumer interaction with NFC are incredibly attractive, and we re already seeing a ton of interest and activity from across different categories. A lot of activity is developing in out-ofhome advertising, particularly in places where consumers can have physical interactions with smart posters or signs (with pre-programmed NFC tags). Print-based NFC, used in the Wired campaign last April, represents a tremendous opportunity for seamless and easy print interaction. When looking at the future of NFC for marketing and advertising, many view the opportunity as comparable to the use of hyperlinks on the web -- but in the physical world instead of online. It s part of a larger transition toward the Internet of things, where many different types of objects are connected to broader digital networks. How can marketers best use NFCs today? Short-term advantages lie in including passive tags in marketing campaigns to allow for quick and easy responses to calls-to-action. Two big advantages for NFC shine in that context: delivery of content without an app and payment-grade security to ensure consumer privacy and confidence in print-driven interactions. Matt Kammerait is taking on the mobile and interactive world from an unlikely home within one of the great American printing companies: Quad/Graphics. As product manager for interactive print solutions, he s engaged in the process of integrating the immediacy and connectivity of mobile with the power of the printed page. He helps combine print and mobile using QR Codes, image recognition, augmented reality, NFC, and more. He s active in Quad/Graphics Innovation Council and Idea Catapult programs, helping to maintain its commitment to innovation and technology, and has spearheaded social media development and integration across the $4.7B, 24,000-employee company. 9 MARKETING ADVENTS DECEMBER 2012

10 MARKETING ADVENTS DECEMBER DMAW Volunteer Honor Roll DMAW very much appreciates the volunteer efforts of the following members who have given their time, energy, and expertise to a variety of projects including: seminar and monthly program content and execution editorial and marketing content and copy committee service MAXI awards social media efforts onsite and offsite Bridge Conference planning and participation generous sponsorship of events and activities. Thank you to each and every one of you and thank you, too, to the many organizations who have generously shared their employees time and energies. We appreciate you. We applaud you!! Sharon Adams, Covenant House Jody Adkison, Grizzard Anna Allen, Production Solutions Ellen Ambrose, The Marketing Group Barbara Armentrout, Marketing General, Inc. Richard Arnold, NimbleBridge Dennis Ashcraft, Colortree Group, Inc. Hilary Baar, The Lukens Company Gail Battle, Consultant Pat Beddor, Japs-Olson Company John Bell, MMI Direct Mary Beyreuther, INTEGRAM Gay Bitter, Relevate Dustina Bittner, DirectMail.com Wesley Brook, Consultant Elise Buck, MMI Direct Charlie Cadigan,Consultant Geof Caldwell, Bridgewell Associates, LLC Kathy Calta, Vertis Communications Marti Campbell, Prize Inside Teri Carlson, Mail Bag, Inc. Peter Carter, Chapman Cubine Adams + Hussey Misty Chambers, CELCO Jim Chmielewski, Public Interest Communications Megan Contakes, Integrated Direct Marketing Moria Kavannagh Crosby, MKDM Kim Cubine, Chapman Cubine Adams + Hussey Alexis de la Rosa, Fixation Marketing Michael DeFlavia, Lautman Maska Neill & Company Steve DelVecchio, AARP Foundation Amenda Duncan, HSP Direct Kevin Eagan, LW Robbins Bryan Evangelista, Lautman Maska Neill & Company Gary Evans, International Media Consulting Debbie Fleischer, Incentivies Marketing Steve Fleshman, DR2 Diane Forburger, Consultant Melissa Ford, Mal Warwick Donordigital Shawn Fowler, Covenant House Tony Fraga, Direct Development Pat Frame, Key Acquisition Partners Luke Franklin, ASPCA Steve Froehlich, St Jude Children s Research Hospital Cory Funk, Japs-Olson Company Michael Gesker, Catholic Relief Services Stephen Godbout, Consultant Bill Goldstein, Chapman Cubine Adams + Hussey Jenna Gotch, Turnkey Solutions Direct Marketing 10

11 Kimba Green, White Lion Social Rick Grossberg, RR Donnelley Ron Guberman, Media Reactions Nicole Hall, HSP Direct Joseph Harr, Consultant Jessica Harrington, Schultz & Williams Glenn Hoffman, AARP Foundation Jennifer Honadel, Epsilon Targeting Lesley Hostetter, Lautman Maska Neill & Company Denise Hubbard, Specialized Fundraising Services Scott Huch, The Delta Group David James, Bethesda List Center, Inc. Josh Jordan, Make Me Social Cheryl Keedy, Production Solutions Alison King, TMG Custom Media Mikaela King, Defenders of Wildlife Karin Kirchoff, MINDset direct Rhonda Knight, American Target Advertising Brenda Lachance, Huntsinger & Jeffer Andy Laudano, LW Robbins Jim Lawrence, Lawrence Direct Marketing, Inc. Tracy Lea, Share Marilyn Liebrenz-Himes, The George Washington University George Lizama, Production Solutions Chad Lucier, LW Robbins Peter Maaseide, L&E Meridian Lynn Mahaffy, Lautman Maska Neill & Company Rick Malchow, Avalon Consulting Group Darin Marks, Production Solutions Cheryl Martin, Huntsinger & Jeffer Lisa Maska, Lautman Maska Neill & Company Kate Mathews, Kismet Copy and Communications Tom Mays, Response World Bethany McConnell, HSP Direct Kristin McCurry, MINDset direct Shelagh Megeath, NPO Direct Syma Mendelsohn, RCM&D Christina Meyer, Royal Leo Studio Cara Mirinelli, LW Robbins Mark John Mitchell, SD&A Teleservices, Inc. Kevin Moran, Integral Jamie Natelson, Avalon Consulting Group James Newberry, Eberle Communications Group Wendy Newman, Fund Raising Strategies Cindi Nowatnick, Infogroup Direct Media Peggy O Keefe, Infogroup Nonprofit Dave O Mara, LW Robbins Jim Paolucci, MMI Direct Polly Papsadore, LW Robbins Barb Perell, Avalon Consulting Group Robin Perry, Lautman Maska Neill & Company Claire Piason, MINDset direct Jennifer Pittman, Direct Concepts Rick Powell, PMG Sean Powell, The Engage Group Samantha Prestia, Schultz & Williams Katherine Rainone, Chapman Cubine Adams + Hussey Betty Ratley, Public Interest Communications Alan Rich, Nova Label Company Liz Richardson, Infogroup Amy Ricigliano, Eidolon Communications Daniel Rinaldi, SMS Direct Molly Rinaldi, Robertson Mailing List Company Tom Robertson, C & P Lists Evan Rochkind, Chapman Cubine Adams + Hussey Krista Sassaman, PEP Direct Janet Seeley, Hub Labels Christine Shilosky, Mal Warwick Donordigital Lauri Sibert, Vertis Communications Pat Silver, Silver Marketing, Inc. Rose Simons, League of Women Voters Karen Sinisi, Ethnic Technologies, LLC Deana Snyder, Estee Marketing Group, Inc. Bob Stein, Trinity Direct Amy Sukol, Lautman Maska Neill & Company Kirk Swain, DirectMail.com Kathy Swayze, Impact Communicaitons, Inc. Nicole Taylor, SCA Direct Bryan Terpstra, LW Robbins Jeff Thomas, ProList Data & Mail Bill Tighe, RR Donnelley Willis Turner, Huntsinger & Jeffer Fred Vallejo, Consultant Valerie Vierengel, McVicker & Higginbotham Karen Vogel, Binary Group Darryl Walters, The Wildlife Society Rick Whelan, Marketing General, Inc. Gerri Zimbardi, Eidolon Communications MARKETING ADVENTS DECEMBER 2012 Peter LeMaster, LeMaster Marketing Group Vickie Norman, Robertson Mailing List Company Abbie Schlesinger, HSP Direct Nancy Scott, Liberty Communications Group 11

12 MARKETING ADVENTS DECEMBER 2012 It s Tough Out There: The Case for Video-Based Marketing by Trip Kucera Man, it s tough out there. It s just so difficult to get heard above the noise. Even if you have a clear, compelling, and differentiated marketing message, there s no guarantee that buyers who are inundated with hundreds if not thousands of messages every day will hear you. How do you break on through and cut through the clutter and noise? This is the enduring challenge of marketing. It s enduring because the job is never really done; messaging must be constantly reinvented to stay relevant and fresh. But is this alone enough, or, do marketers need to think as much about the medium as they do the message? Aberdeen s research suggests they do. Competitive noise that makes it difficult to differentiate in the market was the topmost cited pressure by respondents to Aberdeen s recent Rich Media for Sales and Marketing survey. To address this challenge, video is emerging as the go-to platform for engaging prospects with a differentiated content experience. In fact, 55 percent of the topperforming companies in our study (the best-in-class) are using video for sales and marketing, compared with 40 percent of all other companies. A few aspects of video-based marketing stand out: Not just for awareness. Our research shows that video is used throughout the buyer s journey, from initial awareness and mid-funnel conversion, to sales and post-sales. Moreover, best-in-class companies are more likely to use video across all of these stages. For example, companies are using video as an effective call-to-action for a conversion event, like a webinar, ebook, or event. Video is also an effective one-to-one communications format, such as sales professionals sending a video follow-up after a meeting. Make it mobile. Mobile represents the new last mile of message deliverability. With 50 percent of U.S. adults now using smartphones and nearly ubiquitous mobile broadband, the ability to access video content anytime, anywhere is commonplace. Make sure your message is reaching what could be your most valuable customers. Get to the point. While the medium is the message, video has its own rules as well. You can t just put rich media lipstick on a terrible content pig; the story must be compelling and compellingly told. Keep video content short (3.5 minutes is the average length of a corporate video asset). I recently recorded a series of Brainshark videos reflecting on the results of Aberdeen s research on Rich Media for Sales and Marketing. In the first, I consider the general trends in corporate video and video-based marketing. In the second, I look at how video-based assets are being used and shared, both internally and externally. In the third Brainshark, I get into the last mile of mobile-ready video. The videos can be viewed at com/campaigns/lp/aberdeen-sales-andmarketing.aspx Trip Kucera is senior research analyst, Aberdeen Research, where he leads the marketing effectiveness and strategy research practice. Founded in 1988, Aberdeen Research is a leading provider of fact-based research helping organizations and individuals make better business decisions. Reach Trip at 12 Is Your Industry the Next To Move To Mobile? continued from page 1 (top) Joining the Party In recent months, we have seen a huge influx of new businesses and industries joining the mobile movement. Among these newcomers, need-based financial services organizations are leading the pack. Mortgage-lenders, banks, investment firms, and the like have seen major upsides in offering their customers mobile tools and constant contact points. When you create a dynamic mobile site, you not only give your customers a mobile business card, you give them the ability to make educated decisions and connect with your firm no matter what their location. Here at FiddleFly we are also seeing a major uptick in mobile optimization among law firms. This seems like a no-brainer, as lawyers tend to be needed on a very short notice. So, providing potential clients with the best tools to stay in touch and access the information they need can give a firm the edge it needs. Who s Next in Line? The easy answer here is any business that hasn t yet, but the trends suggest some industries are closer than others. Retailers, for example, are beginning to pop up all over the mobile web, as are travel services, news publications, and slowly but surely, e-commerce sites as well. What do all of these industries have in common? Large catalogs of content. This trend suggests some really exciting developments in not only what mobile is capable of but in what people realize mobile is capable of. We can preach and preach about the power of a great mobile site, but until businesses begin seeing it in action, our praise will only take the mobile web so far. Of course, these examples are a very small slice of the mobile pie. From dentists to taxi services to dog walkers to nannies, in the blink of an eye everyone will need a mobile website. If you haven t found yourself in line to join the party, you ve got some serious catching up to do. Michael DiMarco is director of media at FiddleFly, Inc., located in Columbia, MD. Visit or reach Michael at

13 copywriting 2012 Lessons* I may not be the sharpest knife in the drawer, but I m smart enough to not offer any ironclad predictions for Which isn t to say the smart people writing about next year in this look back, look ahead issue of Advents don t have fascinating predictions you should heed. But somebody has to do the look back bit. Besides, my crystal ball foretelling a Gingrich-Bachmann ticket for the GOP this year and the easy money to be made with Facebook s IPO means you will be much better served by a look in my rearview mirror. by Barry Cox former, too little of the latter. I m looking at you, mirror. Rwanda s soil is ideal for growing soybeans; a small change in the shape of fishing hooks can virtually eliminate mortality among white marlin released by anglers; and a hospital s nursing staff must meet 95 different criteria to receive a coveted Magnet designation from the American Nurses Credentialing Center. Perhaps not the most scintillating cocktail-party icebreakers, but anyone who sees it as useless trivia must not be a copywriter. Reports of direct mail s death continue to be greatly exaggerated. Spell check, and/or my subconscious, has a dangerous sense of humor. There may well be nonprofits that conduct pubic education campaigns, work to protect habitat for loins, and depend on donors grift. Problem is they aren t my clients yet. As for an obligatory look ahead, I foresee much of the same in with some unpredictable crises thrown in for good measure and wholly predictable problems repeated for familiarity s sake. But here s the weird thing: I m actually looking forward to it. *What? You thought the headline meant 2,012 lessons? Okay, I ve given you seven. The other 2,005 lessons are different ways of saying pay freelance talent more. And I fear they could be misconstrued as self-serving. Barry Cox is a freelance copywriter offering more than 20 years worth of learned lessons to advance your cause MARKETING ADVENTS DECEMBER 2012 So, before the year that still is becomes the year that was, a few copywriting lessons learned or reaffirmed in 2012 Clients who give me access to their organization s top officials and the beneficiaries of their work get copy that authentically conveys the signer s voice and moves the reader to help real people with a donation. Those who point me to press releases and the last they sent about a particular program get better copy than they should expect, but nowhere near what their mission and donors deserve. Organizations with true communications teams present cohesive and complementary messages across all platforms. Those with silos still inexplicably intact step on their own messages, confuse their donors, and squander cross-channel opportunities. Not even the most dazzling, innovative design can save bad copy. And yes, my designer friends, vice versa. The latest rage always warrants skepticism. I m talking to you, one-word subject lines. And a corollary: old timers conventional wisdom can bring too much of the SISK Fulfillment Service Inc. Recruiting New Members & Donors? At Sisk, we serve both large international and small regional membership organizations and non-profit charities. From premium fulfillment to personalized member packets and acknowledgments, we ll help you achieve your core mission by meeting your new member and donor objectives. When you need success, you need Sisk Fulfillment. View a partial list of our satisfied membership & donor-based clients!

14 MARKETING ADVENTS DECEMBER 2012 What s New?... Social collaboration relies on peer-topeer marketing, recommendations, and services. Take Airbnb, for example. Here s a great deal for people who want to travel but don t want to pay a fortune for hotel rooms. Better yet, Airbnb enables folks to connect to others who have unique places to share: tree houses, manor homes, or couches. This social sharing works for everybody: the provider earns income, the user saves a lot on lodging, and the choices of where to stay incorporate tailor-made places and experiences. Trendcentral.com calls this trend in peer-to-peer exchange the sharing economy and notes that today people are proud to rent, lend, and borrow. Kickstarter.com, a site that enables individuals do their own fundraising, is a good example of how social collaboration can cross many areas of interest. Kickstarter launched in April 2009 and more than 24,000 creative projects have been successfully funded. But Kickstarter is about much more than money... Kickstarter is a funding platform for creative projects, its founders say. Websites that deal with sharing also include such gathering places as groupsite.com, a multipurpose platform that empowers groups to easily communicate, share, and network. What does this trend imply for direct marketers? Opportunity lies in helping customers, prospects, donors, and members talk directly to both the organization and each other. For details on how social collaboration is expanding even more broadly, all the way to social business, see Gee Ranasinha s article on page 1. Your Message Delivered to Your Clients Your Direct Marketing Partner 14 AMi Direct

15 news NOTES Chapman Cubine Adams + Hussey (CCAH) was recognized with seven Gold Awards for Fundraising Excellence from the editors of FundRaising Success Magazine. The Gold Awards program recognizes and honors outstanding achievements in fundraising across direct mail, , telemarketing, multi-channel, and special events. CCAH was recognized with one gold multi-channel award, two gold and one silver awards, a gold telemarketing award, one silver direct mail award and an honorable mention on behalf of five global nonprofit clients. The Gold Awards were announced in the October issue of FundRaising Success. Contact Erin Hatfield, Kathy Swayze, CFRE, president and founder of Impact Communications, was awarded the 2012 Outstanding Fundraising Professional Award at the 11 th Annual National Capital Philanthropy Day luncheon on Thursday, Nov. 1, at the JW Marriott. To help reach the vast number of leaders in philanthropy, including senior business executives, National Capital Philanthropy Day is supported by a large group of co-convening organizations. These groups collectively represent hundreds of nonprofit organizations and leaders, grant makers, volunteers, and fundraising professionals in Maryland, Northern Virginia, and Washington, DC. Congratulations, Kathy! MARKETING ADVENTS DECEMBER 2012 Is Yours a Social Business? continued from page 1 (bottom) the opportunities that social media channels provide to reshape its entire value proposition and business model? In short, does it become a social business? What do I mean by social business? Well, imagine a company that reshaped its internal and external systems, processes, market intelligence, and even commercial opportunities based on actions and reactions from a trusted, supportive - but nonetheless external - sphere of influence. Perhaps you think I m inflating the importance of social media channels as they function within most companies today? After all, there are plenty of businesses out there (perhaps yours is one of them) that are making pretty darn good revenues without doing anything in the social space, thanks very much. Well, that depends on how small of a box you want to put social media into. Is the goal simply to increase website hits, drive traffic, and build connections to help your site hit the first page of a Google Search? While there s certainly value in such an approach, it seems as though many (most?) businesses haven t realized that it s less about the golden egg and more about the goose. Forget the channels - Facebook, Twitter, Google+ -- whatever. These are just the instruments. The true - and far bigger - opportunity is conversing, listening, and connecting with customers (both new and existing) in real time. It seems very few businesses truly understand the value of such a device. Maybe it s because business owners see social media as being just about social media channels (hint: it s not) and, since it doesn t cost real money to have a presence on the social web, the spoils can t be worth much. And that s where we get stuck. We end up with the strategy we have now: Bolting shiny new social media initiatives onto tired, outdated (and increasingly irrelevant) marketing / sales / service methodologies that have pretty much remained unchanged for 50 years. How do we get to social business? For a social brand to transition to a social business, we re talking about a fundamental shift in the very make-up of the company. It s about businesses taking their trusted, carefully nurtured audiences and involving them at some level to influence and shape the very nature of the firm. But do customers even want to get so involved? Hell, yeah! Have you noticed how often you can find an armchair critic in front of the TV while watching an important sports match? In the same way, I ve had countless discussions (in some cases bordering on arguments) with friends and colleagues about the decisions made by companies we care about, such as Apple or Google. So why do I get hot under the collar when people dismiss Google+? It s the same reason armchair sports critics shout at the TV when their teams make a bad play. Because customers want more from companies than creative marketing, nicelooking ads, or loyalty rewards. It s about passion. Customers want to be heard - and they want to know you re listening. They want more. They want recognition, information, direction, resolution, commitment. They want value. They want to be part of what you re building, and they ll reward you with their insight, opinions, and devotion. Will you let them? That s the real question a business needs to ask itself. Forget the veneer of pithy comments, inbound marketing campaigns, and viral YouTube videos for a moment. What we re talking about is something far bigger than marketing, manufacturing, sales, or customer service. For many companies, developing the social side of their brands has become partand-parcel of today s commercial landscape. Not only does it give businesses an opportunity to build relationships, customers increasingly expect it. But where do customers - and therefore companies - go tomorrow, when the social brand is the norm rather than the exception? On their way to becoming a social business, I hope. Gee Ranasinha is CEO of KEXINO. Based in Strasbourg, France, KEXINO helps startups and small and medium enterprises around the world develop their marketing and value communication needs. The company is also the developer of QARTO, a cloud-based portal for organizations to manage and control how their content is repurposed into other languages and formats. To find out more about how KEXINO helps businesses do more business, contact Gee at 15

16 MARKETING ADVENTS DECEMBER PostalVision 2020 Initiative Notes from the Net by Nancy Rathbun Scott The above titled video series, courtesy of GrayHair, Inc., is available on the company's YouTube channel. Here are outtakes, opinions, and thoughts derived from the personal insights of four postal experts from varying backgrounds who shared their views at the June PostalVision 2020 Initiative and Conference, held in Washington, D.C. Marsall van Alstyne Professor and Research Scientist Boston University On which digital platforms might the Postal Service create a business model and revenue streams? For example, the Postal Service s ecosystem might be able to create secure forms and document archival (like certified mail). Would such digital platforms as archival, banking, telecommunications delivery, and ecodocuments generate enough separate revenue to support alternate physical structures? I think the USPS should be a major player in Gene del Politio President Association for Postal Commerce The basic function of APC (the Association for Postal Commerce) is lobbying. When we started out, we were focusing on Third-Class mail, but over time it became obvious that our members were using all kinds of mail. So, as the USPS and the law evolved, we learned that when you try to strike out a new postal policy, the result either works for everybody or doesn t work for anybody. When our members get together they focus on what they have in common. Mail is not dying, though the country s use of mail is changing. Mail is still the only medium that gets you access to 84 percent of recipients eyeballs. these platforms. The USPS needs to be able to perform more like a business. Most successful platforms behave like industry, wherein some strictures could and should be lifted. A number of competing platforms could be partners: the telecommunications layer (e.g. Cox cable); the banking layer; the archival layer (Google, for example); and the socialinteraction layer. In which layers would USPS want to participate? The universal service obligation needs to be taken OFF the table. We need to be able to build upon physical delivery - those kinds of rights ought to be extended. You can t do that with television or any other broadcast medium or the Internet. The press loves to say how people hate junk mail, but in fact, mail goes out from companies because it works. All media we use in the U.S. today are advertising-based mediums. Advertising brings in the revenue and makes all media outlets possible. How can we apply the resources typically used for mail to bring great value to society and business? The key to behaving as a platform is knowing how to partner with people, including soliciting ideas from them. The Postal Service had traditionally been very poor at that. For the USPS to become such a platform requires a totally different approach and attitude. Charles Prescott Executive Director Global Address Data Association My organization, the Global Address Data Association, helps companies deal with postal systems and address systems around the world, including data processing, customer files, etc. USPS is not making enough money to survive; it is not developing its operational capability or product offerings. The USPS has not taken the digital revolution sufficiently into account. For example, many people don t write letters but need other services. USPS has other uses in simply transporting stuff -- for example, retail parcel carrying, money transfers, issuing passports, and so on. The privately owned but publicly regulated postal service has thrived with a fair amount of success, but has also suffered a fair amount of pain, too. 27 European countries have competitive marketplaces for mail delivery (government or privately owned but with competition). America does not have a fully acknowledged competitive marketplace. Canada is the only other country where people own the mailbox. I cannot see a time when there won t be direct mail marketing. It s the single-most-effective way of making a sale. Increasingly, businesses and governments and other populations will discuss the importance of the mail moment. Postal systems have discovered worldwide that this mail moment is a time at which people look forward to the mail and people will hold certain documents that come through the mail in high regard. The postal system has to be there for commerce, no question. The government can make many things digital, but at the end of the day, the printed word, on paper, has undying import. Matt Swain Associate Director InfoTrends Much focus is now on postal service operations and increasing operational efficiency. The creation of a digital group has received some attention because mail volume, particularly First Class mail, is on a downward trajectory. The management cost of which, in the long term, is projected to surpass the revenue coming in. To the U.S. Postal Service, dying means tax subsidies or privatization. In 2020, USPS will be a highly costly program. In working with the USPS, InfoTrends works with many high-volume mailers that also involve the USPS itself. Who is the postal customer? To the USPS, the customer is business, but for businesses, the customers are the end-consumers. Eventually, the consumer will drive the demand for change. The USPS has done well at reacting to the easier changes that don t require congressional approval. (For example, the augmented reality application on the USPS website [leading edge], that allows consumers to hold up an item to see what postal package a particular mailing might fit into.) What about hybrid mail services like the digital mailbox space or box space? The USPS had lined up a move in that direction in the late 1990s, but it didn t move forward. Today there is more private sector play in the space, making USPS involvement more difficult. The consumer s sense of customer service has changed over the years. Today, consumers want answers to their questions now: on a mobile device, on the telephone, in person -- however they want it. Over time, our standards for customer service have changed and evolved, leading to less emphasis on human interface. And yet, counsumer outcries are not consistent. Some consumers say they don t need the USPS for anything. Others want more services for no money. Nancy Rathbun Scott is the editor of Marketing AdVents and principal at Liberty Communications Group. Reach her at Sources:

17 84 Percent of U.S. Small Businesses Using Mobile Marketing See Increase in New Business Activity The Web.com Small Business Mobile Survey reveals the current state of U.S. small businesses using mobile technology, including key motivations and challenges in integrating mobile into their marketing strategies and their plans for future investment in mobile marketing. Seven key findings from the Web.com Small Business Mobile Survey include: 1. Nearly 70 percent of U.S. small businesses consider mobile marketing key to growth in next five years. There has been a significant increase over the past year in overall awareness and acceptance that having a mobile presence is critical to small business growth. About 69 percent of small businesses surveyed agreed that mobile marketing is key to their growth in the next five years and will consider increasing their mobile spend this year. 2. U.S. small businesses maintain good web presence but lack mobile presence. While 60 percent of small businesses surveyed have a website, only 26 percent have a mobile-friendly website (same layout/content as standard site adjusted to suit your smartphone screen). An even smaller percentage (14 percent) of small business owners have a stand-alone mobile website (content/layout designed specifically for mobile purposes). 3. Small businesses with a mobile presence see increases in new business activity. Out of 500 small business owners surveyed, 14 percent have a stand-alone mobile website, 84 percent of which indicated that they have seen an increase in new business activity due to their mobile marketing efforts. For those still skeptical about the need to invest in mobile, this alone should serve as validation. 4. While mobile search becomes mainstream, many small businesses are not ready to be found via smartphones. There is a large gap between the rapidly increasing mobile search volumes and the majority of small businesses. Over 61 percent of small businesses currently do not have a mobile search strategy and are missing out on consumers trying to find them via a smartphone device. 5. Better service for existing customers is the biggest motivation to embrace mobile. When asked to rank their top motivations to invest in mobile marketing, small business owners indicated the following as their top three motivations: a.) Provide better service to existing customers (38 percent). b.) Attract more local customers (36 percent). c.) Gain competitive advantage (34 percent). 6. Limited time and resources are the biggest obstacles to mobile. It s not surprising that time and resource limitations prevent small businesses from entertaining new solutions to market themselves. The survey revealed that 64 percent of small business owners are also acting as their own one-person marketing teams. This puts pressure on the small business owner to wear multiple hats and find the time to build a mobile presence -- besides running other aspects of their businesses. 7. Small businesses will spend more on mobile marketing in This might be the year when mobile-savvy small businesses increase their spend on mobile marketing initiatives. Of small business owners surveyed, 64 percent expressed an intention to increase their mobile investments this year, with only 33 percent indicating that their mobile spend this year will remain the same as last year. Download a full copy of the Web.com Small Business Mobile report and Infographic at Help your friends in the small business community go mobile by sharing this report on Twitter, Facebook and LinkedIn using the hashtag #smbmobile. This survey was conducted online via social networks from April 5 April 12, 2012, among 500 small business owners (defined as <100 employees). For complete survey methodology, please contact Lab42 at Web.com Group, Inc. (Nasdaq:WWWW) is a leading provider of Internet services and online marketing solutions for small- and medium-sized businesses (SMB s). For more information on the company, please visit Contact Susan D. Edelman, director, Investor Relations & Corporate Communications, at , or com or Rosalie Morton, CRT/tanaka, at or Mobile Must-Knows In It s Becoming Clear That No One Actually Read Facebook s IPO Prospectus Or Mark Zuckerberg s Letter To Shareholders, published in Business Insider, Henry Blodget, writes: Because if anyone had read the Facebook IPO prospectus, they would have learned, among other things, the following: Facebook s growth rate was decelerating rapidly. Facebook s user-base was rapidly transitioning to mobile devices, which produce much less revenue. Source: Business Insider Regulations and best practices for SMS messages are governed by the Mobile Marketing Association, which publishes a code of conduct and a best-practices guide for use by those involved in mobile messaging activities. Ultimately, all SMS messages sent using the ExactTarget application must include the following elements: Double Opt-in Single Opt-out Clear declaration of company name, web link, toll-free customer service number Update explaining applicable charges for messages and data A text messaging website disclosing customer support, pricing, and appropriate content Source: ExactTarget, SMS Message Regulations 17 MARKETING ADVENTS DECEMBER 2012

18 MARKETING ADVENTS DECEMBER 2012 POSTAL DEVelopments USPS changes the rules. Again. It s been ages well, a couple of months, maybe since the post office made a major change in what it accepts as mailable. These changes are overdue, but they are biggies. #1. It s the last call for PostNet barcoded reply envelopes (REs). If you have leftover REs, CREs or BREs with PostNet barcodes in your warehouse, this is use-it-or-lose-it time. You have until January to dispense and dispose of your old stock. After that time, it s all Intelligent Mail barcode (IMb). Ignore the rule, and risk not having your valuable end-of-year contributions reach you. #2. If you re mailing or even thinking of mailing a self-mailer, you need to know that new rules will impact your design. Worse yet, ignore USPS s new rules, and you will have the opportunity to redesign and reprint your mail piece. The time to get your creative team involved is NOW. Not later. Here are the basic details (we ll spare you the whole schmeggy; you owe us big!). It should come as no surprise that the USPS has found out through elaborate testing that heavier papers do better in the mail. Duh! This required extensive testing? by ellen Paul Similarly, the testing found out that the method of closing a self-mailer impacted on its deliverability. Most successful were continuous glue lines. But since most mail houses don t have this equipment, the USPS also considered good old tabs. Tabs are those round thingies that fold over an open edge to secure the piece in the mail (aka wafer seals ). The extensive testing established that one tab is not enough, so depending on your design, you may need up to three tabs. Tabs can be 1, 1.5 or 2, depending on the application. They must also be non-perforated so that they damage the mail piece when the recipient attempts to open it. (That s my comment, not a postal requirement!) This same extensive testing determined that how a piece folds and its final size affect its deliverability. (This is a surprise? The post office has given migraines to many an art director by rejecting creative pieces because they fall outside standard prescribed parameters.) Now, it s your turn. Take two aspirin and hug your art director before you read further. Remember, we re giving you just the simplified version. Size: The minimum length is 5 ; the maximum length is The minimum height is 3.5 ; the maximum height is 6. Thickness: the minimum is.007 of an inch if 4.25x6 (or.009 of an inch, if larger) Weight: Three ounces max. That includes any loose inserts. Paper must be 70# or heavier if it weighs less than one ounce and 80# or heavier if over one ounce. Shape: Rectangular, in the basic geometric sense of rectangular. For the mathimpaired (or super-creative among us) that means square corners and parallel sides. Parallelagrams need not apply. Max # of panels: Eight (that would be four, two-sided panels, for the severely math-impaired or hyper-creative types among us.) I m going to leave the head-spinning details about tabbing, glue stripping, off-folds, die-cuts, loose inserts, leading edges, and co-efficients of friction to the professionals. You d only hurt yourself, anyway. So if you or your art director are feeling a bit queasy about any of this, please call your mail shop or if you re feeling lucky today, call Postal Requirements. Ask for guidance. They ll keep you on the right path. As I said earlier, the time to get your art director involved is now. She needs to know that the rules have changed. Do it now. Before you have to reprint or before she calls in sick. Again. Ellen Paul has retired. Well, almost. She s still keeping her eye on the USPS for AdVents, though. Curious? Call her at Welcome to Your 2013 DMAW Board of Directors The members of the 2013 DMAW Board of Directors officially take their positions at the January DMAW Keynote Presentation and Annual Business Meeting on Wednesday, January 30, Dennis Ashcraft (newly elected), Sales Representative, Colortree Group Hilary Baar, Account Director, The Lukens Company Elise Buck (re-elected), Business Development, MMI Kathy Calta, Chief Marketing Officer, Vertis Communications Pete Carter, Principal & Sr. VP Client Services, Chapman Cubine Adams & Hussey Jim Chmielewski (re-elected), Vice President, Client Services, Public Interest Communications Mike DeFlavia, Production Manager, Lautman Maska Neill & Co. Carol Dixon (newly elected), Fundraising Sales Executive, Concord Litho Mikaela King, VP of Integrated Marketing, Defenders of Wildlife George Lizama, President & CEO, Production Solutions Peter Maaseide (newly elected), Vice President of Marketing, L&E Meridian Kristin McCurry (re-elected), Principal, MINDset direct Jamie Natelson, Vice President, Avalon Consulting Group Sean Powell (newly elected), Online Fundraising, The Engage Group Alan Rich, President, Nova Label Company Liz Richardson, Executive Broker, Infogroup Jeff Thomas (newly elected), Senior Account Executive, Prolist Syma Mendelsohn, Senior Vice President, RCM&D (DMAW-EF Representative)

19 Marketing AdVents Fast-Action Directory DMAW Headquarters Articles: Nancy Rathbun Scott, Editor, , FAX , AdVents Advertising: Terri Jones, Inserts: must be related to DMAW events; contact DMAW Headquarters to inquire or schedule. Job Exchange: Submit by to you will receive a reply confirming cost prior to posting. Deadline for print version is 15th of month preceding publication; electronic version posted to website within 24 hours. Cost: MEMBERS: "positions sought," free; "positions available" at $100 for first 50 words. $1 for each additional word. NOT-YET-MEMBERS: $200 for first 50 words, $1 for each additional word. [Note: If the nonmember advertiser chooses to join for $199 for 12 months, then the ad being placed and all subsequent ads are billed at the member rate, plus the advertiser receives print and electronic copies of AdVents and all other benefits of membership.] News Notes: Send to Nancy Rathbun Scott, Editor. Items of professional interest or significant personal news about members. Deadline for Articles and News Notes: 15th of the second month preceding issue date (e.g., deadline for May issue is March 15). DMAW Educational Foundation: Send correspondence or charitable donations to DMAWEF, 4414 Walsh Street, Chevy Chase, MD 20815; Attention Karen Depew, Executive Director; Publisher: Direct Marketing Association of Washington, Bowman Green Drive, Reston, VA website Executive Director: Donna Tschiffely, Editor: Nancy Rathbun Scott, Liberty Communications Group, Advertising: Terri Jones, Production Staff Design: Liberty Communications Group, Printing: Mount Royal Printing Marketing AdVents is published monthly by the Direct Marketing Association of Washington to bring its 1,300+ members news of DMAW s varied activities and information of professional interest, including postal-related news. Columns, such as in this and other issues, represent a vital member service. Members with industry-related educational information they wish to share are encouraged to submit articles. A helpful memo explaining guidelines for features is available from the editor Blair Hilll Lane Baltimore, MD MEMBer Spotlight Kurt Sieber Director of Business Development MOSAIC When you start a business from scratch, you learn a thing or two about marketing. Just ask Kurt Sieber, our member of the month, who grew his start-up from just two customers to about 300 over the course of a decade. He s since sold the company and now applies what he s learned (and more) to new ventures in business development. For a few of his secrets, keep reading. Kurt and Melanie, his wife of 21 years, have two children: a son, Greg, 19, and a daughter, Brooke, 18. How did you get into the direct marketing business? I have always held positions in sales and marketing. I founded Advantage Puck in 1994 and served the packaging industry with clients such as Procter & Gamble, Unilever, Colgate, and Estee Lauder, to name a few. I sold the company and became a partner with International Packaging and Container Corporation (IPACC), a packaging consulting and sourcing business. In September 2011, I joined MOSAIC as director of business development/packaging consultant to help them grow market share in the packaging industry. When I joined MOSAIC, I learned about DMAW and was encouraged to join by Jon Freed at IPACC/Hub Labels. Any mentors or special people you d like to credit? My father for instilling a good work ethic. What were the most helpful steps you took to advance your direct marketing career? When I ran Advantage Puck, I was always seeking ways to create market awareness and grow our customer base. I retained marketing consulting firms to assist with direct marketing efforts, which included direct mail, tradeshow, industry trade articles, and direct phone calls to prospective clients. I started with two or three customers in 1994, and when I sold the company in 2004 it had grown to over 300 customers in 25 countries. Any advice you d offer a novice who wants to move up in direct marketing? Join a direct marketing organization like DMAW to better understand the marketing channels available. Volunteer Experience: Food Bank, Church Youth Group Kurt's Favorites Jon Freed is a partner and packaging consultant at IPACC. Reach him at comporium.net, by Jon Freed DM Forecast for 2015 and beyond: I m still new to this side of the business, but I see a continuance of combined marketing where direct mail containing QR Codes (or the latest technology) drives recipients to personalized URLs or websites for the next step. More apps and marketing will be focused on retailers being able to target smartphone users with offers for nearby outlets. My son started a business that does this, and I am amazed at the potential in this new direction and the ways marketing can be used. Toughest Marketing Project: More than any one project, marketing for Advantage Puck, a start-up company, and trying to get the word out to the industry about the services we offered and what made us stand out against the competition. That was tough! Favorite DM Technology: Any campaign that uses near-field communications to target smartphones. I m also a fan of augmented reality tech that allows smartphone users to see videos about products and services. Wish I d known then Life is a process of learning. It s the hurdles you overcome that allow you to become who you are. Restaurants Pines of Rome Films Saving Private Ryan, The Princess Bride Significant Books Seabisquit, by Laura Hillenbrand; and The Road Less Traveled, by M. Scott Peck Musical Groups Mumford & Sons and Matchbox Twenty Websites Leisure Interests Golf, working in my yard, and spending time with family 19 MARKETING ADVENTS DECEMBER 2012

20 JAPS-OLSON Sheetfed Printing Data Processing HISTORY + Direct Mail TECHNOLOGY + Web Printing INNOVATION Commingling Inserting Bindery Imaging Print Imaging Lettershop Postal Logistics 7500 Excelsior Blvd. St. Louis Park, MN Call or Fax for our Sample Kit to be mailed to you: Fax: Phone: Name Company Address City State Zip Ph. Fax DMAW

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