Direct Marketing Guidance
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Warren J. Keegan 1936–2014 —MCG
In Memoriam: Warren J. Keegan 1936–2014 —MCG A01_KEEG9756_10_SE_FM.indd 2 24/10/18 5:54 AM TENTH EDITION GLOBAL MARKETING Mark C. Green Simpson College Warren J. Keegan Late, Pace University A01_KEEG9756_10_SE_FM.indd 3 24/10/18 5:54 AM Vice President, Business, Economics, and UK Operations Specialist: Carol Melville Courseware: Donna Battista Design Lead: Kathryn Foot Director of Portfolio Management: Stephanie Wall Manager, Learning Tools: Brian Surette Executive Portfolio Manager: Lynn M. Huddon Senior Learning Tools Strategist: Emily Biberger Editorial Assistant: Rachel Chou Managing Producer, Digital Studio and GLP: James Vice President, Product Marketing: Roxanne McCarley Bateman Senior Product Marketer: Becky Brown Managing Producer, Digital Studio: Diane Lombardo Product Marketing Assistant: Marianela Silvestri Digital Studio Producer: Monique Lawrence Manager of Field Marketing, Business Publishing: Adam Digital Studio Producer: Alana Coles Goldstein Full Service Project Management: Michelle Alojera, Field Marketing Manager: Nicole Price Gowri Duraiswamy, Pearson CSC Vice President, Production and Digital Studio, Arts and Interior Design: Pearson CSC Business: Etain O’Dea Cover Design: Pearson CSC Director, Production and Digital Studio, Business and Cover Art: Studiojumpee/Shutterstock Economics: Ashley Santora Printer/Binder: LSC Communications, Inc./location Managing Producer, Business: Melissa Feimer Cover Printer: Phoenix Color/Hagerstown Content Producer: Michelle Zeng Copyright © 2020, 2017, 2015 by Pearson Education, Inc. 221 River Street, Hoboken, NJ 07030. All Rights Reserved. Manufactured in the United States of America. This publication is protected by copyright, and permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise. -
Farm-Direct Marketing: Merchandising and Pricing Strategies
Farm-direct Marketing #3 PNW 203 Merchandising and Pricing Strategies Merchandising refers to the set of strategies that direct marketers use to The Farm-direct make sales. It includes: Marketing Set • Product selection A farm-direct marketing business provides • Processing and packaging both attractive opportunities and unique • Pricing challenges to farm families. The farm-direct • Display marketing series of Extension publications • Inventory control offers information about establishing and developing a range of farm-direct • Advertising enterprises. • Customer service Other publications in the series are: In summary, merchandising is the art of selling. • An Overview and Introduction (PNW 201) • Costs and Enterprise Selection (PNW 202) Merchandising Plan • Location and Facilities for On-farm Sales (PNW 204) Your overall merchandising goal is to sell your products as profitably as • Personnel Management (PNW 205) possible and to build satisfaction and repeat sales. To achieve this goal, you should • Financial Management (PNW 206) develop a comprehensive merchandising plan. Success in merchandising requires • Legal Guide to Farm-direct Marketing providing what the customer wants, where and when she wants it. Direct (PNW 680) marketing customers want a combination of excellent quality and good value • Food Safety and Product Quality (PNW 687) and expect some choice of products and package sizes. For these reasons, proper product selection and handling must be part of a successful merchandising plan. To learn more, consider one of the online courses offered by Oregon State University, Because customers are attracted by a diversity of offerings, effective Washington State University, and University merchandising actually begins with your farm production decisions. Your farm of Idaho: stand or farmers market booth becomes increasingly attractive to customers as it In Oregon—Growing Farms: Successful offers a greater range of the products that they want. -
Putting a Price on Direct Marketing 2012 Putting a Price on Direct Marketing 2012
Putting a price on direct marketing 2012 PUTTING A PRICE ON DIRECT MARKETING 2012 Contents Contents ................................................................................................................................................1 Foreword ................................................................................................................................................2 Introduction ............................................................................................................................................3 Executive summary .................................................................................................................................4 2011 expenditure on direct marketing totalled £14.2 billion; 7% growth expected in 2012.............................4 23% of UK sales are generated by direct marketing ...................................................................................4 The direct marketing industry employs 530,000 people ..............................................................................4 The proposed EU Data Protection Regulation could lose the UK £47 billion in lost sales ................................4 1. £14.2bn spent in 2011, rising by 7% in 2012 .......................................................................................5 1.1 Distribution of direct marketing expenditure by channel ........................................................................5 1.2 Strongest growth expected in digital channels .....................................................................................6 -
The Effect of Marketing Mix in Attracting Customers: Case Study of Saderat Bank in Kermanshah Province
Vol. 7(34), pp. 3272-3280, 14 September, 2013 DOI: 10.5897/AJBM12.127 African Journal of Business Management ISSN 1993-8233 © 2013 Academic Journals http://www.academicjournals.org/AJBM Full Length Research Paper The effect of marketing mix in attracting customers: Case study of Saderat Bank in Kermanshah Province Bahman Saeidi Pour1, Kamran Nazari2 and Mostafa Emami3* 1Department of Educational, Payam Noor University, Iran. 2Department of Business Management, Payam Noor University, Kermanshah, Iran. 3Young Researchers Club, Kermanshah Branch, Islamic Azad University, Kermanshah, Iran. Accepted 24 November, 2012 This study investigated the impact of marketing mix in attracting customers to Saderat Bank in Kermanshah Province. Questionnaire which included 30 questions was used to collect information in this research. The reliability of the questionnaire was calculated using Cronbach's alpha, and a value of 0.882 was obtained, greater than 0.7 which is the reliability of the questionnaire. The population used in this study is the customers of Saderat Bank in Kermanshah Province, with at least one account, interest- free loans and savings. 250 questionnaires were collected by stratified random sampling. The work has one main hypothesis and 5 sub- hypotheses. Pearson correlation test was used to test the hypotheses. It was established that factors in the marketing mix have a significant positive effect in absorbing customers. That means the bank has a significant positive effect. Key words: Marketing, marketing mix factors, customers‘ orientation, customers‘ satisfaction. INTRODUCTION Progress and transformation in industries, institutions and appropriately in a variety of services and advertising to companies has to do with their ability to deal with pro- attract customers, there is increase in financial institu- blems, activities, as well as competitors. -
Seven Tips for Selling to Direct Marketers (PDF, 2
Tips for Graphic Arts Providers Seven Tips for Selling to Direct Marketers Seven tips for selling to direct marketers Direct marketing delivers the growth graphic communications providers need and the results marketers crave. Here are seven tips to help you win the business, supported by stories of graphic communications providers who are growing by attracting new customers and building loyal followings for themselves and their clients. 2 Tips for Graphic Arts Providers For years, it was enough to simply deliver attractive printed collateral pieces and/or advertising promotions. However, the economy has changed the landscape. Today, there are higher expectations and a confusing array of media choices for marketers and their customers. One trend is clear. The momentum has dramatically shifted from budgets allocated All Media Spend to general advertising to budgets that are allocated to direct marketing. According to the Winterberry Group, a provider of 200 General Advertising syndicated research for the direct marketing Direct Marketing community, investment in direct marketing 180 continues to rise from 2009 in comparison to $163.9B general advertising year over year. 160 The economy’s effect on marketers has required them to be more efficient, 140 presenting wonderful opportunities for graphic communications providers who provide data-driven marketing programs. 120 $112.6B However, marketers are vastly different from traditional graphic communications 100 contacts. Winning their business requires 2004 2005 2006 2007 2008 2009 2010 2011E understanding their business objectives and personal motivations. The best opportunities 2010 DMA Statistical Fact Book; Winterberry Group Outlook 2011 come to those who can establish a consultative relationship, in which the graphic communications provider helps to develop The tips are: campaign strategies. -
Mobile Marketing Advertising Guidance (Non-Broadcast)
Mobile Marketing Advertising Guidance (non-broadcast) Mobile marketing Foreword The Committee of Advertising Practice (CAP) offers guidance on the interpretation of the UK Code of Advertising (the CAP Code) in relation to non-broadcast marketing communications. The Broadcast Committee of Advertising Practice (BCAP) offers guidance on the interpretation of the UK Code of Broadcast Advertising (the BCAP Code) in relation to broadcast marketing communications. Advertising Guidance is intended to guide advertisers, agencies and media owners how to interpret the Codes but is not a substitute for those Codes. Advertising Guidance reflects CAP’s and/or BCAP’s intended effect of the Codes but neither constitutes new rules nor binds the ASA Councils in the event of a complaint about an advertisement that follows it. For pre-publication advice on specific non-broadcast advertisements, consult the CAP Copy Advice team by telephone on 020 7492 2100, by fax on 020 7404 3404 or you can log a written enquiry via our online request form. For advice on specific radio advertisements, consult the Radio Centre, and for TV advertisements, Clearcast. For the full list of Advertising Guidance, please visit our website. Advertising Guidance: non-broadcast 2 Mobile marketing Regular CAP Help Notes offer guidance for non-broadcast marketing communications under the UK Code of Non-broadcast Advertising, Sales Promotions and Direct Marketing (the CAP Code). For advice on the rules for TV or radio commercials, contact the Clearcast www.clearcast.co.uk for TV ads or the RACC www.racc.co.uk for radio ads. These guidelines, drawn up by CAP in consultation with the PhonepayPlus (the regulator of phone-paid services in the UK) and the Mobile Marketing Association (MMA), are intended to help marketers, agencies and media interpret the rules in the UK Code of Non-broadcast Advertising, Sales Promotion and Direct Marketing (the CAP Code). -
Dr. Mark S. Rosenbaum Dean and Professor, Graham School of Management, St
Dr. Mark S. Rosenbaum Dean and Professor, Graham School of Management, St. Xavier University Fulbright Specialist (Services Marketing, Uzbekistan), Senior Fulbright Scholar (Nepal); Fulbright Scholar (Cambodia), Co-Director, Center for Services Management: Focus on #Silkroadservice Research Faculty Fellow, Center for Services Leadership, Arizona State Univesity Visiting Professor of Services Marketing, American Hotel Academy, Brasov, Romania Visiting Associate Professor of Marketing, Universidad de Externado, Bogota Colombia RESIDENCE: 2035 ALTA VISTA COURT. NAPERVILLE, IL 60563 EMAIL: [email protected] (ST. XAVIER UNIVERSITY RELATED BUSINESS) [email protected] (ALL NON-UNIVERSITY RELATED BUSINESS) PHONE: 773.298. 960 I ( OFFICE); 630.414.6989 (MOBILE) July, 2020 EDUCATION Ph.D. Arizona State University, W. P. Carey School of Business, 2003; Major Field: Marketing. Emphasis in Service Marketing M.S. San Diego State University, 1999; Major Field: Total Quality Management Thesis: A Review of Total Quality Management in Service Industries M.A. New York University, 1996; Major Field: International Business/Interdisciplinary Studies. Thesis: The Potential of Direct Marketing in Southeast Asia MBA University of Illinois at Chicago, 1991, Major Field: Marketing B.S. Indiana University, 1988, Major Field: Finance ACADEMIC EXPERIENCE 2020 - Saint Xavier University, Dean and Professor, Graham School of Management 2017 - 2019 University of South Carolina, Professor and Chair, Department of Retailing 2011- 2016 Northern Illinois University, -
Direct Marketing: Email and Mobile
18 Direct marketing: email and mobile In this chapter, you will learn: » The basics of email strategy. » How to structure and design an effective marketing email. » How to plan and execute a successful direct marketing campaign using email. » Techniques for measuring and optimising your email campaigns. » How mobile can tie into and enhance your direct marketing campaigns. Direct marketing: email and mobile › Introduction Direct marketing: email and mobile › Key terms and concepts 18.1 Introduction Business-to- consumers When businesses sell products or services to consumers. Direct marketing is all about communicating directly to customers rather than (B2C) indirectly, via ads or billboards. Direct marketing via digital generally involves email, and to some extent, mobile channels. Call to action A phrase written to motivate the reader to take action such assign (CTA) up for our newsletter or book car hire today. At its core, email marketing is a tool for customer relationship management (CRM). Used effectively, this extension of permission-based marketing can deliver one of the Clickthrough The total clicks on a link divided by the number of times that link highest returns on investment (ROI) of any digital marketing activity (the principles rate was shown, expressed as a percentage. covered in this chapter can apply to any kind of permission marketing). Simply put, Customer A strategy for managing a company’s interactions with clients and email marketing is a form of direct marketing that uses electronic means to deliver relationship potential clients. It often makes use of technology to automate the commercial messages to an audience. It is one of the oldest and yet most powerful management sales, marketing, customer service and technical processes of an of all digital marketing tactics. -
Building a Modern Marketing Organization
THE CMO SOLUTION GUIDE FOR BUILDING A MODERN MARKETING ORGANIZATION PRESENTED BY IN PARTNERSHIP WITH WITH SPECIAL THANKS TO CONTRIBUTORS: PATRICK ADAMS NIKHIL BEHL KATHY BUTTON-BELL JOHN COSTELLO CMO, PayPal CMO, FICO CMO, Emerson President, Global Marketing and Innovation, Dunkin’ Brands RISHI DAVE SNEHAL DESAI EVAN GREENE ALIX HART CMO, Dun & Bradstreet Global Business Director, Dow Water & CMO, The Recording Academy VP Global Brand, Digital, and Process Solutions, Dow Chemical (The GRAMMYs) Advertising Acting CMO, Symantec PETER HORST STEVE IRELAND GRANT JOHNSON JILL KOURI CMO, The Hershey Company SVP/MD, JPMorgan Chase SVP of Enterprise Software CMO, JLL Marketing, Lexmark SUSAN LINTONSMITH RICHARD MARNELL HEIDI MELIN MARILYN MERSEREAU CMO, Quiznos SVP Marketing, CMO, Plex Systems CMO, Plantronics Viking River Cruises JEANNIEY MULLEN CHRIS PADGETT KAREN QUINTOS RAJA RAJAMANNAR VP of Marketing, NOOK by VP Digital Marketing, CMO, Dell CMO, MasterCard Barnes & Noble Nestlé USA CLIVE SIRKIN MARTY ST. GEORGE TONY WELLS CMO, Kimberly-Clark EVP, Commercial and Planning, SVP Marketing, North America, JetBlue Airways Schneider Electric The CMO Solution Guide for Building a Modern Marketing Organization 3 THE CHALLENGE THE URGENCY FOR TRANSFORMING MARKETING DEPARTMENTS HAS NEVER BEEN HIGHER. Pressure from the board to deliver business results is mounting. Technology adoption by consumers is accelerating changes in their buying behavior and dramatically increasing their desire for more personalized experiences. And channels of communications are proliferating at an increasing rate, making seamless brand communications more challenging than ever. At the same time, innovative new tools for marketing smarter and engaging customers more effectively are being delivered at a pace never before encountered by marketing professionals. -
Event Marketing: Measuring an Experience?
7th International Marketing Trends Congress – Jan 17th/19th Venice Event Marketing: Measuring an experience? Emma H Wood UK Centre for Event Management Leeds Metropolitan University Calverley St, Leeds LS1 3HE +44 113 8123963 [email protected] Guy Masterman Division of Sports Science Northumbria University Newcastle [email protected] Abstract The research presents a critical evaluation of the current methods used to measure the effectiveness of experiential marketing techniques. The paper begins by reviewing the literature relating to event and experiential marketing and related evaluation techniques. Secondary research is then used to highlight specific tools and methods currently being used in the experiential marketing industry. Interviews were conducted with providers of marketing events and show that current methods are not seen as comprehensive or reliable due to the intangibility of the event experience. Based on these findings a framework is developed to guide future research, both academic and practitioner, into measuring the effectiveness of experiential marketing events. Keywords: Experiential marketing; event marketing; evaluation; measurement 1 Event Marketing: Measuring an experience? Introduction Although there is very little existing research in the specific area of ‘event marketing’ (Gupta, 2003; Krantz, 2006; Sneath et al, 2005) work undertaken in other fields can be used to develop the unique concepts and models needed within this area. The areas of academic research within marketing which have the most affinity with event marketing are lifestyle marketing, experiential marketing, relationship marketing, public relations and marketing communications. Indeed, the development of event marketing was taken up by Schreiber and Lenson in 1994 in their practitioner focused text on lifestyle and event marketing. -
Direct Mail Through 2020 Trends and Future of Direct Mail Through 2020
ExecutiveSynopsis of TRENDS and FUTURE DIRECT MAIL through 2020 Trends and Future of Direct Mail through 2020 © 2015 PRIMIR/INTERQUEST The full report was shipped recently to your company. For your copy of “Trends and Future of Direct Mail Through 2020,” contact PRIMIR at (703) 264-7200. You may also log in to the NPES web site, go to PRIMIR Research and download a copy of the full report and other related documents. irect mail is any unsolicited advertising sent to prospective customers through the ABOUT THIS STUDY mail. It is a type of direct marketing and increasingly uses tailored offers or messages Direct mail was negatively sentD to targeted prospects. Direct mail includes promotional letters, advertising circulars, impacted by the 2009 coupon envelopes, “pre-approved” credit card applications, postcards, samples, self-mailers, recession and the slow and other printed promotional or merchandising materials. economic recovery. Key factors For the United States Postal Service (USPS), there are two main classes of direct for the decline in direct mail. First Class Mail is addressed to a specific individual and is closed to postal mail volume were reduced inspection. It includes bills, statements, invoices or credit cards, and personal or business marketing budgets and the correspondence. Standard Mail is not required to be mailed as First Class Mail or availability of less expensive periodicals and is mainly advertising mail. electronic alternatives. USPS surveys show that the volume of advertising mail received by U.S. households However, from 2010 to 2014, increases with the amount of income, the age of the head of the household, and the number direct mail volume stabilized of adults in the household. -
Introduction to Starting and Operating a Direct Marketing Business
Introduction to Starting and Operating a Direct Marketing Business Fall 2017 Syllabus Instructors Quentin Fong, (907) 486-1516, [email protected] Paula Cullenberg, (907) 274-9692, [email protected] Gabe Dunham, (907) 842-8321, [email protected] Terry Johnson, (907) 274-9695, [email protected] Chris Sannito, (907) 486-1535, [email protected] Alaska Sea Grant Marine Advisory Program University of Alaska Fairbanks https://seagrant.uaf.edu/map/index.html Meeting Times, Venue, and Office Hours Meeting Times: 5:30–8:00 pm, Oct. 23, 25, 30, Nov. 1, and 6 Meeting Venue: online via https://zoom.us/ or by call-in. Instructions will be given prior to first meeting. Office Hours: by appointment Course Description and Goals This course presents the development and management of a successful seafood direct marketing business from inception to operation. Practical application of business planning, financing, accounting, permitting, feasibility analysis, marketing, and operational aspects of quality control and processing will be introduced, using case studies and guest lecturers from the seafood industry. The course will be delivered primarily by lectures, supported by case studies to illustrate concepts presented. At the end of the course, the student will understand the appropriate decision-making tools that are needed to start and run a seafood direct marketing business. In addition to learning basic business planning skills, students will understand and apply the tools that measure management performance and the profitability of a seafood direct marketing business. At the end of the course, the participant: • Know how to write a seafood business plan for direct marketing.