Direct Marketing Magazine August 2016

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The formula for a successful email fundraising campaign vol. 29 • No. 8 • August 2016

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Pokémon GO Supplement: Tapping into Workforce Management augmented reality to drive location marketing

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The Authority on Data-Driven Engagement & Operations

Fundraising Putting the donor first with rich data and targeted tactics

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Vol. 29 | No. 8 | August 2016 EDITOR Sarah O’Connor - sarah@dmn.ca PRESIDENT Steve Lloyd - steve@dmn.ca DESIGN / PRODUCTION Jennifer O’Neill - jennifer@dmn.ca Advertising Sales Mark Henry - mark@dmn.ca

Cover Story

CONTRIBUTING WRITERS Tania Morano Simren Deogun Fahad Muhammad Adam Dorfman Tom Sather Jenn Horowitz Peter Miron

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Putting the donor first with rich data and targeted tactics

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The formula for a successful email fundraising campaign

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Be brave Becoming a warrior for your charity

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Strong returns from financial data Marketers are using financial data in innovative ways August 2016

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Fundraising

The formula for a successful email fundraising campaign

By Tom Sather

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mail is one of the most important tools for fundraising today. But a successful fundraising campaign isn’t as easy as just hitting send and watching the money pour in. The dreaded spam folder can make or break even the greatest of email fundraising campaigns, causing organizations to lose thousands of dollars as a result.

According to Return Path’s 2016 Deliverability Benchmark Report, worldwide deliverability rates are declining and reaching the inbox is as challenging as ever. Only 76% of emails sent were delivered to the inbox in the second quarter of 2016, declining from 81% during the same period in 2015, with the remainder either being blocked or filtered as spam. If your messages aren’t making it to the inbox, your subscribers will likely never see them, and never open, click or donate either.

The good news is many organizations are able to achieve high deliverability rates by understanding and improving their sender reputation, growing and maintaining a quality subscriber list and focusing on keeping subscribers engaged and happy.

Reputation is everything Email senders have a reputation score, even if they don’t know it. In order to classify and keep more spam out of our inboxes, email providers track the sending characteristics from email coming from any IP address ❱ DMN.ca

or domain. Sending from a new IP address or domain, sending to spam traps, sending to a high number of invalid addresses and having a high subscriber spam complaint rate are just a few of the signals of spammers.

In the simplest of terms, your sending behaviors + what your subscribers say about you = your sending reputation.

Even good senders can look like spammers from time to time. And most of the time, it’s completely avoidable. Just look at U.S. Republican nominee Donald Trump. For Trump’s first fundraising campaign, the problem was a lack of reputation.

Just as a bank won’t issue a loan to someone without credit history, email providers won’t accept high volumes of email from a new IP address or domain with no previous sending history. And that’s exactly what the Trump campaign did. They emailed their first campaign from not only a new domain name, but also a brand new IP address. With no information at hand to determine whether or not a sender is legitimate, spam filters treat new IP addresses and domains like a dog on a short leash until the sending reputation can be determined.

List quality trumps list quantity For obvious reasons, growing an email list is the most important part of email marketing. The more donors you have to communicate with, the more chances you have to get more donations. But if not properly maintained, email lists can cause more damage than good.

First, email providers look at the number of inactive email addresses an organization is sending to. Too high and email providers assume you’re a spammer sending to addresses scraped from the internet. Email providers also set up decoy accounts, or spam traps, to lure spammers. Since these addresses aren’t owned by real people, they don’t sign up for email. If email is seen in these mailboxes, it’s considered spam since the address was probably acquired in a not-so-great way.

Again, we can look at the recent U.S. election as an example. Hillary Clinton’s list has been notably larger than Trump’s, providing more opportunities to ask for donations.

Her list is also free of subscriber complaints, spam traps and invalid addresses. As a result, Clinton’s emails see higher inbox placement.

Trump, in an effort to grow his list, appears to have purchased email lists.

Subscriber complaints skyrocketed to nine per cent and people aired their frustrations on social sites about being spammed by Trump. To make matters worse, foreign nationals complained about receiving the email, which violates fundraising laws. You can probably guess what happened next. Instead of establishing a positive sending reputation, spam filters saw high subscriber complaints and spam traps coming from a new domain and aggressively filtered future campaigns.

reputation and now look at subscriber behaviors and engagement over time to make personalized spam filtering decisions. If Jane consistently deletes an email from a sender without opening it, it will eventually be delivered to Jane’s spam folder. If John consistently opens emails from a particular sender, those emails will consistently be sent to John’s inbox.

To avoid being penalized for poor engagement, email marketers should focus on pruning their list of inactive subscribers, A/B testing subject lines and segmentation.

Clinton provides a good example of how to do this. Active subscribers receive email on a daily basis while inactive subscribers receive one every other day. To keep subscribers interested and opening emails, the Clinton team A/B tests subject lines to a sample of their database every morning and then sends the “winner” to the rest of the list. The Clinton camp also segments their list based on previous donations.

Taken all together, this provides a good subscriber experience, which is also reflected in Clinton’s subscriber complaint rate which stands at zero per cent.

When it comes to improving your email fundraising efforts, don’t forget about your deliverability. By focusing on lowering your spam rate first, you’ll make more money in the process.

Deliverability gets personal Over the past five years, email providers have gone beyond sender

Tom Sather is senior director of research at

Return Path.

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Fundraising

Be brave

Becoming a warrior for your charity

By Simren Deogun

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’ve always tried.

It’s just how I’m hard wired. From a very young age, I understood that in order to succeed I must try. In order to be known and understood, I must try.

Without trying, there is little progress I could make.

In this, I believe, has been my own personal bravery. Because to be willing to try, you must also be willing to fall flat on your face. And I have zero qualms admitting that I have fallen, many times, personally and professionally.

This is how we grow of course.

I figure it’s not by chance then that I’ve spent the last five years focusing my digital expertise on the nonprofit sector. We are known for our resilience. Our ability to get back up after we fall. Our desire to create real and lasting change. Our deep-rooted hope that progress is possible in our imperfect world.

I have learned, loved and lived digital for the past eight years. And I do it because all I see in it is potential and possibility. These just happen to be the same things I see in my peers that work at charities.

We are absolutely not handed silver platters with easy problems to solve stacked high with dollar bills. We are scrutinized. Demonized. Taken advantage of. And expected to make money hand over fist while spending as little as possible. And, yet, when I think of the wonderful people I have had the pleasure of working with over my tenure, I think how lucky I am to have witnessed such resolve and authenticity and desire for change.

So, with this, I ask you one simple question: why is it that you do what you do?

It’s important for us to remind ourselves, as often as we need to, so that we don’t lose sight of how much it takes to try and change.

Failure is fuel “When failure is not an option we can forget about learning, creativity, and innovation” —Brené Brown We all know the conventional definition of failure: To set a tough August 2016

goal and then not achieve it. But to me, failure is about not doing something when I know I should. About holding back an idea. About letting fear run rampant and derail my progress.

About not doing the best that I can for the people that I work with. It’s about giving up the fight when that’s the wrong thing to do.

To be open to failure is to be vulnerable.

I remember when I decided to come work at Stephen Thomas (ST)—standing in the washroom at my previous place of employment after just being made the offer. I knew there was only one right answer: yes. And believe me it wasn’t because I knew it would work out or that I had all the answers to the questions I’d be asked or that I had significant agency-side experience (I didn’t!). I knew I would be taking on one of the biggest challenges of my career and it has been unimaginably unpredictable but also fulfilling.

When you decide to jump and take a risk, there is no way to know if you’ll land on your feet. So in order for us to be creative and innovative with a purpose, we must also be willing to understand that we shouldn’t always do what’s always been done. That the ROI equation in the first year might not be palatable. That our executives and boards will challenge us. And that we will have to stand, as fearless as possible, in opposition to the current that threatens to push us down the same path we’ve always traveled.

Fear is fought with belief and purpose I have a very simple, two-part equation to help us conquer fear. The fear that holds us back, builds up a barrier and convinces us that later would be much better than right now. Part one is the belief that you can and will change the world. And part two is the undeniable sense of purpose with which you will do it.

With this in mind, let’s talk about digital. Digital is not some future state that we aspire to, that we will find the time and attention for next year.

Digital is right here, right now. You hold it in your hand. Watch it when you get home. Experience it while walking

Why is it that you do what you do? It’s important for us to remind ourselves, as often as we need to, so that we don’t lose sight of how much it takes to try and change. down the street. Digital is not just a channel to add to your toolbox, it is the smart application of technology that has literally changed our lives and is breeding a very different kind of donor.

I am the exact target that charities are finding elusive. Professional, employed, childless, urban, digital native with a modest disposable income. If only we could figure out why I wasn’t donating to any charities (read: sarcasm)—don’t worry, I am!

In all seriousness, if you want to break down fear, integrate across all channels and cultivate the new digital audience, then you must talk to what you do and why you do it.

Therein lies the authenticity that no person, regardless of demographic or technological bent, can ignore.

Mix that passion with belief and purpose—what combination of elements could be better to unlocking your warrior?

Trying is about wanting to change Get up in the morning. Say no. Say yes.

Ask ‘what the ROI is?’ Understand you might not like the answer.

That’s it. Those are your five things.

Easier said than done, of course!

But half the battle is deciding to participate in the battle, which is why you keep doing what you’re doing.

Which is why you continue to try every day to make changes to our world and the people in it, for those can’t or won’t.

It’s about making the tough decisions, the unfriendly decisions.

Whether it’s ‘no’ or ‘yes’, it’s always one or the other. The one truth to remember here is by saying one, you open yourself up to saying the other.

By that, I mean balance. There will

always be trade-offs, something to give up to get something in return.

That doesn’t mean we stop asking the tough questions about investment and return and risk. Taking risks means understanding the nature and potential of the risk and asking how it will perform, where it will go, what we will learn. And be open to the myriad of answers.

Embrace the warrior in you Working with charities every day is a built-in reminder for me of what bravery really is. My fear is that I’ll become desensitized to it. Until I pick up the phone and talk to someone I’ve never talked to before. They tell me their story of how they ended up at Charity ABC. And then they tell me the story of their cause. And I feel grateful because we’re all brave, from the CEO to the Development Manager to the Donor to the Beneficiary.

Everything starts somewhere. And most things start small. I know how easy it is to forget how we got here and how hard it is to continually motivate ourselves to get where we’re going.

So if you read this and think what I can do next or differently. I will answer by asking you to define what you want your brave to be. And then I’ll say, ‘Embrace your warrior and go do it.’

As Stephen Thomas Ltd.’s director, digital innovation, Simren Deogun helps clients exceed their marketing and fundraising objectives through strategic thought leadership. Simren leads all of the agency’s digital and integrated efforts for non-profits and charities including Kids Help Phone, Médecins Sans Frontières, Surf Life Saving Foundation, Children’s Wish Foundation and more.

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Fundraising

Strong returns from financial data Marketers are using financial data in innovative ways

By Peter Miron

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hen commercial real estate developer Cadillac Fairview wanted to redevelop its Sherway Gardens shopping mall in Toronto, it turned to WealthScapes.

The financial database from Environics Analytics (EA) helped developers determine the disposable income of shoppers in the trade area, a crucial indicator for choosing what stores should be part of the retail mix.

WealthScapes was also tapped when the BC Cancer Foundation wanted to increase its donor network and sought data on the net worth of its contributors. By integrating WealthScapes data with the foundation’s database of nearly 500,000 past supporters, analysts determined the net worth of their neighbourhoods, which helped them identify donors with the potential to be converted into major contributors.

And when the Royal Canadian Mint wanted to better tailor its marketing efforts to coin collectors, it also turned to WealthScapes for data on household income and assets. The organization used the database to develop custom models that helped produce more personalized up-sell and cross-sell strategies targeting its current customers as well as prospective numismatists.

Data-driven marketing initiatives like these are becoming increasingly common across a range of sectors.

At a time when marketers face challenges in understanding their customers—thanks in no small part to the sheer quantity of information available today—many are turning to a database originally created for banks and investment firms to help them develop sound business strategies and launch effective campaigns.

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First launched in 2008, WealthScapes was designed to provide estimates on key assets, liabilities and wealth of Canadians at the dissemination area (DA) level. That first dataset consisted of 64 financial variables with measures such as disposable and discretionary income, savings and investments by type, RSP and TFSA components, mortgages, loans and credit card accounts. But over the past eight years, the number of variables has nearly tripled to 178, and the dataset has become popular not just among bankers and financial planners but with retailers, fundraisers, real estate developers and university administrators.

WealthScapes is now used for target marketing, customer insights, media planning, site location studies and response analysis in addition to its traditional consumer finance-related applications.

Part of the growing interest in WealthScapes is its robust data sources. While some financial databases rely on just one source, EA analysts draw on more than 30 resources to produce its authoritative numbers, including the Bank of Canada, Equifax and Statistics Canada. The multiple sources allow analysts to match the best available control totals in Canada so the data will be endorsed by chief economists.

With growing concerns about privacy, it may be surprising that such detailed financial data is available to marketers. But like its previous releases, WealthScapes 2016 was built using sophisticated modelling techniques and aggregated, privacycompliant, small-area data.

Users in the financial sector have long found WealthScapes to be a

valuable resource in helping them define, describe, profile and target their audiences. For example, a bank might use WealthScapes to compare the holdership, value and wallet sizes of their products to benchmarks in specific markets. This analysis lets the institution understand which financial products are performing well in terms of overall holdership rates and dollar value—as well as the size of the remaining opportunity.

But many financial users are discovering new applications. At Ontario-based Alterna Savings Credit Union, officials wanted to extract key data to help them acquire new customers and better connect

with existing ones. Starting with the question “Who are our best customers?” Alterna marketers and EA analysts integrated member data with WealthScapes and other EA datasets to better understand their customers, calculate wallet share and determine opportunities for growth—by branch and financial product. Over the past two years, the credit union has leveraged these insights across its organization—from executives to front-line staff—to strengthen its relationship with current members and attract new ones. And with a datadriven view of their customers, branch managers could better communicate with them using messages that August 2016

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Fundraising

This map shows the household employer pension plan values, by dissemination area, for the Greater Toronto Area. Note that the areas close to manufacturing employment centres tend to have very large pension values while the younger condominium dwellers between Bathurst and Spadina Street have not yet built up significant pension values.

resonated with their concerns and values.

The popularity of WealthScapes beyond the financial sector has not been lost on its creators at EA. This spring, the Toronto-based firm launched two additional databases derived from WealthScapes that are geared to specific applications.

WealthScapes Fundraiser features a selection of 31 income, wealth and expenditure variables to assess the charitable giving capacity and inclination of prospective donors.

When the age of the prospect is known, users can leverage age-specific estimates of household income and liquid assets. Users can also append August 2016

WealthScapes Fundraiser estimates to prospect lists for screening and predictive modelling. This approach allows charities and not-for-profits to identify neighbourhoods where residents are more likely to donate and have the giving capacity to make significant contributions.

WealthScapes Daytime, the other spin-off, focuses on 77 variables from the main dataset that help users better understand the consumer spending power and financial behaviour of an area during daytime hours as well as the daytime demand for financial services like ABMs. By using commuter flow and workplace information, WealthScapes

Daytime accounts for the daytime population both at a work location (the commuting population) and at home (the non-commuting population). With this information users can locate households with high net worth but low income—typical of the increasingly large cohort of retirees—in areas with high at-home populations. In addition, it allows retailers and financial institutions to locate their outlets near centres of employment to reach busy consumers during the day.

To be sure, conventional demographic data like household income remains important for marketers. But WealthScapes offers

greater insights into the wealth and spending patterns—as well as the liabilities and debts—of target consumers and suggests innovative ways to apply its data. For marketers launching a new product, fundraisers seeking bigger donations and mall developers creating the optimal retail mix, a database that was once a banker’s best-kept secret is now helping organizations in a variety of industries achieve success. And the possibilities are limited only by the marketer’s imagination.

Peter Miron is vice president of economic data at Environics Analytics and the lead developer of WealthScapes 2016.

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Fundraising

Putting the donor first with rich data and targeted tactics

By Jenn Horowitz

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ounting pressure on fundraisers to increase donations and support, an increasingly competitive environment and a trending sentiment that fundraisers are too aggressive all combine to create challenges that impact the effectiveness of campaigns.

We’ve all witnessed campaigns that hit the jackpot and the message goes viral, attracting attention and donors.

While viral campaigns are coveted by all, they are rare. Fundraisers need strong strategic plans that do not rely on the campaign going viral and will ensure that the funds are coming in even if the viral wave does not follow.

Phone calls can be a powerful tactic for fundraising. However, they have come under scrutiny lately and are often being perceived as telemarketing, distractions and even harassment rather than a friendly ask to support a great cause.

The use of aggressive tactics needed to meet fundraising goals has created this perception. Yet, most organizations can’t afford to give up calling potential donors, simply because they can’t sustain the loss of donations. As with most problems, some creativity can go a long way toward finding a solution.

What if fundraisers introduced data into the mix? What if they were able to gather reliable and precise data on what is going on during the call and who the caller is? All of the planning and follow up for calls would be based off data and not guesswork. It may take a little more work in the beginning, but truly understanding a call and changing your strategy as a result will pay later in greater efficiency and a more donor-centric ask which should result in a positive outcome.

There are three tools that are being used by many large companies for call ❱ DMN.ca

analytics that also have a lot to offer fundraisers: conversation analysis, rich donor profiles and automated texting.

Just a quick aside, these tools are offered by call analytics (call tracking) companies such as Telmetrics, Marchex and Invoca. These companies started out offering call tracking numbers that can link an ad or campaign to a phone call. It’s often used in marketing and sales to know how many calls are being generated by an ad, so that they can understand the full impact of their advertising budget.

While call analytics used to be just about call tracking, recent innovations in technology have changed the products offered by call analytics companies, opening them up to broader applications. One of these innovations was responsible for automating call scoring, making it more affordable and accurate. As a result, call scoring is more in reach for organizations with a limited budget for operations.

Tip #1: Use conversation analysis technology to make a donor-centric ask Conversation analysis provides fundraisers with the opportunity to know exactly what is happening on a call, allowing them to evaluate the script for appropriate and effective behaviour of their representative.

First the call is recorded using dual channel (stereo) technology.

Before a call can be interpreted, the recording is transcribed using speech recognition technology. Finally, algorithms interpret the conversation according to a predetermined set of criteria. Human interpreters used to be responsible for listening to and analyzing the call, but now almost all steps are automated, making it a more affordable tool.

Interpreting a call simply means

looking for an outcome that is set by the organization ahead of time.

It could be anything from knowing which conversations resulted in a donation to flagging certain potential donors as likely to donate or an improperly handled call. This flexibility helps the organization to measure performance of their representatives beyond the very black and white: donation = success and everything else is failure.

Call scoring allows goodwill and donor-centric asks to be measurable goals of a charitable organization.

If a representative is spreading a lot of positive sentiment about the organization, while it may not result in a donation now, it may prevent the perception that the charity is harassing or pressuring people for money. A more nuanced measure of success may help to boost the representatives’ morale and to align fundraising tactics with the message of all charities—to make the world a better place.

The recordings can also be used as a training method—not as a way to monitor and punish, but by providing concrete examples of successful tactics and wordings that get results.

What words do the top performers use repeatedly? Are they better able to personalize and warm up the caller through targeted conversations? Are the representatives even staying on script? What is the reaction to the organization and does that mesh well with the scripts and the way the charity sees itself? Finally, are the scripts we are using effective and what can we do to improve them?

Tip #2: Know more about the potential donor to target the ask ethically and precisely Conversation analysis is just one

source of data for fundraisers. Rich donor data is another that can help organizations improve their reputation while meeting their goals.

Rich donor data is collected and aggregated from databases of publicly available information such as demographics, location and personal details, and can include credit score, income, home ownership versus rental, whether they have pets and more. All the information is publicly available online and is collected through channels available to everyone. When a representative phones a potential donor, a rich donor profile with that information pops up on the screen. The information about the donor can help the representative to personalize their ask and match the ask to the potential donor’s capacity to give.

Rich data is often combined with predictive analytics to better understand the likelihood that the person will donate. If 60% of people who have a similar profile are frequent donors, it may be beneficial to take a more assertive stance than with a person whose profile indicates that they have a low likelihood of donating.

The opposite is also true—asking more from a vulnerable person may help to meet fundraising goals but may not be the most ethical choice.

Tip #3: Text messaging can help donor satisfaction The phone is becoming so much more than a phone. Like tablets, a cell phone is now a device for checking emails, posting to social media, reading websites and more. Before making a donation, 60% of donors researched the organization online and gave an average of $139 online. Charitable organizations need to adapt to these new channels or risk losing out.

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Fundraising

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One of the ways they can adapt is by using text messages as a key cultivator of donor satisfaction. While the text message channel currently accounts for only a small portion of total donations (just eight per cent of donors currently use this channel, according to a study by Blackbaud), text messages are actually a more effective way of communicating with a donor than email, as 90% of text reminders are read within three minutes of receipt. That means a short thank you text message and a link to a website with information on how their donation is being used will, first of all, be read.

And second, express thanks in a meaningful way.

Text messaging can now be automated and linked to most forms of donation, whether it be online, through the phone or at the checkout. Gathering mobile phone numbers should be a priority for most charitable organizations.

With a mobile adoption rate of 96% in the U.S., mobile phone numbers are quickly becoming the most reliable way of keeping up-to-date information on donors and maintaining relationships.

All three of these tools speak to the importance of properly collecting data on potential donors and knowing how to make use of it. Data may not seem like it is the place where the heart—the character and values—of an organization or charity can speak, but information on donors is the story of a community creating positive change and is the lifeblood of an organization.

Data in concert with smart use of innovative tools can bring usable insights on the way the charity is perceived by donors and how to better cultivate that relationship for the future. In an environment where the number of charitable organizations is increasing but where the donations have held at two per cent of income for the past 40 years, the organizations that use data will attract the most and largest donations with the most efficient practices.

For 15+ years Jenn Horowitz has created and executed strategic lead generation campaigns, brand creation and conversion optimization. At Telmetrics we interpret data that goes beyond the click, to phone calls, text messages and chat.

Creating actionable insights from data analysis helps customers gain a competitive edge and increase revenue.

August 2016

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Feature

Pokémon GO: Tapping into augmented reality to drive location marketing

By Adam Dorfman

S

ince launching in July, Pokémon GO has become an international sensation—and has turned its creator, Niantic Labs, into a location marketing powerhouse for businesses that operate brick-andmortar locations. The free augmented reality game that allows trainers to catch virtual Pokémon around them has become one of the most popular apps ever. Because Pokémon GO relies on local businesses and landmarks as in-game PokéStops and Gyms, Pokémon GO creates a major opportunity for brands with brickand-mortar locations to capitalize on Pokémania, increase foot traffic and, ultimately, turn Pokémon GO trainers into customers.

For brands, the key to prospering with Pokémon GO is to combine location data, content and a great experience for Pokémon GO trainers.

A number of businesses are already seeing increased foot traffic and sales at storefronts thanks to Pokémon GO. Gaming retailer GameStop recently reported that sales were up 100% in its store locations that are flagged as PokéStops and Gyms. These locations were also holding Pokémon-related events to use the augmented reality game to drive additional foot traffic to the stores in the real world.

Niantic Labs: A new marketing powerhouse As more businesses seek to convert trainers to customers at their storefronts, Niantic Labs has ascended ❱ DMN.ca

as a location marketing powerhouse, accumulating data about trainers’ proximity to businesses. Niantic also possesses the keys to a potentially powerful form of advertising via in-game Pokémon GO ads and branding tie-ins for storefronts.

It’s likely that in-game advertising will be offered—to be successful, it would need to be well integrated into the game, so as not to impede a trainer’s ability to continue playing the game. Meanwhile, Niantic recently confirmed that it intends to allow businesses to become sponsored PokéStops. It’s likely that Niantic will eventually be able to track in-store visits and sales for trainers at a specific location, thus turning PokéStops into more targeted opportunities for location marketing.

In the meantime, here are some ways to create your own location marketing experiences, especially if your business is a PokéStop or Gym:

can boost visibility and drive traffic to your brick-and-mortar locations.

Put your PokéStop or Gym on the map with location data PokéStops and Gyms should optimize their location data to drive search visibility in the moments when and where players are looking for them.

Beyond ensuring that basic “NAP” location data (name, address, and phone number) is accurate, businesses should include crucial data attributes specific to the game, such as whether they are PokéStops or Gyms. Sharing this location data with publishers such as Google and aggregators such as Factual

Improve the trainer experience by being a utility A common complaint from trainers is that the app often drains phone batteries. Even if your business isn’t a PokéStop or Gym, you could promote your location as a place for trainers to come and recharge in between games, as a number of businesses are doing already. For example, a coffee shop could promote that it is a spot to stop at and refuel, while then also offering special deals for trainers. Even if the coffee shop was not necessarily a

Attract trainers with social media content First off, if you are a PokéStop or Gym, make sure your social media bases are covered by flagging that information on your social spaces.

Take advantage of Facebook’s Local Awareness ads and create messages informing trainers that your location is a PokéStop or Gym, or that you’re hosting a meetup to play the game.

With Local Awareness ads, businesses can promote messages to people within a certain radius from their business location. You can also adopt a number of organic tactics, such as asking trainers to use social media to share their experiences playing the game at your location; or come up with a hashtag for your location and encourage trainers to use the hashtag when they capture Pokémon there.

PokéStop or Gym, inviting trainers to stop in would likely drive increased foot traffic. Businesses can also provide a utility in other ways, such as offering water or snacks to fuel trainers.

What’s next John Hanke, the CEO of Niantic Labs, recently shared that the app has only put in “probably a tenth” of the features it plans to incorporate.

Niantic plans to roll out a Pokémon GO Plus device that will make it possible for trainers to be alerted about the presence of Pokémon and PokéStops without having to look at their mobile phones. Some additions that may be coming include the ability for trainers to trade Pokémon. As the features become more diverse and engaging, brands will certainly discover more ways to level up their location marketing efforts through augmented reality.

In 2006, Adam Dorfman joined SIM Partners as a co-founder and currently serves as senior vice president, product and technology. Adam, also known as the “Professor,” leads both the product and technology teams to innovate and differentiate SIM Partners’ Velocity marketing automation technology. Selected as a contributor to David Mihm’s “Local Search Ranking Factors” study, Adam is considered to be an expert in the local search space and he spends the majority of his time immersed in it. He contributes regularly to Search Engine Land, speaks at industry conferences such as SMX and State of Search, and writes for the SIM Partners blog.

August 2016

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Industry News Farrow, Delivery Net and InPost 24/7 Lockers partner to create new alternative delivery network Farrow has announced a new partnership with InPost and Delivery Net to expand the delivery options available to customers using a national parcel locker network solution.

Under terms of the partnership, Farrow will be able to offer expanded pickup and returns to end users with InPost’s national parcel locker solution. Customers will enjoy the benefits of Automated Parcel Locker Solution such as 24/7 availability, simple pickups, improved transit times, full security and customized brand messaging. This reliable network ensures problem free shipments and stability within supply chains for retailers.

“This agreement allows us to offer expanded service options to our customers, and is important for our Farrow Logistics operations across Canada during these uncertain times,” said Randy Motley, president of Farrow. “Parcel lockers are already a proven delivery alternative in Canada and extremely popular in other parts of the world which is why we’re thrilled to bring it to retailers and their customers across Canada.”

In addition to offering significant cost savings to retailers, InPost’s locker network improves the convenience of picking up and returning parcels for consumers across Canada. There are over 1,000 locker locations planned for Canada by the end of 2017 and 200 locations in operations across the Greater Toronto Area.

“Multiple shipping options are expected by today’s consumers and result in higher sales for online retailers. Over 17,000 retailers globally use InPost Parcel Lockers to increase basket size and decrease cart abandonment” says InPost Canada CEO Tony Jasinski. “We are delighted to be partnering with Farrow and Delivery Net to offer our service to more Canadians.”

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Aimia partners with SAS to drive analytical innovation Analytics leader to power advanced data analytics to drive powerful customer insights Data-driven marketing and loyalty analytics company Aimia has turned to software solutions from SAS Canada, the leader in analytics, to power its advanced data analytics and modelling operations in Canada.

Aimia partners with companies to help generate, collect and analyze customer data and build actionable insights, through its own coalition loyalty programs such as Aeroplan, Canada’s premier coalition loyalty program, through provision of loyalty strategy, program development, implementation and management services; and through its analytics and insights business.

“This renewed partnership with SAS is a key part of our strategy to deepen and broaden our data analytics capabilities to the benefit of our clients and members,” said Michael Poyser, vice president, analytics, Americas coalitions. “Our ability to generate customer insights from data analytics enables us and our partners to make smarter business decisions and build relevant, rewarding and long-term one-to-one relationships with consumers.”

SAS leads in advanced analytics market share (per IDC) and is a leader in agile business intelligence, according to Forrester, and is poised to remain at the top. IDC identified SAS as the top supplier, owning 33.3% market share of the 2014 advanced and predictive analytics market, more than twice that of the next-closest competitor. In addition, the IDC report ranked SAS among the top five providers with the highest growth rates in advanced and predictive analytics software.

“As organizations increase their investments and reliance on data-driven marketing and analytics to fuel business growth, SAS’s advanced analytics software solutions can provide rich data insights to inform everything from marketing campaigns to supply chain management,” said Cameron Dow, president of SAS Canada. “SAS is excited to be partnering with Aimia, to help drive advanced analytics and modelling; these solutions will enable Aimia to build more models, more quickly supporting their goal of making business personal.”

Drone Delivery Canada announces collaboration with Canadian retailer on development of last mile solution by drone

Drone Delivery Canada is pleased to announce it has entered into an agreement with a Canadian retailer, unnamed at this time, whereby the two organizations will explore a collaboration to introduce drone delivery services within the retailer’s logistics model.

“We are excited to further our Depot-to-Depot last mile solution, also known as the last leg of a product’s trip, with such a large corporation.

This effort not only provides recognition of our technology but also moves us closer to commercial operations,” commented Tony Di Benedetto, CEO of Drone Delivery Canada. “We have been diligently building out our platform working with various government agencies and corporate partners and with this win we move significantly closer to achieving this.”

The Memorandum of Understanding (MOU) sets the frame work for DDC’s development testing focusing on integrating the Company’s Depot to Depot program and providing a last mile solution. The MOU, non-binding at this time, is expected to develop into a definite agreement between DDC and the Company.

The agreement also includes participating in DDC’s Remote and Rural Canadian Program to provide just in time goods to Canada’s remote communities where demand and need are high.

August 2016

Issue 2 • 2016 • Presented by Direct Marketing magazine

Twelve million solutions to building a sales-driven culture.

One real story.

❱2

+ Contact centres as WFM data hubs + Working in the office: Productive but stressful + Canadian business leaders not prepared for disruption

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// 3

WorkForce management

Twelve million solutions to building a sales-driven culture. One real story.

T

By Tania Morano

welve million, one hundred thousand results, to be exact.

That’s how many direct hits on sales culture best practices come up on Google in less than one second. It seems there are loads of solutions to the age-old problem of how to get sales people to sell more.

Like the latest diet fad, there’s no shortage of writers who sell books, seminars and speaking engagements to unleash their version of how to let the sales beast crush the competition. And like the latest diet fad, there is a short-term adoption of some new idea, thinking or mantra; that’s until something new comes along or the head of sales is summarily dismissed for lots of talk and little results.

Leigh-Ann Clarke, director of North American sales for demand generation agency 360 Leads (www.360leads.com), is no stranger to sales cultures.

Clarke, who spent 23 years leading sales teams at Yellow Pages Group, has hired, trained, coached and promoted hundreds of sales people through her career. Her view on sales culture is unpretentious in that she believes that a sales culture starts at the very top of an organization. “Clear objectives need to be set and embraced from the top, down. Key activities in the company need to revolve around achieving sales objectives. Period,” says Clarke.

Clarke is adamant that one of the common missing pieces in creating a sales culture links to creating a ‘value story.’ “When the entire company understands the value story and all activities revolve around delivering that value story to every customer, then the sales results will follow.” Clarke cautions however “the value story needs to be a good one. It’s pretty tough to engage a sales team if what they are selling is of poor quality or has no resonance with the potential customer.”

Stuart Lewis is president of Clever Samurai (www.cleversamurai.com), a marketing and communications agency and sister-company to 360 Leads. Lewis echoes Clarke’s view on the value-story and his team consistently focuses its efforts on creating value-stories for sales teams to communicate.

“We’re presently working with our 360 Leads’ team and their international client in the software space, whose sales people believe their job is to simply demo the product. And while the product is terrific, their customer value proposition is not the focus of their sales dialogue, being buried within mouse-clicks and screen shots being demonstrated,” says Lewis.

Issue 2 2016

“Greater success will come when the company better articulates their value story through all their media and, most importantly, their sales team transitions their messaging to showcase their highly compelling customer benefit versus a simple product demo.”

In the 12+ million results to the Google search, countless listings discuss sales training as critical to a sales culture. Clarke views sales training as critical. “The value story must be the core element of any training and everyone in the company must understand what that value story is. The process must be ongoing and updated based on market conditions and product offerings.” Clarke’s view “treats sales professionals as professionals,” as she puts it, “but we need to give them the tools to be successful. Successful sales results can breed a successful sales culture.”

“It’s leadership’s role, with the support of marketing, to help craft that value-story,” comments Lewis.

“However, there are often major disconnects between sales and marketing, which yield to a compromised sales culture and comprised sales results.”

A global study, conducted by 360 Leads, surveyed 325 c-level managers, sales executives and marketing leaders. The study which is available at the 360 Leads’ website, published as The Black Report, cited that only 17.3% of respondents were meeting their sales lead generation targets. Interestingly, 72.8% of companies with the best lead generation results have a well-defined, clearly articulated value proposition.

They know their story, and how to tell it.

The Black Report highlights that marketing professionals say their lead generation activities are 35% more successful than sales professionals think they are. And, the disconnect doesn’t stop there.

Marketing and sales differ on most every measure, except for one. They both believe and agree that the biggest factor impacting company sales performance is internal issues.

Both Lewis and Clarke see clients struggle with internal issues, putting them in the awkward spot of sometimes telling their clients the painful truth— their clients’ people are getting in the way of progress

and sometimes that progress is impeded from the top. “Effective people management will always be a core driver of business success. The key to building the right sales culture includes actually hiring the right people to begin with,” says Lewis.

Clarke understands all too well that “sales is hard. You have to keep a lot of different balls in the air. You have to know how to manage the customer conversation to deliver the value-story in a fluid and honest manner. It takes a special work ethic that connects to the emotion of a win or loss and the meeting of sales targets. There is so much riding on what sales people do and company leadership needs to embrace and foster a culture where sales teams are motivated to perform because they believe their mouse trap is simply the best mouse trap there is.”

In the case of the international software client, their mouse trap really is the best in their space.

“Their CEO has personally championed the development of their sales culture and their value story. He understands the critical importance of his leadership and that business growth depends on selling effectively,” adds Lewis.

If you ask Leigh-Ann Clarke what’s the most important thing that she is doing at 360 Leads to support her sales culture, her answer is very clear: “stay on message.”

Tania Morano is director of corporate strategy at 5th business, an integrated sales and marketing organization. This follows her progressive career at major Canadian advertising agencies in planning, strategy and client service roles.

DMN.ca ❰

WorkForce management

// 4

Contact centres as WF M data hubs How insights gleaned in the contact centre can impact the entire organization

C

By Fahad Muhammad

ontact centres connect companies with clients, but buried beneath phone calls and email messages is a massive collection of data.

This data is extracted through interactions with both customers and prospective clients. Not only is this data helpful when working with existing clients, it can also be turned into actionable data that can be processed and analyzed.

Extracting contact centre data Data is gathered through email, social media and various business applications used by contact centres.

This data is valuable and can be further analyzed with the end goal being a thorough target market â?ą DMN.ca

understanding. One example of how contact centre data can be analyzed and processed is by looking at how long customer service agents keep clients (both current and prospective) on the phone.

The idea behind analyzing call length data is to find a sweet spot. While cutting down on conversations is no longer the goal for most contact centres, finding the right length of time is. There is an average time that customers want to be kept on the phone, and this varies from business to business.

By looking at the average length of a client phone call, contact centre analysts can determine whether or not calls are too long or too short. Analyzing and applying this data properly can cut back on client dissatisfaction and help build longer lasting client relationships.

Speech analytics and big data Telax collects a vast amount of big data for clients.

Based on that raw data, wait times and handle times can be determined. Further, this data can provide companies with information about why customers are calling, customer preferences, customer behaviour predictions, the opportunity to identify and uncover new products and services based on call interactions, and various other details that result in a well-rounded experience for both clients and companies.

Not only can a company collect information during calls and use that data to determine whether or not a call is long enough, but companies can also increase employee efficiency by learning how and when to cut back on call time. Based on this data, employee training can be more cost-effective and issue 2 2016

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WorkForce management

“D

ata that includes recordings, transcripts and other information can also help identify opportunities to

cut down on interaction handle time.” targeted. Numerous options are available to improve caller wait times including scripting tools and agent evaluations.

Larry Brown, Telax’s manager of product development, defines call metrics (and the opportunities this data provides) as, “...an important metric that accomplishes two tasks. The first is to help a contact centre manager define what the ideal interaction/ handling time is. The second is to allow comparisons in order to benchmark a set by other criteria.”

Data that includes recordings, transcripts and other information can also help identify opportunities to cut down on interaction handle time. Another method of reducing wait times is introducing self service options within an IVR... queue call volumes are reduced allowing for shorter wait times.”

Contact centre data can also be used to increase sales.

Increasing sales by analyzing contact centre data Social media platforms provide an excellent example of how companies could be increasing sales through data collection. Platforms like Twitter and Facebook are the preferred means of communication for Gen Y, yet six out of 10 contact centres do not have any social media presence.

Aside from the fact that Gen Y clients will automatically look for a social presence, companies that

“A

do not use social media as a means of communication are missing out on an abundance of data.

Some of the data that can be extracted from social media include: ❯❯ Best time of day to reach out to clients; ❯❯ Age, location and interests of prospective clients; ❯❯ How client issues are handled by contact centre staff; ❯❯ Speed of contact centre responsiveness; and ❯❯ Understanding what customers want and expect.

That information is far too vital to pass up. It’s also information that can help companies re-target products and services with precision resulting in increased sales. Social media is just one aspect of how data can be analyzed and used to increase sales.

Others include contact centre phone recordings,

fter gathering data based on client wait times, we were able to better understand why some clinics are

performing at higher rates than others.”

responses to email templates and a closer focus on all customer relations.

Data gathered through these means can also reduce the amount of time companies spend on resolving contact centre issues. Los Angeles County is a great example of how big data analysis gathered during client interactions can reduce costs while also building a better customer experience.

Los Angeles County Fair Association Facilities Services Manager Richard Rodriguez found that “after gathering data based on client wait times, we were able to better understand why some clinics are performing at higher rates than others. The data that Telax has provided also gave us the information we needed to manage staff that was under performing— solely based on numbers.”

In the case of Los Angeles County, the data collected by Telax not only cut back on client wait times but also gave the county the information needed to eliminate staff that was costing the county time and money—a big savings for the county.

Contact centre data can be collected, analyzed and applied to any government or industry with the end result being better customer relationships, cost effectiveness and improved internal perspective. Not using contact centre data (or not understanding how to collect and analyze this data) wastes time, money and the opportunity to understand clients better.

Raw data is an essential part of customer relationships, employee retention, and evaluation and bringing company customer service to the forefront of thought leadership.

Fahad Muhammad is director, marketing and brand strategy for Telax. The cloud contact centre solution company helps service providers expand product offerings, enhance their competitive edge and create powerful and lasting relationships with current and future customers.

Issue 2 2016

DMN.ca ❰

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NEWS

WorkForce management Canadian workers face office reality: Most productive place to work also contributing to stress, burnout Thirty per cent of Canadian managers work 11 hours or more per day Almost 70% of Canadian office workers and managers report working more than 40 hours a week, and the majority consider the office the most productive place to get work done. But employers need to take action to ensure it remains an inspiring, motivating environment. This, according to the second annual Workplace Index conducted by Staples Business Advantage, the business-tobusiness division of Staples, Inc. Forty-three per cent of Canadians say they’re working longer hours simply to catch up on work they couldn’t tackle during an eight-hour day, with 22% working 11 hours or more per day. That workload is taking a toll. Consider: ❯❯ 68% of Canadians say their workplace has contributed to stress; ❯❯ More than one-quarter of Canadians (27%) cite the volume of their work as the number one stressor in their workplace; and ❯❯ One in five Canadian respondents (19%) has taken a workplace stressrelated leave of absence.

help improve health and fitness.

Additionally, employees want their kitchen, lounge, café or breakroom to be well stocked. The survey found that Canadian managers and office workers believe successful breakrooms lead to happier and more productive employees, as well as a more social environment and less stress.

“The Staples Business Advantage Workplace Index provides an important look at the state of the workplace and what Canadians want and need from their employers,” said Michael Zahra, president, Staples Business Advantage Canada.

“Based on the results, it is evident that Canadian employees are working long hours just to keep up with their volume of work. It is the responsibility of employers to therefore provide an inclusive, welcoming environment that boosts employee productivity, increases happiness and positively impacts the bottom line.”

The Staples Business Advantage Workplace Index is a comprehensive study involving office workers and business decision makers in Canada to help companies meet their recruitment, retention and engagement goals. This year’s study was created in conjunction with Jacob Morgan, best-selling author of The Future of Work, Futurist, and co-founder of the Future of Work Community, a brand council of the world’s most forward thinking organizations who explore the future of work.

“This study shows that there is a tremendous opportunity for organizations to focus on and design employee experiences where employees truly want to show up,” said Morgan. “Offering employees health and wellness programs, well-designed office environments and up-to-date modern technologies are all a part of that employee experience. This is crucial to be able to attract and retain top talent.”

Despite an increasing number of employees opting for telecommuting and on-demand workspaces, 75% of Canadian respondents consider the office the most productive place to get work done. Thirty-seven per cent say it’s the most inspiring place to work as well, more than any other location. But as workers spend more time in the office, the onus falls on employers to keep their employees healthy, productive and inspired.

Design with purpose to ensure employees are in an environment that works for them There’s still work to be done when it comes to office design, as the majority of survey respondents describe their office as standard, plain and dull. Canadian managers are the most likely to rate their offices as inspiring (23%) or energetic (20%) as compared to other respondents. When asked what design features they would like to see in their work spaces, Canadians cited natural light, private spaces, ergonomic furniture and flexible furniture for multiple uses as the most desired elements.

Offer wellness programs and well-stocked breakrooms Sixty-six per cent of Canadian respondents say the availability of a wellness program is a selling point when looking for a new job, but 55% say their workplace doesn’t offer one. In a wellness program, Canadians report they’re looking for fresh foods, ergonomic furniture, on-site gyms and other perks that

Break down productivity barriers so workers can get more done during the workday Seventy-one per cent of Canadian respondents say their employers do not give them access to the latest technology to help them do their job more efficiently.

Workplace distractions also impact productivity, with top responses being loud co-workers, people coming to talk and email overload. Sixty-five per cent of Canadian office workers cited loud co-workers as an office distraction, more than any other surveyed group.

The key to happiness Canadian respondents ranked increased salary, improving morale and being recognized for their accomplishments as the best ways for employers to improve their happiness at work. Canadians also stated that feeling heard, being given opportunities for professional development and providing more flexibility are important to workplace happiness.

Canadians at work In most cases, findings for the U.S. and Canada were similar; however there were a few notable differences. A higher percentage of Canadians would like to telecommute due to weather than U.S. respondents (40% versus 32%, respectively). There is also a greater percentage of business decision makers in Canada who prefer working with 22-33 year-olds when compared to their U.S. counterparts (36% versus 28%).

Canadian respondents also: ❯❯ Believe their direct boss is less of a motivating factor (14% overall) to do their best at work than U.S. employees (18%). ❯❯ Are less inspired by different styles of working locations than U.S. workers (28% versus 33%). ❯❯ Identified career progression as a leading contributor to loyalty for their current employer more than U.S. respondents (23% versus 19%). ❯❯ Burnout less because of personal pressure on themselves to perform (29% versus 37% in the U.S.)

Canadian decision makers also cited email overload as impacting their productivity more than any other respondent group, work more hours than any other respondent group (30% work 11 hours or more per day) and would be more inspired by having more autonomy at work than their U.S. counterparts.

❱ DMN.ca

issue 2 2016

Canadian leaders not prepared for disruption: Organizational design needs to be the top priority, Deloitte report

NEWS

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WorkForce management

Over half of Canadian leaders don’t feel they are equipped to address today’s human capital challenges Canadian business leaders recognize that the structure of the workplace needs to be redesigned in order to address four powerful forces that are driving unstoppable change in business: demographic upheavals, the rise of digital technology, rapid innovation in business models and the evolving relationship between employers and employees. Yet Deloitte’s report, Human Capital Trends 2016: Out of sync?, shows that just 48% of Canadian respondents feel their organization is capable of addressing the challenges of organizational design.

“Globally, it is time for a new organizational design that responds to both the pace of disruption and changing expectations of employees,” said Heather Stockton, partner and national human capital leader at Deloitte. “But organizational design isn’t only an HR issue. The entire organization must embrace the need to sense and respond to market shifts by taking action now if they’re to successfully attract and retain talent to keep up with their peers worldwide.”

Delaying change leaves organizations open to disruption and intense competition. According to Deloitte, organizations need to rethink their talent models, treat employees as customers and leverage newer digital talent experiences to sharpen their competitive edge. By taking these steps, organizations will improve engagement, strengthen culture and develop the leaders they need.

A concerning and persistent perception gap may also explain the difficulty Canadian organizations are experiencing causing tradition to prevail and change to be slow. Deloitte’s research indicates that Canadian leaders and employees too often see HR issues in vastly different ways. For example, 54% of executive respondents believe their organizations are equipped to deal with engagement issues, yet only 37% of non-executive respondents agree. This perception gap is widespread, impacting all facets of HR, including culture and leadership.

“Leadership and employee respondents consistently demonstrate quite different views around human capital trends and their organization’s capabilities,” said Jeff Moir, partner and Toronto human capital leader. “With increased understanding of the competition and technology disruption combined with a sense of urgency, Canadian leaders will be better able to identify these perception gaps, and compete.”

Deloitte’s 2016 human capital trends survey explores the leading talent challenges facing organizations today, and companies’ capacity to deal with these challenges. Business and HR leaders from 130 countries were surveyed.

This report, on Canadian trends, is based on the responses of 196 Canadian leaders that took part in the global survey.

Top four challenges facing Canadian leaders, identified in Deloitte’s 2016 Human Capital Trends survey: 1. Engagement: Harder than ever?

Canadian respondents identified engagement as the most important issue (91%) and yet respondents feel it is increasingly difficult. Fifty-eight per cent say their organization isn’t ready to deal with engagement issues, compared to 50% last year. Engagement powers an organization’s success and helps leaders anticipate future workplace issues, gain insight into customer service and gauge employees’ support for change.

2. Culture: Do we expect too much?

Culture is among the most important priorities for Canadians (90%) and viewed as a strong competitive advantage for companies. Yet with a diverse workforce comes many different cultures. The C-suite and HR leaders must develop a strategy to communicate their vision to a diverse workforce and regularly check in with employees to ensure it is taking hold.

3. Leadership awakened… or not?

Leadership remains a top three major concern for Canadians. Ninety per cent of respondents feel that leadership needs to improve in order to produce leaders that can keep up with the current pace of change. However, respondents say their organizations’ ability to develop leaders is in sharp decline, with only 40% of respondents feeling their organizations are prepared to tackle leadership challenges, down 27% from last year. Investments are needed in leadership programs that meet the organization’s long term objectives, and focus on developing the “hard skills” of leadership.

4. Designing our organizations: An overlooked opportunity?

Only 48% of Canadian respondents feel their organization is capable of addressing the challenges of organizational design. Many Canadian companies are trying to figure out how to design themselves to use their people’s talents and skills more efficiently, but they struggle when it comes to actually changing the design and the work itself.

The full report and additional resources related to these findings are available at: www.deloitte.ca/hctrends

Ontario Centre for Workforce Innovation appoints executive director The Ontario Centre for Workforce Innovation (OCWI) is pleased to announce the appointment of Dr. Trina Foster to the position of executive director. Dr. Foster will lead OCWI and its consortium of partners to create a leading-edge centre of research and innovation excellence that will help build a skilled, resilient and productive Ontario workforce.

Dr. Foster brings over a decade of experience as a leader in the creation, management and translation of research across a wide range of areas. Most recently Dr. Foster was director, research & global academy at the Canadian Institute for Advanced Research (CIFAR) where she provided support to international research networks as well as led the strategic development and operationalization of CIFAR’s activities to support tomorrow’s research leaders.

“It was an exhaustive search and very competitive process to find a candidate with the knowledge and skills needed to enable the Centre to achieve its mandate,” says Wendy Cukier, chair, steering committee, Ontario

Issue 2 2016

Centre for Workforce Innovation. “The hiring committee was very impressed with Dr. Foster’s breadth of experience in research-based leadership, operations management and stakeholder engagement.”

OCWI was launched in February 2016 with funding by the Ontario Ministry of Advanced Education and Skills Development. The Steering Committee has been working hard to move forward initial activities that are important to ensuring a successful first year for the Centre—including laying the ground work for the four provincial hubs, launching a first call for proposals, and extensive stakeholder engagement.

“A key focus for me initially will be finalizing the operational side of things and getting a strong team in place that will build on these important first steps,” says Dr. Foster. “Equally important will be continued engagement with stakeholders across Ontario’s workforce development system. Understanding their issues and priorities will play a critical role in ensuring the Centre’s relevance and effectiveness for Ontario.”

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Resource Directory LIST SERVICES

Mailing Services

Email Marketing Service TARGET, ENGAGE & BUILD YOUR CUSTOMER BASE From simple to complex, we’ll handle your email campaign from start to finish – delivering professional quality and results every time. Scott’s Email Marketing Service will help you: TARGET INFLUENTIAL AUDIENCES

DESIGN ENGAGING EMAILS

SEND CASL & CAN-SPAM COMPLIANT EMAIL MESSAGES

MEASURE CAMPAIGN RESULTS

1-877-517-6864

dĂƉ ŝŶ ƚŽ /ŶĐƌĞĂƐĞĚ ZĞƐƉŽŶƐĞƐ͊

lists@scottsdirectories.com ScottsDirectories.com

ŽŶ͛ƚ ũƵƐƚ ƚŚŝŶŬ ĚŝŐŝƚĂů Žƌ ƉŚLJƐŝĐĂů͕ ĚŽŶ͛ƚ ŝŐŶŽƌĞ ƐŽĐŝĂů ũƵƐƚ ďĞĐĂƵƐĞ LJŽƵ͛ǀĞ ĂůǁĂLJƐ ĚŽŶĞ ŵĂŝů͘ 'Ğƚ ƚŚĞ ďĞƐƚ ŽĨ ďŽƚŚ ǁŽƌůĚƐ ĂŶĚ ŝŶƚĞŐƌĂƚĞ LJŽƵƌ ĐĂŵƉĂŝŐŶƐ ƵƐŝŶŐ tŽŽĚ Θ ƐƐŽĐŝĂƚĞƐ͛ ϯ ŝŵĞŶƐŝŽŶĂů DĂƌŬĞƚŝŶŐ ;ϯ DͿ ƐLJƐƚĞŵƐ ĂŶĚ ďŽŽƐƚ LJŽƵƌ ƌĞƐƉŽŶƐĞ ƌĂƚĞƐ ϯͲϰ ƚŝŵĞƐ͊ dĂƉ ŝŶ ƚŽ ĂŶ ŝŶĐƌĞĂƐĞĚ ĨůŽǁ ŽĨ ƌĞƐƉŽŶƐĞ ǁŝƚŚ ϯ D͘

Ref: SMSL15

CONVERT LEADS INTO CUSTOMERS

Mass Direct/Unaddressed

Direct Marketing represents all areas of the DM industry: from small businesses to Canadian Business 1000 companies. No matter what our reader's size, resources or strategies, each and every organization we reach is driven by data, powered by orders and striving for loyal customers.

To advertise in Direct Marketing Resource Directory

ϰϭϲ͘Ϯϵϯ͘Ϯϱϭϭ ĐůŝĞŶƚƐĞƌǀŝĐĞƐΛǁŽŽĚͲĂŶĚͲĂƐƐŽĐŝĂƚĞƐ͘ĐŽŵ ǁǁǁ͘ǁŽŽĚͲĂŶĚͲĂƐƐŽĐŝĂƚĞƐ͘ĐŽŵ

PLASTIC CARDS

High quality offset PLASTIC CARDS, manufactured in Canada . Runs from 250 to 1,000,000 . Magnetic stripes, card encoding . Bar codes, smart cards . Card personalization . Fast turnaround times

Contact: Mark Henry, mark@dmn.ca

MAILING EQUIPMENT

www.cdnprintplastic.com Tel: (416) 240.7775 1.877.236.7746 Fax: (416) 241.0825 91 Kelfield St. #6, Toronto, ON M9W 5A3 sales@cdnprintplastic.com

Authorized resellers for:

. Zebra Card, Datacard, Fargo,

Evolis card printers

. Photo ID cards and systems

Unaddressed Delivery

adm_dm_4c.pdf 1 5/24/2013 4:35:39 PM

Mail Processing Solutions »

Inserting systems, feeders and folders

»

JETVision® integrity/control systems

Learn more:

»

Duplo finishing solutions

»

Inkjet systems, tabbers and pressure sealers

[Sales] Wayne Quesnelle 1.800.889.6245 x2021 Wayne.Quesnelle@bhemail.com

»

Parts, mailing and mailroom supplies

[Service] Charlotte Johnston 1.800.889.6245 x2012 Charlotte.Johnston@bhemail.com

bellhowell.ca © 2014 Bell and Howell Canada Ltd. All rights reserved.

to advertise in

Direct Marketing Resource Directory Contact Mark Henry, mark@dmn.ca

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?

Sign up NOW for a free subscription to Direct Marketing magazine.

Visit our website at www.dmn.ca and learn more about the magazine 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.