Vol. 28 • No. 8 • August 2015
CASL: One Year Later
Email marketing experts reflect on the impact of Canada’s historic antispam legislation.
This ubiquitous technology continues to accelerate the speed of change in our industry.
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EDITOR Sarah O’Connor - firstname.lastname@example.org PRESIDENT Steve Lloyd - email@example.com DESIGN / PRODUCTION Jennifer O'Neill - firstname.lastname@example.org Advertising Sales Mark Henry - email@example.com CONTRIBUTING WRITERS Geoff Linton Mirza M. Baig Chris Lucas Amy Bostock Bashar Nejdawi Pascal Caillon Steve Slaunwhite Claude Galipeau Matthew Vernhout Cameron Dow Steve Falk LLOYDMEDIA INC. HEAD OFFICE / SUBSCRIPTIONS / PRODUCTION:
The Marketing Landscape since CASL: One Year Later A year has passed since Canada’s antispam legislation came into effect. Email marketing experts reflect on the impact of this historic change.
The Importance of Working with a CASL-Certified Business List Company
Markham ON L3P 1Y2 Phone: 905.201.6600 firstname.lastname@example.org www.dmn.ca
Canada Post Canadian Publications Mail Sales Product Agreement No. 40050803
Still Reeling from Mobilegeddon?
Mobile Contactless Payments Poised to Take Off
Cover Story Tech Giants Challenge Canadian Banks
Targeting & Acquisition
Fundraising supplement ❯❯22
How to Do More With Less
Fundraisers Beware Canada Post’s New Admail Rules
Going with Native Advertising
Location, Big Data & Privacy August 2015
Operations & Logistics
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Analytics: The Key to Making Sense of Mobile
Mobility’s Role in Powering Supply Chain Management & Logistics
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Engagement & Analytics
Vol. 28 | No. 8 | August 2015
Not-for-profit fundraisers are always trying to do more with less. This month we examine operational efficiencies that are easily overlooked and new rules from Canada Post that can make or break your bottom line.
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The Marketing Landscape since CASL: One Year Later
By Geoff Linton and Matthew Vernhout
he Canadian Anti-Spam Legislation (CASL) is a year old and the good news is that not much has changed for legitimate e-marketers. Email – the old, reliable “digital workhorse” – is alive and working steady. Clickstream metrics have been relatively unaffected and ❱ DMN.ca
legitimate marketers are still seeing great results from email. Meanwhile, the Canadian email landscape has been trimmed and the new regulations are generally keeping companies in line. In fact, the amount of spam is down by a third (Cloudmark, “Security Threat Report, 2015 Q1”)! Looking Back a Year A year ago there was a lot of confusion and anxiety surrounding CASL. The legislation was the focus of many corporate marketing meetings as
executives wanted to be certain of compliance. Small- and mediumsize businesses seemed the most unprepared as many of them were receiving conflicting advice. But the basic principles of CASL were (and are) straightforward: Email marketing is a permission medium. Marketers need to track their permission level in order to send email to recipients. And these recipients must be able to easily and quickly unsubscribe. Most of the initial confusion around
CASL was around permission levels. Businesses understood that once CASL came into effect, marketers sending email to Canadians needed to collect “consent” from new opt-ins and opt-in pages needed to be more explicit and couldn’t include pre-checked boxes (seems reasonable to us). Perhaps the biggest area of confusion was “implied consent.” Basically, marketers sending email to a person prior to July 1, 2014 had “implied consent” and could continue to send them email. However, they needed to have historical records August 2015
and proof that they had previously mailed this person. Unfortunately, the threat of hefty fines prompted many companies to make the hasty decision to send reconfirmation campaigns to their entire email base. In many instances, these campaigns were unnecessary and only caused further confusion surrounding past subscribers who did not reconfirm their consent. More detrimental were the campaigns that forced companies into a corner with the “CASL is coming, please check the box to confirm your email subscription or we won’t be able to send you email” approach. The result in many cases was that only five to 10% of subscribers checked the box! The Facts of CASL Since July 1, 2014, it has been business as usual for most marketers. There’s a bit more vigilance surrounding list hygiene (which is a good thing). The enforcement team from the CRTC has been busy and have received over 310,000 complaints. The government has been true to their word that they are not aggressively looking to penalize legitimate marketers but rather dealing with bigger violators. While marketers were afraid of CASL’s fines, the CRTC has only issued a little over $1.1 million in fines for violations like sending unsolicited communications and complicated unsubscribe procedures. The Competition Bureau, while enforcing false advertising laws, also applied a CASL penalty for advertisements sent via email. It is important to note that spam typically originates from a small number of sources, most of it coming from outside Canada (53% comes from the U.S.) and that CASL has reduced spam originating from Canada by 37% (Cloudmark, “Security Threat Report, 2015 Q1”). About 16% of email is still spam (it is hard to get rid of it all), but the second trend is that there’s an overall smaller monthly volume of email, even for legitimate mailers. There are four factors why the overall volume of email has declined: 1. Smaller, cleaner lists (impact of the reconfirmation campaigns); 2. Lists are growing more slowly (due to unchecked box requirement, less co-registration); 3. More careful campaign planning (marketers have slightly fewer August 2015
campaigns); and 4. Many U.S. marketers have stopped mailing into Canada. From our perspective at Inbox Marketer, the last year has been business as usual. Our clients obtain consent and follow best practices. Canadian deliverability rates remain unchanged. As there still is spam, ISPs continue to block messages, meaning your deliverability teams still need to monitor domains. But since CASL, Canadian open rates have increased one percent incremental to over 26%. The Good, the Bad & the Ugly The Good: CASL has been good for email marketing in Canada. Sure, there was extra work, but it forced more marketers into the best practices they should have already been doing. Marketers are now more aware of all the email that their company is sending. As a result, CASL opened a dialogue between head office and their regions. All employees/groups need to be aligned and compliant (which is positive). Multi-point email portals are a better way to manage regional and local email marketing. Kim Arsenault, Director of Client Services at Inbox Marketer says, “CASL raised the bar for accountability and got the attention of the C-suite. Legitimate marketers should be happy, as there is less inbox clutter and email benchmarks are steady.” Marketers are starting to breathe and look closer at their programs as they become aware of how enforcement works. The Bad: One minor downside for marketers who are doing customer acquisition is that due to CASL’s stringent requirements surrounding third-party consent, the email list rental market has pretty much dried up. The Ugly: Spammers still exist. Unscrupulous marketers are on their guard and will probably avoid Canada for now… but they are waiting. Next Steps and the Future In conclusion, email marketers still need to be vigilant. Check your list hygiene and permission tracking to ensure you are compliant. Conduct an annual CASL audit. Looking forward, if you deploy to some implied consent recipients, you need to start getting ready for July 1, 2016. This is the next hurdle – when the first of the post-CASL implied two-year consents begin to expire. The
final hurdle will come July 1, 2017, the end of the transition period where two things will happen: one, three year implied consents for records that qualified to remain active under Section 66 will expire and two, the private right of action will become available. Individual citizens and corporations will have the right to sue companies for CASL violations. Will there be a tsunami of lawsuits? Probably not, but there will be lots of fanfare (and your legal team will want lots of preparation time). If you do your homework, keep proper records and have processes in place to prove due diligence, you should not have much to worry about. Always remember – CASL is meant as a deterrent to bad behaviour, not as a punishment for good marketers. Geoff Linton is a co-founder of Inbox Marketer Corp. and a direct marketing expert with more than 25 years of applied experience in both client and agency roles. His experience spans many industrial sectors, including financial services, telecommunications, consumer packaged goods, technology, manufacturing, and entrepreneurial businesses. Geoff has guided clients in digital messaging strategy and analytics for Inbox Marketer over the last 12 years. Previously Geoff was Associate Director for the Air Miles program where he spearheaded major launches and was actively involved in targeted marketing initiatives and customer/campaign measurement. Geoff holds both a P.Eng and MBA from Queen’s University in Canada. @Geofflinton Matthew Vernhout is the chief privacy officer
& manager, deliverability at Inbox Marketer Corp. and a Certified International Privacy Professional (Canada) with more than 14 years of experience in email marketing. Matthew ensures that Inbox Marketer’s clients are compliant with all relevant industry regulations including: CAN-SPAM, PIPEDA, and Canadian Anti-Spam Legislation (CASL). He actively shares his thoughts on industry trends via his own social marketing blog, EmailKarma. net, which was recognized in 2010 as one of Canada’s top 40 marketing blogs. Matthew is also involved as director at large of CAUCE and chair of the eec’s Advocacy Subcommittee, as well as the co-author of “A Complete Guide to e-Marketing Under Canada’s Anti-Spam Legislation.” Matthew graduated from St. Clair College in 2002 with a diploma in Computer Science and Information Programming.
Advice about Reconfirmation Campaigns First of all, doing a reengagement campaign was probably unnecessary for two reasons: (1) if you had express consent under PIPEDA, there’s no need to reconfirm and (2) if you had implied permission and proof that you were mailing before July 1st, 2014, then you were compliant (though only for three years).* As mentioned, reconfirmation campaigns typically only get 5–10% response… so it’s a risky strategy if you don’t need to do one. The strategy and message copy need to be carefully planned. The safety first approach of “let’s reengage everyone on our list” was too cautious and risky. The only subscribers that you needed confirmation for were the people you had no data on. There has been some ambiguity around the wording of these reconfirmation emails. Some companies that used an “informational” or “courteous” style of writing have continued to mail their list, under the premise that they didn’t explicitly say they would stop mailing, just that they may. If your company was one of these ambiguous reconfirmation email senders, verify everything through your legal teams before you send again. * “Act to promote the efficiency and adaptability of the Canadian economy by regulating certain activities that discourage reliance on electronic means of carrying out commercial activities, and to amend the Canadian Radio-television and Telecommunications Commission Act, the Competition Act, the Personal Information Protection and Electronic Documents Act and the Telecommunications Act (S.C. 2010, c. 23),” section 66, http://laws-lois.justice. gc.ca/eng/acts/E-1.6/page-20. html#docCont
The Importance of Working with a CASL-Certified Business List Company By Steve Slaunwhite
t’s every responsible marketers’ nightmare: You need to send an email campaign to a specific target market. So you decide to work with a business list company with a sizable database of contacts you want to reach. That company claims to stringently follow the rules of CASL. You believe them. And therefore you have them send out your emails. Later, after the emails are sent, you find out there have been several complaints of spam against you. Turns out that the business list company wasn’t as CASL-compliant as they claimed to be. Now, not only has your company taken a hit to its goodwill, you are also exposed to potentially hefty fines. Yep. That’s definitely a spinetingling scenario you want to avoid! So how do you avoid it? More on that in a moment. First, as a reminder, CASL is Canada’s new – and tough – anti-spam legislation that came into force last year. It covers any email you send that “encourages participation in commercial activity, regardless of whether there is an expectation of profit.” In other words, it covers virtually any email you send to customers and prospects, as well as other electronic messages such as texts and social media direct messages. Much is required to make emails CASL-compliant but the bare-bones basics are these: ❯❯ You must have the consent of the recipient before sending that person an email; ❯❯ You must include adequate contact information in your emails; and ❯❯ You must have an obvious, functional way for recipients to unsubscribe (for example, an unsubscribe link). There are numerous other requirements and nuances in the legislation as well, making compliance a real challenge – even for those ❱ DMN.ca
businesses who wouldn’t even think of spamming. And if email is part of your marketing mix, then you’ve probably heard rumours about the huge fines for non-compliance. Well, those rumours are true. Even individuals can face six-figure penalties. Doing Your Due Diligence So getting back to our scary story: how do you ensure your emails are CASL-compliant when working with a business list company?
additional layer of assurance that your email marketing will be in safe hands. The First and Only to be CASL Certified Recently, Annex-Newcom became the first and only business list company in the Canadian marketplace to receive AAM CASL Certification. “Because of our excellent reputation in the industry they approached us to be the first organization to be audited with regards to CASL compliancy,” says Vesna Moore, director of circulation
A reputable business list company will not only be well-versed in the CASL legislation, but will also be happy to explain all they’ve done to ensure their email lists meet the standards of the law. Obviously, you must do your due diligence. That means asking tough questions. A reputable business list company will not only be well-versed in the CASL legislation, but will also be happy to explain all they’ve done to ensure their email lists meet the standards of the law. For example, Annex-Newcom L.P., which manages a subscriber database of more than 750,000 contacts, invested heavily in legal counsel, consultants, IT and staff training to make sure the emails they send follow the new rules rigorously. But there is another step you can take to ensure you’re working with the right business list company for your email marketing initiatives: Make sure they have been certified as CASL-compliant by a respected thirdparty organization. That gives you an
for Annex-Newcom L.P. “We knew this would be of great value to our customers, so we decided to go ahead with the intensive certification process.” AAM is the Alliance for Audited Media. They are a non-profit organization that helps ad agencies, top advertisers and other media buyers to, as they put it, “transact with greater trust and confidence.” When it comes to CASL, AAM conducts a thorough audit to determine if an organization is CASL-compliant and meets other criteria for AAM CASL Certification. For Annex-Newcom, AAM performed a comprehensive review of the company’s systems and processes. They looked at how email contact information is collected, the type of consent approval received, the content
of emails sent, how unsubscribes are handled and tracked and numerous other requirements of the CASL legislation. According to AMM, “The audit verified that Annex-Newcom’s commercial email system is compliant with all legislation and that the organization employs policies and procedures to ensure continued compliance with the law including proper request documentation, completing unsubscribe requests and email list maintenance.” What does this mean to those businesses who use Annex-Newcom for their email campaigns? As Vesna Moore puts it: “I strongly believe the certification will go a long way to help our customers feel safe, secure and confident when reaching our audiences through our digital communication channels. Whether it’s through advertisements in our e-newsletters, direct email marketing campaigns, sponsored whitepapers or the delivery of custom published digital editions, the AAM CASL certification gives our clients assurances that we have taken every measure to be fully compliant with the Canadian Anti-Spam Legislation requirements.” Your Success Story So we began with a scary story. Here’s a success story: You need to send an email campaign to a specific target market. So you decide to work with a business list company with a sizable database of contacts you want to reach. That company not only stringently follows the rules of CASL, but is also certified as CASL-compliant by a respected outside organization. Your email marketing initiative is a success. And there are no CASL issues that come back to haunt you. Isn’t that the story you want for your business?
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Tech Giants Challenge Canadian Banks Contactless mobile payments threaten customer connection (for real this time) By Sarah O’Connor with Amy Bostock
ast spring, RBC’s Chief Executive Dave McKay made headlines when he predicted that his bank is on a “collision course” with Apple and Google thanks to the tech giants’ mobile payment options that threaten to come between banks and their customers. Apps like Apple Pay and Google Wallet offer users the option to pay by tapping their phone just as they would their debit or credit card. Banks face a loss of valuable customer data and a loss of direct contact at a time when the ability to mine big data in order to enhance customer experience has never been more crucial. “I think that Apple Pay is just going to create a ton of pressure on the Canadian banks… institutions that have been in the market for a long time, and in a position of strength and
control,” says Mark Smith, senior lead at Deloitte. “It’s yet to be seen how big of an impact it’s going to have, but I suspect it’s going to be significant.” An Idea Who’s Time Has Come Deloitte predicts that by the end of this year, five percent of the 600–650 million near field communication (NFC)-equipped phones around the world will be used at least once a month to make contactless payments in retail outlets. Currently the technology required to accept mobile payments through either a card or a phone is widespread, but Canadians have been slower than expected to embrace Apple Pay and its competitors. One explanation for this is that Canadian banks have historically been ahead of the curve in terms of banking features and security. Unlike customers in the U.S. who are still
accustomed to the “swipe and sign” approach to credit card purchases, on the surface Canadians have less to gain by making the switch to paying their phone rather than a card. Deloitte believes that contactless mobile payments will continue to slowly but surely gain ground in the Canadian market and around the world primarily because they offer the potential for greater security when payments are made with smartphones featuring either built-in or SIM-
based tokenization capability. The tokenization facility creates a unique code which is sent from the customer’s device to the merchant’s NFC-enabled till. Credit card information is not transferred, and the code is only good for a single transaction and not usable afterward. Security can be further enhanced when combined with biometric authentication, such as a fingerprint, which smartphones make easy. Friction is reduced by eliminating
“The banks are putting a big bet on actually understanding their customers’ behaviours and their activities and their propensities.” August 2015
Cover Story cards, pins and signatures, and the spending limit on a mobile contactless payment can be as high as the limit on the card holder’s credit or debit card limit. By comparison, contactless cards typically have a low-payment threshold (usually $50) and a limit on the number of transactions the card holder can make without further verification. “At Deloitte, we see the trend where it’s not doubled down on security, it’s quadrupled down on it,” says Mark Smith, senior lead at Deloitte. “2014, with all of the breaches, that’s not going to stop in 2015. We’re going to hear it all over the news, again and again. Bill C-51 is going to raise the attention around what big data analytics has to offer from a privacy and security standpoint. It’s creating massive challenges just from a social perspective.” It seems a perfect storm has been brewing, and the stage may finally be set for contactless payments take off in a big way in the Canadian market. Direct marketers braced for the impact of near field communication (NFC) when it was heralded as a game changer five years ago but despite high expectations mobile payments are still very rare. On the Verge of a Banking Revolution “Certainly the tech giants have the capacity to disrupt the market, or parts of it – the payment stream for sure,” says Jenny Fagg, vice president of products and payments at CIBC. “In the 90s the telcos were going to take us over, in the early 2000s the tech giants were going to take us over. And now I
When asked why they stay with their bank, 28% say its because they have done so for many years and an additional 11% admit they just can’t be bothered to change. think what’s different is the ubiquity of the phone usage and the brand strength of some of the big players. So I think it is different this time around. I think it just means that we need to be better at our game as banks. I think we need to embrace this disruption and turn it into a better client experience.” “The broader issue is the fact that technology is evolving very quickly in this space and banking is definitely going to transform in years to come,” says Andrew Zimakis, CMO of Tangerine Bank. “I think there’s some fundamental things around the customer experience ultimately being one of the most critical elements that will dictate customer engagement and customer loyalty in the future. We’re seeing this is a huge opportunity, whether it’s payment technologies or otherwise. We think that clients are going to be willing to share more about how they want to bank with us and I think we’re going to be able to create more mutual value than today by having access to that level of insight.” “The banks are looking at retail as a strong model for how they need to deal with their customers,” notes Smith. “And, the whole switch to digital, the omni-channel experience with the branches, next best action,
next best offer, next best activity. That’s a big focus for all of them. The banks are putting a big bet on actually understanding their customers’ behaviours and their activities and their propensities. So, anything where they can either lose the fidelity of the information that they have or increase it, is going to have an impact on those strategies.” Keeping Customers Closer Than Ever According to Aimia’s Loyalty Lens research, banks currently enjoy an exceptionally close relationship with their customers. Their customers trust them more than any other category of company and 59% say they are most comfortable with banks handling their personal data. A majority of customers (58%) say that they find the communications they receive from their bank relevant, and a whopping 70% would be ok if banks used purchase data to send offers and discounts directly through their bank card. On the flipside, apathy does appear to play a role in customers’ continued loyalty. When asked why they stay with their bank, 28% say its because they have done so for many years and an additional 11% admit they just
Mobile Banking in Canada ❯❯
31% of Canadians reported using mobile banking during the last year, up from five percent in 2010. 26% say their use of mobile banking is increasing, particularly amoung younger Canadians, but 21% of those over 65 say it is increasing as well. 43% of Canadians expect to be conducting their banking using mobile devices in the near future. 23% don’t think they will be carrying cash in 10 years, and 54% anticipate no longer using cash. Source: Financial Post via Canadian Bankers Association
can’t be bothered to change. Only 18% report that they are members of a loyalty program through their bank, well below reporting from more competitive industries like grocery stores (where 57% of customers are members of a loyalty program). Aimia’s research indicates that with branch interactions decreasing while expectations for customer experience and recognition are rising, banks need to do more to stay connected to their customers. A hint? In all other industries (airline, grocery, hotels, credit cards and petrol/gas), the number one reason that customers cited for being loyal was: “they reward me.” “Certainly when I first [moved to Canada from New Zealand in 2013] I think the Canadian banks thought their competitors were the other Canadian banks,” says Fagg. “One thing I’ve tried very hard to do with my team, which I think they do do, is really try and benchmark ourselves against whoever is world class at ‘this.’ So whatever ‘this’ part of the banking and payments experience is, we benchmark ourselves against the world’s best practice. If you think of it that way it’s a fabulous opportunity.” “Not just banks but any brand needs to have really good customer insight data and a full view of the customer in order to then understand them better and in order to personalize and that’s obviously something that we’re really focused on,” says Zimakis. “The notion of digital remaining king obviously is very much aligned to our DNA and we really do think of things in not only a digital-first manner but, especially within the last few years, a mobile-first way. Our brand is rooted in empowerment and the fact that this doesn’t have to be overly complicated, not with the right tools. And with a really simple effective customer experience, consumers can take control of their financial well-being. So that’s been part of what we’ve done from the outset but I think it’s going to be an even more important part of what we do tomorrow.” DMN.ca ❰
New ENVISION5 Platform Integrates GIS, Data Analysis Software Edited By Sarah O’Connor
or almost two years, a halfdozen software developers at Environics Analytics (EA) dedicated themselves to creating ENVISION5, the new platform that provides business intelligence on customers and markets anywhere in Canada. They developed innovative approaches, created new interactive features and spent countless hours poring over complex computer code. Finally, last June their hard work paid off when EA formally released ENVISION5. Customers immediately responded with enthusiasm. “It looks like a really powerful tool – a HUGE enhancement over the previous version – which was a really strong and useful tool,” says Russ Fenske, director of analytics at Go Auto. “I was blown away by some of the geography stuff. The maps in the new tool are far more dynamic and relevant. It also looks like the addition of the slicer type functionality will make the reporting a lot more interactive. These are major ‘WOW’ enhancements.” Increased Functionality, Interactivity & Usability ENVISION5 is a new generation of the platform that provides business intelligence on customers and markets anywhere in Canada. With access to EA’s extensive databases, ENVISION5 features a web-services architecture, redesigned user interface, interactive dashboards and enhanced mapping. Designed to use customer, loyalty and transaction data, as well as a variety of marketing databases, ENVISION5 features new workflows
and tools that enable users to classify their best customers, find the most promising prospects and develop marketing campaigns at the national, regional and local level. “ENVISION5 has been designed to analyze customers and markets the way our experts do,” says Jan Kestle, EA’s president and founder. “Built on decades of experience and lots of input from users in a variety of sectors, the newest edition provides increased functionality, interactivity and usability. And with the new ENVISION5, users will be able to complete their analysis faster than ever before with preselected workflows for importing data, selecting the right analytical tool and presenting the results.” Drawing on Canada’s most comprehensive set of demographic, marketing and media databases, ENVISION5 delivers EA’s popular segmentation system, PRIZM5, its latest DemoStats database and links to SocialValues and other important media and marketing research. Its responsive design makes ENVISION5 tablet and mobile compatible. “With only a few clicks, marketers and analysts can create customer segments, design an optimal media mix, evaluate sites and personalize messaging,” says Kestle. “But ease of use should not be confused with simplicity. The models and the math behind the system are rigorous and sophisticated.” Integrating Myriad Data for Quality Insights “I’m extremely happy with the results,” says team leader and Senior Developer
Andrew Schuster. “I think ENVISION5 will become the gold standard of marketing software, bringing users an enhanced level of functionality, realtime analysis and, most importantly, quality insights into their business challenges.” For Schuster, developing ENVISION5 represents the pinnacle of his career, but achieving that goal wasn’t always smooth. Though wellversed in almost a dozen programming languages – including VB, PHP, C and Python, to name a few – Schuster was confronted with myriad challenges in rewriting ENVISION’s software. “From one minute to the next, things changed,” says Schuster. “First, everything worked and we’d think it was going great. And then we’d update code or push code to a new server and all of a sudden there would be IT issues we’d have to deal with. It was just constantly up and down.” And yet, Schuster says that, were it not for the challenges, creating ENVISION5 wouldn’t have been as much fun. “If you’re not coming across any problems, you’re probably not innovating enough,” he observes. “You’re just doing what’s been done before. So why even rewrite the software?” Programming may not be everybody’s idea of fun – even Schuster admits it can be a rigid and technical discipline – but he enjoyed a measure of creativity in “playing around” with the coding and features. And thanks to his inventiveness and team collaboration, the static reports and maps that had been part of the platform’s early version became history, replaced by a wave of
interactivity. With ENVISION5, the ability to analyze data, build reports, produce varied maps and understand customers has never been easier. “By integrating best-of-breed GIS and data analysis software within the ENVISION platform we have been able to dramatically increase functionality and improve upon the user’s experience,” Schuster says. “More than ever before, our clients will be able to quickly and easily answer missioncritical questions to help drive their success. We’ve embedded our industry’s best practices and packaged them together in a way that will simplify their day-to-day workflows, while at the same time providing them with rich insights.” Jan Kestle, EA’s founder and president, is particularly pleased with the results. “It enables us to make available to a large number of users not only the data, but our approach to doing many kinds of consumer analytics,” she explains. “It makes it easy for customers to use big data, best practices and good methodology – and get good answers. And I’m very proud of the fact that the team was able to incorporate all of that into a solution that represents good statistical processes and data.” With ENVISION5 already in use, Schuster notes that EA can easily add to its capabilities. Because of the way the software was developed, EA can add functionality without requiring an extensive rewrite. Although this constant enhancing means that Schuster and his team’s job is never done, they may be able to enjoy a fullnight’s sleep for at least a little while.
Is Your Contact Center Mature Enough for Today’s Customer? During this interactive working session, together we will look at understanding your contact centre’s current state and begin to chart your path to the desired future state, strategic value and unique dynamics of your contact centre that match the customers’ expectation.
Direct Marketing invites you to a Free Breakfast Briefing Oct 15, 2015 • 7:30-10am
Twenty Toronto Street Conference Centre, 20 Toronto Street, Toronto ❱ DMN.ca
You must be registered in advance to attend. Free to register www.dmn.ca August 2015
// 11 TELUS Chooses Aimia
to Power Loyalty Program
EA President Kestle Named Entrepreneur Of The Year Finalist EY, a global leader in assurance, tax, transaction and advisory services, has named Environics Analytics (EA) President and Founder Jan Kestle a finalist in its EY Entrepreneur Of The Year awards program. Selected by an independent panel of judges, she is one of 40 Ontario area entrepreneurs who were named finalists by the prestigious program. The awards program recognizes entrepreneurs who have demonstrated excellence and extraordinary success in such areas as innovation, financial performance and personal commitment to their businesses and communities. Kestle is one of the finalists honoured in the category of Media and Entertainment. The Ontario winners will be announced at a special gala event on October 29, and go on to compete with winners from other regions. “Canadian entrepreneurs succeed because they’re always searching for better,” says Colleen McMorrow, EY’s national Entrepreneur Of The Year program director. “This year’s Ontario finalists are some of the best and brightest stars we’ve seen – and they’re building their legacies by asking better questions to gain better answers; pushing boundaries to grow our economy; and helping build a better working world.” “We built Environics Analytics to help businesses better serve their customers – going from analytics to insight and engagement,” says Kestle. “I appreciate this recognition and attribute our success to great customers, partners and team members. The EY program connected me with many amazing entrepreneurs and I am happy to be a part of it.” The Canadian Entrepreneur Of The Year program is in its 22nd year celebrating entrepreneurs from all areas of business and at different stages of their entrepreneurial journey. Award finalists are chosen based on their vision, leadership, innovation, financial success, personal integrity and work in giving back to their communities.
TELUS, Canada’s fastest-growing national telecommunications company, has selected Aimia as its loyalty partner to power and support its TELUS Rewards Program. The Aimia Smart Button loyalty platform will provide the TELUS Rewards program with a robust customer centric platform that is feature rich and easily integrates into the company’s own operating systems. The user-friendly interface means the loyalty program can be managed by the company’s own internal marketing team. Through built-in data exports, the platform will allow for real-time customer-level analysis, offering meaningful consumer data insights and allowing TELUS to effectively segment and engage with its customers with increased relevancy. TELUS customers participating in the program can now earn and redeem TELUS Rewards points to save money on new smartphones, tablets, roaming travel passes, prepaid cards, accessories and more. “Aimia’s passion is helping our clients create deep and lasting relationships with their customers,” said Kevin O’Brien, chief business development officer at Aimia in Canada. “We are proud to welcome TELUS onboard as the first telecommunications leader to join the list of international clients using Aimia Smart Button to power their customer focused loyalty initiatives.” “As part of our commitment to put customers first in everything we do, we wanted to offer a loyalty program that provided added value to our customers,’” said Simone Lumsden, vice president customer relationship marketing and engagement, TELUS. “Aimia provided us with the expertise and marketing technology to fulfill this commitment.” The Aimia Smart Button Loyalty Platform is a web-based loyalty technology platform that provides a turnkey solution for implementing and managing a successful loyalty and rewards program. The Aimia Smart Button loyalty platform has a proven global track record and strong portfolio of established clients who run successful loyalty programs on the platform.
Targeting & Acquisition
Travel Alberta shared content from their Travel Planner, Campground Guide, Accommodation Guide, and Parks Guide, on Tumblr.
Going with Native Advertising Three best practices for effective campaigns By Claude Galipeau
ative advertising is creating new ways for brands to share content and engage consumers more effectively. Because native ads (sponsored content on social networks, apps and websites that is integrated into the design of the domain) align with the format of the surrounding content, these ads create seamless and enjoyable experiences for readers. Native ads are especially effective for cross-platform campaigns, from PC to mobile. While native advertising takes on many shapes and forms, there are some best practices for brands to keep in mind as they work to reach the right audiences and drive ROI.
Be Targeted: Native ads fit in with the content environment. However, targeting remains important. Whether it’s demographic, geographic, interest-based or
behavioural, brands should take advantage of data-driven targeting to make their ads work harder. Brands also need to organize their workflow to quickly adjust their targeting during a campaign as needed to ensure the right goals are met.
Think Cross-Platform and Cross-Device: We know that consumers transition between devices during the day. While a device they’re using may be different, they expect the content to be consistent whether on desktop or mobile – and that goes for the advertising too. Recently Autotrader.ca successfully used native ads across desktop and mobile devices to promote their brand and attract users to read and share content from the News & Features section on their website. Native advertising is especially effective as a mobile marketing tool because it reaches users where they are – namely social media sites and apps – and
provides a better user experience than banner ads which clutter up the screen and interrupt the consumer’s activity. To execute an effective marketing campaign, no matter what screen consumers are viewing content on, brands need to make sure ads can adapt, from text to images, so that they run seamlessly across devices and platforms.
Bring It All Together: While native ads can be a powerful tool for brands as a standalone tactic, we’ve seen that they can be even more effective when combined with other digital advertising channels. Native ads can work together with existing formats such as display, search or video. Travel Alberta recently combined a native and content marketing initiative with display advertising targeted to travel intenders and in-stream native ads amplifying the content from their Tumblr page. They shared content from their
Travel Planner, Campground Guide, Accommodation Guide, and Parks Guide, on Tumblr and through these advertising efforts – ultimately driving engagement with their content and Tumblr page. The key is set up your targeting and distribution tactics from the start of a campaign and manage it with easy-to-measure metrics, from reblogs to followers, to conversions on a site. The popularity of native ads is growing. This is because brands can use native ads to build relationships with their consumers without disrupting them, and reach their intended customers with data-driven ads. Marketers need to be relevant when it comes to their content, target cross-platform and be willing to adjust in real time for increased campaign ROI. Claude Galipeau is the country manager for
Yahoo! Canada. August 2015
Targeting & Acquisition
Location, Big Data & Privacy Welcome to the new world of the hyper-mobile marketer By Mirza M. Baig
irect marketers are in many ways like investigative journalists, always focusing on the five Ws – the why, who, what, when (with the order depending on the product or solution) and, now with greater accuracy, the where to create a hyper-targeted mobile customer experience that goes beyond just people and media. Smartphones, with all their proximity and magnetic sensors, cameras and apps, power a new mobile narrative for brands such as Wal-Mart, Nivea and Coca-Cola with a shift toward focusing on location-aware relevant experiences and engagement. Remember the adage “share of conversation equals share of wallet”? Well the same can be said for share of relevance. The more you stay relevant to a consumer, the more utility the consumer has for your brand, thus greater adoption and ubiquity. Think mobile-data driven buyer segments sharpened by data inputs such as magnetic field concentration levels (from your mobile phone) to quantify footfall traffic (versus the standard in-mall visual traffic survey) to using location beacons to provide real value for your customer in the way of their lifestyle (see the Nivea and Coca-Cola examples to come). The caveat in all of this big-datadriven location-aware marketing will be how the epicentre of trust and data privacy are valued and employed throughout the user experience from an app, platform or mobile phone experience versus the flipside scenario where non-compliance to data privacy is rammed down the consumers’ throat creating a sense of self-resignation as the accepted new normal in a hypermobile world at large. Let’s start with a look at how WalMart uses a blend of mobile-data and geo-behavioural data to increase store footfall traffic. Wal-Mart Uses Mobile Data to Identify & Court Dynamic Audience Segments A greater number of marketers are using real-time mobile data to geofence a mobile campaign, giving their August 2015
campaigns a map-based boundary for activation. Drive by the Starbucks and yes, the app does remind you to add money onto your card or promotes the special drink of the day a la pumpkin spice or peppermint mocha, of course. As marketers, let’s think inside the box for a minute though – not outside it – and see where this goes, shall we? Why not use the parameter of any user who has visited your store over the past year, coupled with mobile location data on where customers have been in terms of restaurants, clothing stores or brand retail outlets to instantly provide marketers with a richer, more dynamic set of customer profile data to help them go beyond the who, what and why by adding where and when into the mix to create more meaningful mobile-data-enriched buyer context that, quite frankly, online and household data simply lack. Wal-Mart in the U.S. hired a firm to help track users who had been to a store through proximity and location data from its Savings Catcher mobile app. The mobile ad campaign targeted users as they were consuming mobile content thereby offering a closed-loop feedback cycle from watching the mobile Wal-Mart ad to direct footfall store visitation traffic. By using the who along with the where Wal-Mart was able to provide greater context around mobile engagement and provide better campaign ROI by focusing on store visitation rather than just views, clicks or time spent on an mobile ad. Nivea’s Lifestyle Utility – A Skin Care Company that Cares About Kids Nivea, a company well known for skin creams, had a unique approach to location-aware data combined with a sense of user utility that made the Nivea customer more loyal to its products than ever. This was achieved by providing a Bluetooth sensor paired with a mobile app to make sure your time on the beach is made for enjoying the sun and not worrying about your kids becoming lost. A brilliant idea that melds the mobile experience with a Bluetooth beacon to make sure you
Provide a smarter contextual mobile experience paired with an everyday utility and you’ve got a winning combination. there is always that give and take in the digital world of granting permissions to apps, watching ads or video, being retargeted and the ever-present cookie of user history for the data-crunching being used by the programmatic algorithms. I wonder though, will brands take the matter of data collection and privacy too far before consumers either resign themselves to the practice or such an experience causes backlash of app abandonment altogether? Let me put this in marketing ROI terms or, even broader, in the context of brand ROI – lose the trust of your customer and they may never use your app or engage with you as a company ever again. Provide a smarter contextual mobile experience paired with an everyday utility and you’ve got a winning combination that any smartphone user would understand. Just as the smartphone is now ubiquitous to consumers’ day-to-day – if you provide me a way to connect and act through my phone you’ve got my share of wallet too. Mirza M. Baig is the digital marketing manager for GMC Software Technology. DMN.ca ❰
Engagement & Analytics
Analytics: The Key to Making Sense of Mobile Unlocking the potential of mobile marketing By Cameron Dow
ver forget your phone at home and felt lost all day without it? Smartphones are arguably our most personal devices. No other device is with us more. Your phone is with you virtually every second of every day. And that is a dream come true for marketers on a quest to connect with their customers â?ą DMN.ca
at the right time, in the right place, with the right offer. Mobile devices have a huge potential to help marketers understand and leverage a consumerâ€™s path to purchase. But there is a science to realizing this potential, and the key to making sense of mobile is analytics. Smartphones are our mobile device du jour, but the Internet of Things is taking mobility to new heights. Think wearables like the Fitbit and automated devices like the
Nest thermostat; with new mobile technologies coming to market at a breakneck pace, mobile will mean much more than just smartphones for marketers. Regardless of the device, the key for marketers (aside from keeping up) is how to develop better relationships with customers already barraged by consumer marketing from multiple channels. According to research by Leger, commissioned by SAS Canada,
Canadians are looking to their smartphones to deliver better in-store shopping experiences. Consumers said they would buy more if presented with promotional offers on their phone while shopping. Asked what they would do if they received a promotion on their phone that applied to either the item they were buying or a complimentary product, 38% said they would buy both items, showing the power of mobile in product August 2015
Engagement & Analytics
How do marketers remain personalized and relevant without coming across as creepy or jeopardizing customer loyalty? cross-sell. In addition, 58% said they’d be interested in receiving personalized promotions from nearby stores while shopping, adding credence to locationbased marketing offers. In order to personalize promotions and feed growing consumer expectations for relevant marketing, organizations must analyze large amounts of customer data: pointof-sale transaction data, online clickstream data, social media sentiment, unstructured data from call centre logs and email threads, emerging mobile-based location data and more. All this data can overwhelm companies already managing thousands of campaigns per year, and retailers dealing with hundreds of thousands of product SKUs. Then there’s the growth of emerging marketing channels like mobile and social, adding increasing layers of complexity for marketers setting out to monetize their customer information and transform data into a competitive advantage. It’s a challenge. But the findings paint a positive picture for mobile marketing. It suggests that consumers are open to getting the right offer, at the right time, through their mobile devices. The question is: How do marketers remain personalized and relevant without coming across as creepy or jeopardizing customer loyalty? Greater Customer Loyalty Done right, personalized promotions can improve customer loyalty. The Leger survey found that 47% of smartphone owners said they would be more likely to return to a store that sent personalized promotions to their devices while they shopped. Canadians want more from their shopping experiences, and mobile is ripe to deliver – 82% of respondents said that it would be helpful to access detailed product or service information on their phones while browsing in the store. Mobile apps will be also prove to be fruitful for marketers trying to deliver this personalized experience. Online consumers are increasingly unwilling to register for most websites, limiting August 2015
marketers’ ability to gain customer insight and deliver promotions through those channels. Popular, value-add mobile apps make registration a requirement to securing the service, making it easier for marketers to learn about the customers. Moreover, apps give marketers an additional source of information to learn about customer behaviour. In an age where information is the key to relevant marketing, organizations assembling the richest data sources, superior customer analytics and the ability to act in real-time will have a sustainable competitive edge. Today’s consumer is inundated with options, and powered by smartphones. They can instantly cross-shop, compare features and purchase everything from purses to cars, and navigate from bricks to clicks faster, in many cases, than the companies they do business with. The future of customer loyalty will rest on the marketer who cuts through the clutter and strategically harnesses the power of customer information and analytics to deliver what customers have told us they want: personalized interactions. Location-Based: Hyper-Personal Marketing The most revolutionary aspect of mobile technology for marketers is that it makes location-based marketing possible. This is the holy grail of hyper-personal marketing: The opportunity to connect the right message at the right place at the right time to drive a customer conversion – send them a coupon offer right before they go into the store, or even provide the latest product and service information while they are looking at that same product or service. For example, a national restaurant chain wants its marketing to not only target a certain demographic at a certain time on a specific day, but it only wants to target a specific geographic location. With locationbased marketing, the company can pick a location on a map and draw a circle around it. If the user fits all the other criteria and walks into that circle, he or she will get an offer from
the restaurant chain. Customer analytics combined with mobile technology can do more than just help a company target customers based on geography. For example, layer walk-time constraints into a campaign to ensure only people who can actually use the offer receive it. Say a customer receives an offer from a restaurant chain, but can’t get there because there is a highway or river in the way. That could sour the relationship with that customer in the future. A built-in a filter that recognizes these constraints – and doesn’t send the customer the offer – doesn’t damage the customer relationship. Location-based advertising has great potential, but many advertisers aren’t quite ready to explore the full potential today. Analytics have long been used for precise targeting, but for mobile technologies, there’s definitely a maturity curve. However, a marketer might have already generated a list of offers an individual is eligible for doing marketing optimization, and is just waiting for some signal that says it’s ready to be served – and a customer on the list popping into the location where the offer is available may be that signal. Under this model, the marketer would run batch analysis to figure out the optimal offers and then wait for a signal to deliver them. Over time, as marketers become more accustomed to mobile marketing, this will evolve into more of a real-time, adaptive learning model where location and content are constantly being re-evaluated to determine what the next best offer should be. I’ll leave you with these four essential ingredients to unlock the power of mobile marketing: 1. Assemble rich customer information from multiple sources to create a clear view of the customer. Most often that involves things like: the customer’s transaction history (both on and offline), SKU-level basket information, returns, any stated client preferences or online click stream data (to infer preferences and understand things like abandoned carts and impending
needs) and mobile app usage, to name a few. 2. Find customer opportunity in data through predictive analytics, employing predictive analytics throughout the marketing process to not only segment customers and build propensity models, but to recalibrate models and adjust them as new information becomes available, using self-learning models to capitalize on emerging consumer trends and needs. 3. Implement real-time marketing decision engines to execute at the speed of marketing today and take advantage of real-time client insight. Marketers need real-time capability. This is fundamental in the digital age to convert insight into opportunity and deliver realtime offers down to the device. Incorporate smart decision engines into the marketing infrastructure which are flexible and adaptable and can consume the full range of analytical inputs from models, business rules and triggers. Lastly, ensure the solution can also receive real-time information based on important new insight from customers, such as proximity to retail store locations, which may be a trigger for offer execution. 4. Create a seamless experience. The fewer steps a customer has to take, the easier and more compelling it is to engage, the less distraction there is from customer intent in the process, the better and more sustained the relationship will be. For example, Amazon.com is known for its ability to deliver a personalized shopping experience with a one-click purchase process, which has resulted in customers trusting the site and being more likely to store their credit card information with the company. Cameron Dow is the vice president of marketing for SAS’ operations in Canada and Latin America. As head of marketing, Mr. Dow is responsible for growing SAS’ market share in targeted industries through the development and execution of the go-to-market strategy. Mr. Dow is also a key contributor to SAS’ overall global digital marketing strategy. DMN.ca ❰
Operations & Logistics
Still Reeling from Mobilegeddon? Five quick and dirty tips to save your ranking By Chris Lucas
ost of us understand that no matter what industry we serve, it’s important to be mobile friendly. After all, consumers spend nearly 60% of their time on the internet on mobile devices. But last spring’s new Google algorithm update – designed to provide a better search experience for mobile users – moved mobile optimization from nicety to necessity. In short, if your website isn’t mobilefriendly, you might be wondering why your search engine rankings and web traffic took such a hit. If Mobilegeddon took you by surprise, don’t panic. Here are five quick and dirty tips to help you fix your most egregious mobile mistakes and embrace the switch. Tip #1: Create a Specific & Well-Placed CTA Button Mobile users who find your business online have a conversion percentage nearly three times higher than the same search done on a desktop or laptop. In fact, 70% of mobile searches lead to online action within an hour. But to make this magic happen, users need a clear, easy-to-find and easy-touse call to action (CTA). With that in mind, pay a little extra attention to this element. Change the colour to an attention-grabbing hue or add some subtle animation. Also, tweak your button copy to better communicate your value proposition. Create motivating text that drives people to take action – and be specific. Adding just one word after the word “submit” can boost conversion rates by as much as 320%. Put some thought into placement. Position your signup form at the top of your landing page, alongside engaging content. This strategy will deliver maximum views to your form without requiring page visitors to scroll all the way down to the bottom. And last but not least, make sure your CTA and all other buttons are large enough to be easily tapped from a mobile device. ❱ DMN.ca
Tip #2: Embrace Social Login Many of us struggle to remember the slew of logins and passwords required to function in 2015. Social login tools such as Social Autofill can have a huge positive impact on the consumer experience. Not only does it reduce your customers’ time on site, it’s a sanity saver, too: 64% of users who frequently leave sites due to forgotten login information say social login is an option companies should offer. Our data shows conversion rates can increase up to 189% when form users take advantage of Social Autofill features. Tip #3: Less Content is More on Your Mobile Site According to one study, 57% of customers said they would not recommend a business with a poorly designed mobile site. Unfortunately, the temptation to include too much content on a mobile site can result in a clunky design that is difficult to navigate and frustrating to use. The amount of space available for content on a mobile device is often significantly smaller than the space available on a desktop browser. The screens are smaller, it’s harder to scroll and it’s impossible on many devices to scroll horizontally. With this in mind, make sure your most important content displays in the top few pixels of the page and reduce your viewers’ need to scroll whenever possible.
57% of customers said they would not recommend a business with a poorly designed mobile site
70% of mobile searches lead to online action within an hour
Tip #4: Make Sure Your Forms are Mobile Friendly When you’re refining your website post-Mobilegeddon, don’t forget about on-site resources like forms. These conversion-capture assets are a critical part of your online real estate, so make sure they are as mobile friendly as the rest of your site. Form length is especially critical when optimizing for mobile. The 2015 Form Conversion Report found that the average survey now contains 22 fields and, unfortunately, 22 fields might feel daunting to a consumer completing your form on a mobile device. If your site contains a field-heavy form that just can’t be shortened, try building a smart form that automatically shows or hides questions based on how users respond. Or consider using a horizontal layout for checkboxes and buttons to create the illusion that the form is shorter. Tip #5: Be Ready for All Mobile Devices Don’t forget – there’s more than one kind of mobile device out there. In fact, Gartner projects ultramobiles, which include tablets, hybrids, and clamshells, will take over as the main driver of growth in the devices market beyond 2014, with a growth rate of 54%. Make sure your mobile site looks as good on tablets of all sizes as it does on the traditional smartphone screen. If you take the time to implement one or more of these quick and dirty tips, your website will be more useful to customers. Your efforts will pay off, too: mobile-optimized redesign results in a nearly 15% increase in unique clicks. Chris Lucas is the vice president of marketing for Formstack. He is passionate about setting the vision for Formstack’s marketing and sales departments, as well as discovering new ways to drive web traffic and leads. Follow Chris on Twitter at @chris_c_lucas.
Do you make decisions about your marketing operations? Are you responsible for customer acquisition, retention or loyalty? Is your department in charge of fulfilling orders or customer service?
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Operations & Logistics
Mobility’s Role in Powering Supply Chain Management & Logistics By Bashar Nejdawi
he Internet of Things is escalating at a furious pace and soon there will be more than 26 billion devices of all shapes and sizes connected to the Internet. This also means companies face more complexities than ever before. From textile looms to shipping pallets, store shelves and more, everything in the supply chain will eventually sync automatically to optimize operations. As the Internet of Things (IoT) continues to evolve, the role of mobility and how the supply chain is impacted by IoT changes. From our perspective at the centre of the mobile ecosystem, we are able to provide adaptable best practices that can be customized to meet unique business requirements. In doing so, we can ensure that businesses are embracing the IoT and mobility is playing a role in supply chain management and logistics. Embrace the IoT Today’s companies are faced with many priorities. They need to get their products to market fast, maintain accurate inventory levels throughout the supply chain and keep costs low, among other things. Therefore, it’s important that the global supply chain is optimized to achieve these goals, but the increasing complexity makes achieving optimization a moving target. With today’s technologies and the growth in IoT, setting up the infrastructure and establishing mobility in the warehouse is far simpler as almost any device can be connected to the internet. That means it’s much more practical for organizations to set up and take advantage of IoT devices, especially for those with several smaller warehouses. In addition, supply chain tasks such as planning, procurement, supplier ❱ DMN.ca
management and logistics are better addressed by data-driven intelligent systems. With these advances, it’s also expected that the deployment of IoT technologies will help improve customer service, revenue growth, profitability, sustainability, security and risk mitigation. Allow for Visibility The recent growth in mobile technology has driven the ability to track products in real-time at every point in the supply chain. This allows for fast activation when a product is ready for the end-user, but in order to do so, supply chains need to leverage reports and data feeds for viewing products at every stage and use those cumulatively to maximize efficiencies in the supply chain. But as supply chains become more and more sophisticated and vital to companies, their interlinked global nature makes them more vulnerable to risk. Supply chain management will continue to become more important to companies’ success, but supply chain risk events will have an even more profound effect on companies and can be more costly. Therefore it’s important to utilize mobility in the supply chain to deal with issues and maintain a visible supply chain. Companies that can’t manage a visible and accountable supply chain put their overall success at risk. Incidents such as the recent recalls with Japanese auto supplier Takata demonstrate the importance of tracking all parts and components, along with the consequences that can occur when a visible supply chain management platform doesn’t exist. Make Way for the Warehouse of the Future Consumers are seeking customization
in products and services and they want products that are tailored to their individual lifestyles and preferences now more than ever. But the shift in mindset and advancements in mobile technologies require organizations to adapt their supply chain processes to handle the fast-paced, ever-changing needs of consumers. From a supply chain perspective this is challenging, but companies who fail to meet consumers’ expectations are at risk of losing loyal customers. Fortunately, the warehouse of the future has the flexibility to shift with changing conditions. But, forecasting for new technologies and the rapidly expanding Internet of Things category can be difficult. For instance, increased sales can be a good problem to have, but not all third-party logistics providers are structured to accommodate increases in demand. When faced with this situation, companies should take advantage of mobile technology that allows for realtime visibility, and ensure their supply chains are linked geographically to allow for significant improvements in speed to market. Companies also should develop custom engineering for packaging and modify the shipping process to decrease costs, and also use automated solutions to improve quality and reduce cost. Be Flexible & Agile Consumers also are shopping online more than ever, and they expect competitive pricing, in-stock merchandise and fast delivery – all at the same time. Furthermore, since big retailers must manage hundreds of thousands of locations, and carry thousands of items at each location, conditions like out-of-stock, outdated product and inventory shrinkage are common. As a result, it’s becoming
more common for retailers to rely on supply chain partners to become the system of record for inventory. For instance, companies can send their data to a third-party logistics provider or link their point-of-sale (POS) system with a provider to offer an up-to-date, holistic view of what’s immediately available on store shelves. This helps to satisfy consumers’ desire for immediate access to information, but it also requires retailers to be able to deliver an intuitive experience in stores and online. Some verticals are already successfully building a new retail model using a flexible supply chain to address this new consumer demand. However, there is potential for consumer electronics retailers and other verticals to address these challenges. For instance, today’s consumers have an expectation that they will have immediate access to the product, and it will be available for next-day shipping. In order to meet that demand, the supply chain has to be flexible and agile – a distinct feature of supply chains utilizing mobility. Technological innovations and a hyper connected world have made a significant influence on supply chain management and logistics and, as a result, businesses must embrace the IoT and mobility given its impact on the overall supply chain process. Bashar Nejdawi is a 31-year veteran of the
telecommunication and mobility industry, He is executive vice president of Ingram Micro and president of Ingram Micro Mobility North America, which handles one in three mobile devices in the U.S. He is one of the foremost leaders on the subjects of mobile industry innovation and growth, enterprise mobility and the connected world.
Operations & Logistics
Mobile Contactless Payments Poised to Take Off Mobile proximity technology will play a large role in educating the consumer and enforcing habits By Pascal Caillon
ast year was a big year for mobile payments, including Google announcing the inclusion of Host Card Emulation (HCE) in the Android KitKat OS. Probably the biggest development, following much speculation and a long wait, was that Apple included Near Field Communication (NFC) in the iPhone 6. Finally a payments revolution? Not quite, but 2015 is certainly looking like it will be the year that mobile contactless payments evolve to be part of consumers’ everyday lives. Never the less, it will start small, with high levels of transactions taking place on low-value everyday items. McDonald’s attributes Apple Pay with half of its tap-to-pay transactions, while Starbucks has already set the precedent with nearly five million mobile payments per week. Although the sharp increase in mobile payments experienced by Starbucks and Dunkin’ Donuts has not been instantaneous – it has been an evolution from closed prepaid cards to mobile app and payments, using barcodes on smartphone screens to process transactions. In 2015, we will see more and more consumers tapping their phones at Point of Sale (PoS). With consumer and merchant staff education being key, the launch of Apply Pay is already playing a pivotal role in this. It has
already generated a lot of conversation (294 million hits when you Google ‘Apple Pay’) and Apple reported more than one million downloads of its new digital wallet in just three days. Apple is also working with merchants to educate staff on how to accept NFC payments and explain it to consumers. Mobile device security has already been stepped up a gear with the introduction of Apple’s fingerprint Touch ID, making it difficult for a thief to access an iPhone 6 or 6 Plus to purchase goods. In order for mobile payments to become a ubiquitous fact of life, consumers will need to see this same level of trustworthiness and control from other players in the mobile payments ecosystem, which I believe will certainly be seen in 2015. For large-scale adoption to happen, consumers need reassurance that their data and, most importantly, their money are safe. There is the general perception that mobile payments are not as safe as using a payment card. Consumers will gradually understand that if they lose their phone, a thief would still have a great deal of trouble using it or accessing information inside without the owner’s fingerprint or PIN. Also, in the case of Apple Pay, only proxy card data is used (not the physical card data) which is completely useless outside of the phone. The ability to cancel all cards with one web access to Apple Pay or phone call will also be appreciated. Overall, consumers will come to the realization
Apple reported more than one million downloads of its new digital wallet in just three days. August 2015
that their mobile wallet (especially Apple Pay) is more secure than their leather one. Mobile technology is already a ubiquitous part of life – whether we are texting, keeping up to date with the latest news or organizing our
a smart phone on an NFC-enabled shop window display, the consumer can now download exclusive content about the fashion range on display and, if the store is closed, provide the opportunity to go and shop the range online. Further, when walking past a
For large-scale adoption to happen, consumers need reassurance that their data and, most importantly, their money are safe. social life. For tap to pay to become second nature to consumers in 2015, the reliance will not fall on mobile contactless payment alone. Mobile proximity technology will play a large role in educating the consumer and enforcing habits in order for mobile payments become the go-to method of payment. NFC is already widely adopted on transport systems, including all buses run by Transport for London (TfL), which have stopped accepting cash, leaving Oyster cards and contactless payment cards as the only method of paying to travel. In addition, as the landscape of Out of Home (OOH) advertising changes, retailers and brands are looking for innovative, effective ways in which to engage with the consumer – and the buck stops with mobile. Increasingly, we are seeing more and more brands and retailers adopting mobile proximity initiatives and this is only set to grow in 2015. Mobile is proving successful in engagement both when stores are open and closed. By tapping
store or wandering around the aisles, Bluetooth low energy (BLE) beacon notifications are encouraging traffic into the store and enticing sales with exclusive offers. It’s difficult to know for sure just how fast mobile payment adoption will take and what other areas of our lives it will touch in 2015. But, one thing is for sure – we are on the right track. 2015 will be an exciting year for the industry and before we know it, tapping our phone to pay for goods will be just as common as pulling a credit card out of our wallet. Pascal Caillon is general manager, North America at Proxama. He is responsible for building up and managing Proxama operations for the North American region. Prior to Proxama, he accumulated experience in mobile commerce at Visa, MasterCard, SanDisk and CorFire. He was deeply involved in the Dunkin’ m-commerce app, Visa prepay co-brand programs, and mobile top-ups by Visa cards. Pascal has an MSCS from ENSEEIHT (France). DMN.ca ❰
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• How to Do More With Less • Fundraisers Beware Canada Post’s New Admail Rules • Fundraising Industry News
How to Do More With Less Nine ways to reduce campaign expenses and improve your organization’s bottom line Edited By Sarah O’Connor
he most successful nonprofit organizations are the ones that are able to adapt – to evolving constituent needs, shifting economic climates and ever-changing technologies and communications. Just as successful for-profit businesses do, they must constantly modify their tactics as needed to increase their financial stability. “I’ve noticed one difference [between for-profits and nonprofit organizations] that I believe is harming nonprofits’ ability to serve their missions most effectively,” says Mary Hunter, director of centralized processes for JDRF. “It is a difference in mindset. Many nonprofit fundraisers and leaders are not looking at their net bottom line.” Rather than focusing solely on dollars raised, nonprofits must shift their organization’s focus to the bottom line by fostering an institutional understanding of profit and loss (P&L). Although it should be obvious to consider both revenues and expenses, it is not uncommon for nonprofit leaders and fundraisers to overlook the latter in favour of the former. A significant component of improving fundraising efficiency is focusing on reducing expenses for individual fundraising campaigns: events, capital campaigns, annual campaigns or other initiatives. Start by building a clear understanding of budgets, expenses and revenues and examine how current and potential relationships can help reduce expenses. Once campaigns are set on the path to maximum efficiency, it is easier to turn the focus to overall operational efficiency. Here are nine simple steps to help ensure your next campaign delivers the maximum bang for your bucks: 1. Research Budget Data For established fundraising campaigns or events, look at budgets from previous years to gain a clear understanding of costs and revenues. Use this as a model to set and manage the event/campaign budget. ❱ DMN.ca
For first-time campaigns or events, look for resources online that share sample budgets. Check with the local community foundation or nonprofit networks and ask if they can provide a budget from a similar event or campaign. 2. Find the Dead Weight What are the areas of stagnancy? Play what-if scenarios and watch what happens to the budget: “What if we moved the venue? What if we reduced/ raised the head count?” No matter how long an event or campaign has been around, do not operate with a business-as-usual mindset. 3. Find New Revenue Streams Are there opportunities for new revenue streams or sponsorships? Are there ways to grow current sponsorships based on the growth or longevity of the event or new sponsor benefits? 4. Track Expenses Once goals for revenue and expenses are set for a specific campaign or event, religiously stick to the budget, meticulously tracking all expenses and income. 5. Evaluate Results Be sure to evaluate campaigns with a critical eye after they are complete. For a more objective review, ask a board member, office manager or nonprofit peer to help examine expenses. Take particular care to evaluate direct expenses (clear, upfront costs, such as food for an event or equipment costs) versus indirect expenses (such as rent, staff salaries or mileage accrued during event planning) and be sure to pursue ideas to reduce both types of expenses in the future. Indirect expenses are easy to overlook, but they are just as important to the health of the bottom line. 6. Maximize Relationships Fostering peak performance from within the
organization during campaigns and events requires understanding internal processes, functions and staff strengths. Take a close look at the role of each staff member and volunteer, and meet with them to understand their unique skill sets and how their skills can be best applied to a campaign. In addition, meet individually with board members to learn more about their networks and how they can help maximize fundraising efforts. Study vendors and learn what they can bring to the table to better support the organization, whether that is providing a discount for bundled services, offering free resources or staff support, or enabling the organization to use their services more effectively through training or consulting. Make sure to work closely with corporate sponsors and establish regular communications to gain a clear understanding of expectations for the partnership. Knowing their needs and how they can help support the nonprofit in a way that best suits both parties will maximize benefits to the organization and help create future opportunities for partnership beyond a single campaign or event. For each external relationship, particularly with partners/sponsors, provide a single point of contact. This helps ensure consistency and continuity in communications, builds trust, creates a better understanding of the mutual offerings and benefits, reduces confusion and creates a better overall experience. Continue to evaluate and track each relationship as it evolves, and always remember to show appreciation! For example, send a handwritten note to a staff member or volunteer for hard work, give an organizational award to a long-term corporate partner or tell a board member how much the organization appreciated a special introduction. Remember, thanks go a long way in maintaining and enhancing relationships.
7. Pursue In-Kind Donations to Reduce Campaign Expenses In evaluating direct and indirect expenses, identify what resources are available to the organization and how they could impact the bottom line. Consider how to leverage relationships, partnerships and community goodwill to barter, commingle expenses or eliminate certain expenses all together. To determine where in-kind donations will have the most benefit, work down the P&L report starting with the biggest expenses and evaluate whether those expenses could be mitigated with in-kind donations. Examples include: ❯❯ Office space: Can a corporate partner, board member or community foundation help secure free rent? ❯❯ Administrative assistance: Is there a corporate partner willing to offer help? ❯❯ Printing: Can a sponsor underwrite printing? ❯❯ Postage and mailing: Can a corporate partner run mailings through their postage meter for a lower cost? ❯❯ Board meetings: Can board members take turns hosting? ❯❯ Video and design work: Are there volunteers or agencies that could benefit from exposure to the nonprofit’s network? ❯❯ Food: Will a local caterer discount services, or could a local business provide food? Free is great, but discounted services will also significantly affect the bottom line. Remember to barter; what can the nonprofit offer in exchange that could be useful to a partner?
8. Make the Most of Relationships Assess, maximize and strengthen relationships with staff and volunteers, board members, vendors and corporate sponsors. Maintain a single point of contact for external relationships and always give credit where it is due! 9. Create Mutually Beneficial Partnerships Remember, every nonprofit has something to offer in return for financial or in-kind support, from additional brand exposure to community goodwill. In building a relationship with a sponsor or corporate partner around a campaign, recognize the value that the nonprofit can provide in the partnership – do not sell the organization short! But it is equally important to consider the sponsor or corporate partner’s specific needs, limitations and values when building out a formal sponsorship offer. Be sure to keep the following in mind: ❯❯ Listen: Have in-depth discussions with sponsors and partners to gain a clear understanding of what they want, value and expect from the relationship. In creating sponsorship packages, consider the specific, unique benefits (many at little or no cost) that could be attractive to their organization. ❯❯ Be flexible: Let sponsors support the organization in a way that best suits them. Think about what they are looking for and customize benefits to meet their needs. Do they value marketing exposure? Community goodwill? On-site presence at an event? Do not make the offer so rigid it cannot match the specifics of what the partner is looking for.
Fulfill and sustain: Keep promises to sponsors! Make delivering on agreements a priority, and check in regularly to make sure their needs and expectations are being met. If the goal is to create an ongoing relationship with multi-year campaign sponsorship, make sure that the costs associated with different sponsor levels will sustain a growing campaign or event year to year, while still being attainable for the sponsor’s budget. ❯❯ Report results: Follow up with sponsors after a campaign, program or event to let them know the results. Provide specific data on their participation, such as the number of digital impressions received in a social media campaign, the number of visitors to a website’s sponsor page, photos or screenshots of their branding or advertising, participation numbers from an event, press exposure, stories from participants and more. Taking the time to review these simple but effective steps can help you get the most out of donor dollars and make the greatest possible positive impact for your cause.
This article is based on a whitepaper produced by CDS Global titled “Fundraising Efficiency and the Bottom Line.” The whitepaper highlights best practices shared in a webinar featuring Mary Hunter, director of centralized processing at JDRF, and John Goering, vice president of business development at CDS Global.
Fundraisers Beware Canada Post’s New Admail Rules
These small changes could have a big impact on your next mail campaign By Steve Falk
here are only three certainties in a direct marketers’ life: death, taxes and complicated rules and standards guides from Canada Post. Thankfully there is a magic bullet that makes all three a little less depressing – knowledge. When it comes to death and taxes a little help from an expert can save you a lot of money and grief. We are supposed to be the experts on Canada Post but it’s not hard to fall behind given the rapid shifts in the admail landscape. It’s understandable if you haven’t fully digested all the recent changes coming from Canada Post HQ so, for your consideration, I’m going to show you one treasure that can help you clean up your list and save you a fortune, and one trap ready to snare innocent direct marketers just trying to make it through to lunch.
An extra $0.01 per piece will go a long way to helping you update your customer list and save on future mailings.
The Treasure First the good news: Canada Post has greatly improved its Return To Sender services for Addressed Admail. As a rule, admail does not get returned to
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the sender if it is undeliverable. So all the effort you put into creating that perfect custom piece vanishes into the ether if the individual you are trying to reach simply moves. This saves Canada Post a lot of costs, as they don’t have to truck loads of low-cost admail generated from poorly maintained mailing lists back to the sender. It’s been an understandable efficiency. Since marketers get a break on postage going out, returned undeliverable mail is a frill they shouldn’t really expect, but it means you can’t update your mailing and customer lists from returned mail because it is not coming back. So the best course of action is to verify your data before you send it out using services such as address correction and the National Change of Address database (NCOA). A quick note on NCOA – about 18% of Canadian households move each year. NCOA cleanup is really worth the effort. So, what is the big improvement? If you are willing to pay just one cent more you can get your admail returned to you by adding the new Return Postage Guaranteed Indicia (see graphic top right) to your mail item. This nifty QR barcode lets Canada Post know that the mailer is eligible for this added service. So if you mail 20,000 pieces, you will pay $200 for the benefit of getting your undelivered mail back – which will go a long way to helping you update your customer list and save on future mailings. And a higher quality list will always increase your response rate. That’s the treasure. The Trap Canada Post also added a new trap that is ready to spring if you don’t pay close attention to your weights. And this trap could zap tens of thousands of dollars from your budget if you’re not careful. As background, you’ll remember that Canada Post recently mastered their sorting equipment. These fancy new sorting machines read addresses and sort mechanically so much faster and more accurately than the previous “LCP pre-sorted” tech that
Avoid an embarrassing and costly mistake and cross the 50g threshold at your peril!
clunked along for decades. It was an admirable advancement, applauded by most. But what happens when your carefully designed mail piece suddenly does not qualify for Machineable Admail? Well your budget takes a significant hit once you cross the 50g threshold of what is considered machinable. Consider a 50,000piece, normal-sized mailing that weighs less than 50g. It will cost you $0.45 per piece or $22,500. But, if you miscalculate the weight by as little as four grams you cross into the non-machineable category with a whopping jump in postage of $11,660! Yes, those four grams will cost you $11K. Of course Canada Post will probably still use the sorting machines and it won’t cost them much more to process. It’s a price-sheet threshold, not a physical limitation to using the sorting machines. The warning message is this: avoid an embarrassing and costly mistake and cross the 50g threshold at your peril. For years the 50g line had little significance when we pre-sorted our mail for Canada Post, but now, in the Machineable Admail world you will be slapped with a HUGE surcharge as you drift into the Oversize Machineable category. The same four grams in 2014 would have cost you only $500 because you’d probably be using the old LCP pre-sorted non-machineable category that was our industry’s default for years. So beware: this trap awaits you if you are planning to take advantage of the new machineable efficiencies. Beware of the 50g boundary. So there you have it – a treasure and a trap. Being aware of both will help savvy marketers save more than a few doubloons over their next few campaigns. Steve Falk is president of Prime Data and a member of the
NAMMU Innovation Committee. Prime Data’s clients benefit by bringing technological innovation and marketing automation together with variable data printing and direct mail. August 2015
Call for Nominations
Direct Marketing’s Top Five Women in DM Awards Do you know a woman on the cutting edge of the direct marketing industry? Perhaps she is your mentor, or a rising star on your team. If so, we want to hear from you! Submitting a nomination is easy – simply tell us in 200 words or less why your nominee deserves to be recognized for her contributions to the industry. Winners will be selected and profiled in the December issue of Direct Marketing.
Please submit all nominations to Editor Sarah O’Connor at firstname.lastname@example.org by October 23, 2015. Direct Marketing is a Lloydmedia, Inc publication. Lloydmedia also publishes Financial Operations magazine, Canadian Treasurer magazine, Canadian Equipment Finance magazine, Payments Business magazine and Contact Management magazine.
The ALS Community Challenges Canada to reignite the ALS Ice Bucket Challenge “The ALS Ice Bucket Challenge gave me back the voice that ALS was taking from me. It took my personal struggle and gave it validation and hope. We need to keep going to fund research so that one day ALS will be treatable, not terminal. I accept the passing of the bucket from co-founder Pat Quinn to unite Canadians, and challenge them to take the ALS Ice Bucket Challenge this August and every August until we find a cure,” Brian Parsons, living with ALS and ALS advocate. August marks the one year anniversary of the ALS Ice Bucket Challenge. The premise of the Challenge remains intact – Canadians can dump buckets of ice and water over their heads and challenge three people do the same and donate to an ALS Society across Canada. Out of respect for the environment, Canadians are encouraged to either save the water or use recycled water when getting involved this year. Amyotrophic lateral sclerosis (ALS) is a terminal neurodegenerative disease in which motor neurons or the ‘living wires’ that connect the muscles to the brain degenerate, robbing the person living with ALS the ability to walk, talk and eventually breathe. There
is no effective treatment or cure and most people will die within two to five years. ALS is indiscriminate of age, ethnicity or sex and only five to 10% of people diagnosed will have a hereditary link. “The funds and awareness raised from the ALS Ice Bucket Challenge replaces discouragement with some reassurance that the ALS Community is not being overlooked and allows hope to sprout that a treatment or a cure is one day possible,” said Brian Parsons. “That’s why we have to keep doing the ALS Ice Bucket Challenge this August and every August until a cure.” Last year Canadians donated $17 million to ALS Societies across Canada. From these donations $11.5 million was allocated to ALS research and $4.4 million to help people living with ALS across the country. Additionally Brain Canada responded to the generosity of Canadians by matching $10 million from the ALS Ice Bucket Challenge funds. ALS Canada has active competitions underway which will see almost $15M invested in 2015 for grants, awards and research support as a result of the 2014 ALS Ice Bucket Challenge,
a partnership with Brain Canada and annual fundraising initiatives. Further investments are underway for equipment and services which will provide support for people living with ALS and their families throughout Canada. This is an unprecedented investment, but a drop in the bucket compared to the need. “We are so grateful to Brian and Pat and the ALS Community for their challenge of ‘Every August until a cure’ and bringing forward the ALS Ice Bucket Challenge into 2015,” states Tammy Moore, CEO ALS Canada. “The financial burden of $150,000– 250,000 is massive for families and the ALS Societies across Canada do much to provide support for the 2,500 to 3,000 Canadians through the provision of equipment and support services for people coping with the disease. Approximately 1,000 people in Canada will be diagnosed this year and the same number will die. We need research to change this reality. The ALS Ice Bucket Challenge may help to change the future.” The public can donate to ALS Societies across Canada at alsicebucketchallenge.ca.
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After 50 years, Canadian Hunger Foundation to hand over existing operations Despite being one of Canada’s longest-standing international nongovernmental organizations, after 53 years as a conduit for Canadian generosity to families living in poverty in developing countries, the Canadian Hunger Foundation (CHF) will cease active operations on July 31. CHF will be transitioning its remaining projects on to other organizations that will ensure their successful completion. “We expanded our reach over the last few years so that we could support the families we now serve as CHF programming currently supports over 420,000 people worldwide,” explains Nicole Goodfellow, chair of CHF’s board of directors. “Overly ambitious fundraising targets coupled with the loss of a major private sector donor have meant that we haven’t been able to keep pace with our financial obligations.” The CHF has worked in over 50 countries in Asia, Africa and the Americas. The organization has a distinguished reputation for helping families to produce the food they need in a sustainable manner and to build up their incomes to permanently lift themselves out of poverty. “While we were reaching more people than ever over the last couple of years, we weren’t investing what some other organizations were on marketing to donors, and ultimately that meant we couldn’t keep pace with our fundraising needs,” says Stewart Hardacre, CHF’s president and CEO. “We’ve probably been a little too Canadian in how we told our story. We haven’t boasted enough about the incredible successes we’ve had with our partners, and the results we’ve been generating in some of the world’s most challenging environments. We will always be grateful for the support from our loyal donors over the years.” “It’s been an honour to help some of the world’s poorest to overcome hunger and poverty and to share the best of our country with families in need on behalf of Canadians,” adds David Rhody, CHF’s director of programs. “The most important part of our work may be that we supported families to lift themselves out of poverty – no one did it for them. So we know that the legacy we’ve built together will last long after we turn out the lights here in Ottawa.” Wherever CHF has worked, it has produced dramatic results. Examples of this are as follows: ❯❯ In the wake of the famine in Ethiopia in 2003, CHF helped families to increase their harvests by as much as seven-fold; ❯❯ In the wake of the earthquake in Pakistan in 2011, CHF supported families to rebuild their livelihoods, and poverty rates among them plummeted from 80% to six percent; ❯❯ In South Sudan, where one in seven mothers die in childbirth, CHF improved delivery conditions for mothers, doubled families’ harvests and improved nutrition and immunization rates; ❯❯ In Kenya, households headed by women have tripled the size of their harvests, and doubled their monthly incomes.
New Nonprofit Award for Organizational Achievement in People Leadership With a staff turnover rate of just 18 months for senior leadership roles in the nonprofit sector, the retention of skilled professionals is a serious issue for charitable organizations across the country. Hilborn:ECS has launched of the new Nonprofit Employer of Choice (NEOC) Awards to recognize those organizations that have committed themselves to becoming better managers of financial and human resources. Developed in partnership with CCEOC Inc. and The Goldie Company, this new awards program for nonprofit employers is the first of its kind in Canada. “Since 2004, CCEOC has worked to elevate corporate reputations, increase worker morale and engagement, improve business performance and help create better work environments. We will continually look for new ways to
create a better, more enjoyable working world and we are thrilled to be working with Hilborn:ECS to help do the same for the nonprofit sector,” says Jeff Doran, President of CCEOC. The NEOC Awards will be presented at a special ceremony in November.
Who is Eligible? Participating nonprofits must meet the following eligibility criteria: ❯❯ Registered as a Canadian nonprofit (or charity) ❯❯ Have a physical presence in Canada ❯❯ Have 10 or more full-time employees ❯❯ Have been in operation for a minimum of one year The deadline for applications is September 30, 2015. For further information and to submit your application visit http://neoc.ca/.
CHF remains grateful for the many years of support they have received through the Government of Canada that has made these results possible. “It’s unfortunate that it has come to this, but it’s also short-sighted to think that this is just a sad story,” continues Goodfellow. “It’s deeply moving that for over five decades Canadians have selflessly supported families they will never meet, that live very different lives and believe in very different things, without asking for anything in return. That’s inspiring, and it’s a big part of what being Canadian is.” CHF will stop accepting donations July 31, but all donations received to that point will continue to support their projects and to reach families in need. CHF will be transitioning its remaining projects to World University Service of Canada and Canadian Feed the Children, who will ensure their successful completion. August 2015
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