Direct Marketing magazine August 2014

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There’s no place like home: the evolution of the home page

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The new reality: enhancing email programs with direct mail

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Financial Services Marketing Supplement

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The Authority on Data-Driven Engagement & Operations

There is more going on than just change

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Jeff Bisset of Cleanlist.ca talks about the state of the Canadian list industry

Presented by

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Vol. 27 • No. 8 • August 2014

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Special report: the evolution of the home page Vol. 27 | No. 8 | August 2014 EDITOR Amy Bostock - amy@dmn.ca PRESIDENT Steve Lloyd - steve@dmn.ca DESIGN / PRODUCTION Jennifer O'Neill - jennifer@dmn.ca Advertising Sales Mark Henry - mark@dmn.ca Brent White - brent@dmn.ca CONTRIBUTING WRITERS Jeff Bisset Mary Cochrane Martin Millican Andy Sampogna Jonathan Schloo

Steve Slaunwhite Rob Stocks Steven Tulman David Wallace Dave Ward

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Targeting & Acquisition ❯❯6

Big challenges, big opportunities CASL and Canada’s list industry

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Unifying digital media How to earn a proven ROI from traditional and digital marketing

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Cover story: There is more going on than just change

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The new reality Using direct mail to enhance your email programs in the CASL era

Engagement & Analytics ❯❯12

The role of data in targeted mailings

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Canada Post Canadian Publications Mail Sales Product Agreement No. 40050803

revolution” changed how we view and use CRM?

Operations & Logistics ❯❯14

Lists in the age of CASL Why aligning your permission management strategy with email messaging technology is key to CASL compliance

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Is your bank listening to you?

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PayPal brand campaign puts people back in charge of their money

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Environics Analytics’ financial database not just for bankers anymore Catherine Pearson on WealthScapes 2014

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Let’s get personal Improving customer experience with digital marketing

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How mobile CRM will change my life ❯❯4 What is it and how has the “mobile Cloud bound

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Industry news DMN.ca ❰

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special Report

There’s no place like home The evolution of the most innovative home pages can be viewed through the lens of three interrelated disciplines: design, marketing, and technology.

By Rob Stocks

I

n 1747 a British naval surgeon by the name of James Lind set sail aboard the HMS Salisbury to the Bay of Biscay off of the coast of France. It was on this voyage that Lind developed a tool that altered the course of science. And marketing. For anyone in the marketing business, for anyone who is employing a strategy to improve their website traffic, for anyone who wants higher conversion rates, it all started here. You could say the evolution of the home page started with Lind as well.

In Lind’s time, and for previous generations, sailors on long-distance sea voyages we plagued with scurvy and many died. According to Lind, British sailors suffered more fatalities from scurvy than from battles with the French and Spanish.

For hundreds of years it was known in small pockets of the world that citrus fruits had an effect upon scurvy – it was simply not well known.

Lind was not the first to make this observation, but he was the first to test the theory in a systematic experiment.

He is acknowledged to be the first to conduct a clinical trial – or an A/B test in marketing vernacular (also called split testing).

Since the development of the first transactional website, marketers have been driven to increase the engagement of site visitors and elevate conversion rates. The home page, the most visible of the website, has been the page that has undergone the greatest experimentation and the greatest change.

The evolution of the most innovative home pages can be viewed through the lens of three interrelated disciplines: design, marketing, and technology. In this article we examine three of the latest trends in each of these disciplines – trends for which the DNA can be traced back to a British surgeon 267 years ago.

Design Mobile responsive If there is one tidal wave in home-page ❱ DMN.ca

design it is its adaptation to the multiscreen universe. 2014 was the year in which the number of mobile internet users exceeded the number of desktop users.

While the migration to responsive has been impressive, many business websites still function without a mobile-optimized website. When Morgan Stanley issued its report in 2010 predicting this quantum shift, there was a great deal of debate regarding the best model for which to operate in a multi-screen universe: adaptive or responsive. Adaptive promised faster load time, but required different manager for each different sized screen; its drawback was a heavier administrative burden.

Responsive detected the size of the screen and served up the correct template from a single manager; its drawback was a slower load time and less focused information.

That debate is largely over – responsive has won.

There are a myriad of reasons for migrating your website to responsive if it isn’t already. Among them: SEO: Google rewards search on mobile devices for websites that are mobile responsive. So if I’m looking on my smart phone for a brand of cat food, the store that is optimized for mobile will rank higher than the store with only a desktop version of their website, all other things being equal.

UX: A 2013 study by Vibes Mobile Marketing show that 89 percent of mobile users want a customized experience. If you’re not on the responsive boat then you are increasingly being left out of the conversation.

Digital Wallet: A 2013 study by Carisle & Gallagher found that 50 percent of current smartphone owners will use their mobile wallet for daily transactions by 2016. Again, are you in this loop, or out of it?

On one level Appification refers to the influence of mobile Apps on the development of websites. This expression can be seen most plainly in how both Apple’s desktop OS and Microsoft Windows user interface has become more App-like over the past two years.

A more subtle and useful definition, however, is to look at how websites and Apps differ in use – and how that functionality is beginning to merge.

Since their birth seven years ago with the first iPhone, Apps have been designed to serve a single function.

Think of the calculator, map, or weather App on your smart phone.

The other characteristic of Apps is that it is a dialogue of information.

In your map App, for example, you query a location and the App serves it up. Historically websites have been a monologue for information, meaning a visitor to your site typically gets information, but does has little interaction with it aside from a form or query for more information.

But with Appification this is all changing. For example, with one of our clients, RCPets.com (an online distributor of pet supplies), we have built a sophisticated store locator into their mobile responsive website.

So whether you are browsing their website with a laptop or a smartphone, it can geo-locate where you are and the website will serve up the nearest retailer that stocks their goods. So, an

interactive, two-way exchange.

If you understand this principle, there are an unlimited number of ways you can create a more powerful relationship with your site visitors who land on your home page.

Cards as a design template Websites such as Etsy and Pinterest are exemplar of a movement that is radically affecting the design architecture of home pages: cards or tiles.

Cards can be described as elements of information contained on discrete rectangular blocks. These design templates are ideal for transmission of information on mobile screens.

Cards are infinitely flexible in terms of their delivery of information. Physical cards have been around for centuries (business cards, trading cards, playing cards), and have now been adapted for the web.

Facebook’s single-page newsfeed is an amalgamation of numerous cards.

Twitter has moved to cards and, of course, Microsoft’s entire new Windows 8 platform is based upon cards.

From a design perspective this can allow for a unification of the look and feel of your home page and website across all mediums (smartphone, tablet, laptop, desktop) which leads to a more powerful an consistent user experience. It will also enable quicker turnaround times in terms of development as there will be less necessity to reimagine the design

The appification of the web A trendy, relatively new term, in the web universe, you’ll hear a lot more about Appification going forward.

AUGUST 2014

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special Report

for each screen width – which in real terms will translate to cost savings.

Marketing Omni channel and storytelling The advent of a fragmented omnichannel digital landscape has presented many challenges to marketers and designers alike. But those who are willing to think deeply about how their brand and story can be manifested in each avenue can reap the rewards of greater customer loyalty and higher conversion rates.

The trick is to understand the strength for each channel and how what part of your story is best suited to that medium.

For example, if you’re a retailer, understand that the principal reason someone will search for you on their smartphone is to find hours and location. They may also be doing product research or comparing prices while in-store. The question then becomes, how do convey your “story” during each of these activities. Do you have free WIFI in-store to encourage price comparison? Do you have an intermediate landing page where you capture customer information before accessing WIFI? Evolution of content marketing The days of keyword-stuffing in to your website are long passed.

Google’s search algorithm is widely acknowledged to have a bias toward real content, not content that is trying to game the their spiders. If you want to drive visitors to your home page, fresh and original content is a great place to start.

A recent study by Kapost (http:// marketeer.kapost.com/wp-content/ uploads/2012/06/ContentMarketing-Kapost-Eloqua-eBook.pdf) has demonstrated that content creates three times the leads of paid search and costs 31 percent less. And over time the cost for content diminishes as AUGUST 2014

it remains active in comparison to paid search for which there are no returns once your budget is spent.

Another important consideration with content marketing is Google Authorship. Google started this author verification program shortly after launching Google+ in 2011. Once registered with Google (http://blog. kissmetrics.com/google-authorship/), your photo and a short bio will appear next to your indexed articles. There is some debate about the efficacy of this program, but one study

by Catalyst Research Marketing showed that having this snippet next to your article citation can lead to an increase in clicks of 150%.

Another channel for content marketing is sponsored content, which resides in the spectrum between advertising and editorial.

Google recognizes content in editorial sources as having more validity than the same content on the sponsoring company’s website. By placing subject-areaexpert content on editorial pages, sponsoring companies are able to get high rankings in organic search.

currently 9 billion connected devices at present. By 2020 that number is expected to grow to more than 24 billion.

The phrase The Internet of Things refers to all of these connected devices (the current 8 billion mobile phones will grow to 12 billion in 2020). At the moment we think of connectivity in terms of smart phones, but in the very near future your home page (website) will have to take into consideration Google Glass and Apple’s soon to be released i-Watch. These devices will need a new design architecture and will present new marketing channels for your products and services.

The same GSMA study predicts that there will be tremendous opportunities for software and mobile-mediated hardware in verticals such as: consumer electronics ($445 billion), automotive ($202 billion), healthcare ($69 billion) and utilities ($32 billion).

Not only will these new opportunities bend the shape of how

will your home page and website take advantage of these?

Data driven design In this new era of big data we are sometimes subservient to the volume of information we collect. But it is wise to understand that quantitative data (numerical information that describes the who, what and where) alone is pretty useless unless it is paired with qualitative data (the why and the how derived from user observation, testing and surveys).

Take for example raw data from Google Analytics about a high bounce rate from a certain page on your website. On the surface that may seem bad, but when we learn that the page in question is intended to direct the visitor to a vendor, then the high bounce rate actually is positive.

We have enormous resources available to us in terms of data and analytics software. It is A/B testing on steroids and I’m sure Dr. James Lind would marvel at how far his

innovation of the clinical test has evolved. The most important strategy to remember – no matter what new trend you decide on in pursuit of a better home page – is to test for data and then contextualize with observation. You won’t discover a cure for scurvy, but may design a better home page.

Technology The Internet of Things – Google Glass, i-watch, wearable technology According to the GSMA (Group Speciale Mobile Association) there are

the home page will look, the interface will as well. We are currently well past point-and-click and into the swipe era.

Vision tracking and voice will soon be common command inputs – how

Rob Stocks is the founder and president of ideaLEVER Solutions, a BC-based web and e-commerce development company that serves clients across North America. For nearly 20 years, ideaLEVER has built partnerships with entrepreneurial organizations to grow their revenue with powerful and innovative online solutions.

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Targeting & Acquisition

Big challenges, big opportunities CASL and Canada’s business list industry

By Steve Slaunwhite

Y

ou’re a marketer, not a spammer. You want to continue to reach your target market via email, but – through no fault of your own – CASL issues have decimated your lists and made building, or rebuilding, a new email marketing infrastructure a costly, time-consuming headache.

What do you do?

Look no further than your old friends, the business list companies.

They don’t like spam either. In fact, many of Canada’s major players in the list business have long been committed to ethical, permissionbased email marketing and follow the best practices diligently.

And yet, even the best of these companies have had to make major changes to comply with Canada’s tough new anti-spam legislation.

They’ve had to overhaul databases, systems, practices and, in some cases, even their fundamental thinking in how email marketing should work.

But the effort has paid off. And that’s good news for marketers.

Especially those who rely on email for lead-generation, traffic building, prospecting and just plain ol’ connecting with new prospects and customers.

By partnering with a reputable business list company that has done the heavy-lifting to become fully CASL-compliant, businesses and their marketers can continue to reach their target markets – safely and costeffectively – via email.

Assuming, of course, they select the right business list company.

The bare-bones basics of CASL For those who need a quick primer, CASL is the Canadian Anti-Spam Legislation that came into force July 1st. It covers not only email but also texts, social media direct messages and any other type of electronic message that “encourages participation in commercial activity, ❱ DMN.ca

regardless of whether there is an expectation of profit.”

You can learn more at the Government of Canada’s CASL information site here: www.

FightSpam.gc.ca The biggest shift in the law is the focus on consent. With a few exceptions, you have to have the consent of the recipient in order to send that person an email. The CASL legislation describes two types of consent – expressed and implied – and neither are as easy to determine as they may at first seem. Do you have expressed consent because a subscriber opted in to receive your email alerts years ago? Only under certain conditions. Do you have implied consent when people give you their business cards while visiting your trade show booth? Again, only under certain conditions.

No guessing is allowed. You’ve got to know.

And even when you are confident that consent (implied or expressed) exists, you’ve got to be prepared to prove it. “That means,” says Randall Craig, an online marketing expert and CEO of 108 Ideaspace, “you need to have a system to document consent and track the relationship.” So the mental PostIt® note that every marketer should have stuck to their cerebrum these days is: Do I have consent? Can I prove it? If not, I can’t send it.

In fact, emailing may not be the best word to use anymore. CASL-compliant emailing is now the more appropriate moniker.

CASL also dictates how emails need to be structured. The FROM field must clearly identify the sender, or the person on whose behalf the email is being sent, with no trickery. There needs to be adequate sender contact information that is valid for 60 days after the email is sent. And, of course, the old rule of having an obvious, functional unsubscribe mechanism still applies.

Big, scary fines These structural requirements may seem simple. But what if there’s a technical glitch and the unsubscribe link doesn’t work? Or the sender leaves your company within 60 days of an email campaign? CASL basically says, “That’s your problem.”

And most marketers have already heard about the big, scary fines for non-compliance. Individuals can face penalties of up to $1 million dollars.

For businesses that amount is much higher. (But don’t worry. The most your company can get hit with is a $10 million fine. Per violation.) Beginning 2017, you can also be sued by someone who receives your emails and claims they didn’t give you consent.

Of course, the government isn’t completely insensitive to the plight of marketers. There are several exceptions to CASL rules as well as an arguably generous transition period.

You can learn more at the website noted earlier.

It is because of these hoops that marketers are now having to perform somersaults just to go through them.

Even more interesting is the increased importance the reputable business list companies have today over the past few years.

The CASL compliance marathon Vesna Moore, Director of Circulation for Business Information Group, manages a subscriber database of more than 750,000 subscribers representing dozens of industries and business sectors. “We’ve always been good corporate citizens when it came to the best practices of email marketing. We always send relevant information.

We respect unsubscribe requests. We almost never get complaints.”

For Moore and her team, CASL was a pain but also an opportunity. They spent untold hours consulting with lawyers to understand the legislation and invested even more time in making the necessary changes to ensure compliance. “There

was a lot of redesign and programming work done on the back end,” says Moore. They also conducted staff training so that everyone is up-to-speed on the new standards.

However, Moore didn’t settle for mere compliance. She took the opportunity to up her company’s email marketing game in many areas. “Since we were overhauling things anyway, we decided to make several improvements, both internally and from a customer experience standpoint.” As a result, they’re not just rock-solid when it comes to CASL-compliance, they’re also better at what they do overall.

Her recommendation for others taking the same journey? “You need to find the right people; those who really understand your business as well as understand the CASL legislation, from lawyers to programmers and more.”

Selecting the right business list partner So for marketers who want to work with a business list company, what do they need to look for?

Obviously, you must ensure the list company you’re considering is CASL-compliant. That means you need to become familiar with the legislation so you can ask the right questions: ❯❯ How do you document consent? ❯❯ How do you structure your emails? ❯❯ How do you handle unsubscribe requests?

But more than that, you need to check that the business list company you plan to work with – and, in a real way, stake your company’s reputation on – had an attitude of ethical emailing.

How do you find that out? Look at the way they’ve handled email marketing before CASL joined in on the fun. As Moore says, “We’re really not doing anything different. We’ve always respected our subscribers and adhered to the best practices. And will continue to do so.”

AUGUST 2014

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Kicker Targeting & Acquisition

Unifying digital media How to earn a proven ROI from traditional and digital marketing

By Steven Tulman

I

n recent years, digital media has become an increasingly critical issue within the marketing community. Marketers have been quick to adopt the latest media channels, but few have been able to do so in an effective, brand-consistent way. Businesses are struggling to reconcile their traditional marketing strategies with an ever-increasing number of digital media channels.

They throw resources at these new channels without developing a framework for interpreting their results. They fail to develop an efficient, cost-effective approach to digital media – and miss out on lead, sales, and proper brand awareness as a result. Thankfully, if you’re struggling to make sense of digital media, help is at hand. It’s time to develop a unified digital media strategy.

What is a unified media strategy?

At its most basic, a unified media strategy allows businesses to leverage the entire spectrum of modern marketing channels. Tried-and-tested approaches to direct mail, telesales, TV, radio and print are combined with burgeoning channels, like social media, blogging, search, PPC and email.

Many marketers will recognize this concept as integrated marketing – but a unified media strategy builds upon this concept. It ties together disparate digital media channels, and creates consistency across a business’s entire marketing strategy. By working towards a unified media strategy,

it becomes possible to promote a consistent brand identify; develop universal KPIs; and foster meaningful cross-channel consumer engagement.

It allows businesses to make sense of every marketing channel, within the same framework – and earn the greatest return from each.

What are the benefits of a unified media strategy?

1. Promote consistent brand identity With dozens of marketing channels to co-ordinate, it becomes extremely difficult to present a consistent brand identity. Separate marketing strategies, developed and implemented across separate channels, result in businesses broadcasting a confusing and even contradictory message. Digital media becomes a barrier to consumer engagement, instead of a driver – and consumers lose sight of the core brand values of a business.

A unified media strategy allows businesses to co-ordinate their marketing initiatives and pulls them together uniting them to serve one single purpose – your brand identity.

With a consistent marketing message, it becomes possible to facilitate crosschannel interaction, from print media to online landing pages, and from social media to email correspondence.

Consumers interact with your brand in a standardized way, and develop a clear understanding of your values, products and services - regardless of which channels facilitate their engagement.

Highest user adoption

2. Develop universal KPIs Digital media brings with it a brandnew set of metrics, and even more data. Search traffic stats, social media referrals, keyword ranks, Followers, Likes, Shares, open rates and bounce rates make it extremely difficult to develop a concise set of KPIs, applicable to each and every marketing channel.

By building a fully unified approach to digital media, it becomes possible to define a single set of KPIs. Businesses can make sense of their datasets within a single framework, and create equivalency between different digital media metrics. Your apples-to-oranges metrics can be translated into a universal set of meaningful KPIs – engagement, lead generation and conversion. Businesses avoid wasting their resources in the pursuit of vanity metrics, and focus their efforts on those that provide real value to a business.

3. Identify the true ROI of digital media Armed with your newly-aligned metrics, it becomes possible to identify the channels that offer the greatest ROI. The efficacy of channel-specific strategy can be properly analyzed, and it becomes clear which areas are lacking investment, and which are too expensive.

It might be that, despite a high Open rate, your email marketing isn’t pulling its own weight. Maybe your social media marketing channels are driving disproportionately high levels of traffic, or your PPC campaign has

Lowest cost of ownership

a stellar conversion rate. A unified media strategy allows you to identify the high-performers, and the channels that fall short – making it easy to judge the value of each channel, and redistribute your marketing budget more effectively.

4. Foster meaningful consumer engagement Consistent brand identify, universal KPIs and a proven return on investment result in one thing: meaningful consumer engagement.

Regardless of the channel, consumers can interact with your brand in an effective and productive way. They receive the same brand experience from platform-to-platform, which enables them to properly identify with your brand. It becomes possible to identify the channels that resonate most strongly with your audience – and your business can ensure that of all of its marketing channels are working efficiently and costeffectively.

Reconciliation between traditional and digital media marketing is more important than ever. If your marketing strategy is pulling in different directions, it’s time to develop a unified media framework.

To learn more about unified media strategy, and how to implement it effectively, get in touch with me through email at stulman@ icmconsulting.com, on twitter @steventulman, or connect with me on LinkedIn at ca.linkedin. com/in/stevetulman/

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Cover Story

There is more going on than just change Remember a few years back when business leaders everywhere proclaimed that the only certainty was change itself?

I believe we need to step that prediction up a notch.

By Jeff Bisset

Gary Tannyan

C

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ertainly, a lot has changed. Social, big data and marketing automation, for example are vastly changed from what they were only few years ago. The growth in the importance of these disciplines as they relate to marketing have been exponential; and still today, they show no signs of slowing.

But there’s also a lot that hasn’t changed.

For marketing professionals, things like competitive strategy, market positioning, profitability analysis and ROI measurement, direct marketing techniques and a host of other skills and best practices haven’t changed; or at least significantly. These cornerstones of our profession are as valuable as they always have been.

Now let’s revisit the prediction of a few years back: the only certainty is change itself.

Change implies that we’ll do things differently. If I change how I get to the office in the morning, maybe I’ll take a different route. Or, maybe I’ll drive my motorcycle instead of my car. Or, if we relate this analogy to our profession as marketers, maybe we’ll advertise online instead of in magazines and newspapers? But change isn’t what’s happening.

Instead, we’re adding stuff – lots and lots of stuff – on top of, and in addition to, all the things we did before. Isn’t this the case for you? I’ve been in this business of marketing for 20 years and yet every day I’m learning and doing things in addition to many of things of I’ve had to do all along. We’re doing much more and not just experiencing simple change.

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Cover Story We’re in the midst of a seemingly endless and exponential trend toward taking on more markets, more communication channels, more creative techniques (I’m thinking a lot now about how marketers will radically expand their use of video), more and bigger social networks, expanded competition (which in turn impacts positioning and core business strategy), as well as access to bigger data repositories, more measurement techniques (even in real-time – 24/7), and, well, you get the idea. In fact, you’re living it. The life of the professional marketer sure isn’t getting any easier.

My experience in the past few years, and my prediction for as far forward as I care to think about, isn’t just about the certainty of change. Today we’re in the midst of an explosion of resources, opportunities and challenges that we need to get our heads around in order to maintain our very relevance as marketing professionals. This is no small challenge.

What’s your plan to survive and thrive?

For me and my team at Cleanlist. ca, we do what any good marketing professional would do: segment, segment and then segment some more. By understanding both the commonality and the differences between markets and channels, we attempt to determine the tools and tactics best suited to each unique situation.

Entire books (many of them) are available on how to go about segmenting markets and channels, and deploying different communication technologies and tactics, but to allow me to sight some channel examples from my experience at Cleanlist.ca that may (or may not) surprise you. #1. Direct mail still works Yes, I hear it every day. Isn’t direct mail your mother’s and father’s communication method of choice?

That may be partially true, but lets remember that a large and growing segment of our population are “mature adults” who are very much used to receiving and responding to direct mail (and telesales) offers. Direct mail works, and may even be a growing channel for many marketers, for the following reasons: ❯❯ Ability to escape the clutter (competition in the mailbox is way down) AUGUST 2014

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Ability to make a compelling presentation (touch, feel, interact) Mail is more difficult to ignore Inability to prospect by phone due to the DNCL Inability to prospect by email due to CASL Availability of specialized lists Decline in email effectiveness for prospecting

#2. Email marketing still works It wasn’t long ago that it looked like all direct marketing and communications were going to be email based. After all, email is fast, easy and free. However the downside was the landslide, and soon we experienced email overload.

Between this and CASL (Canada’s infamous new anti-spam ... and some say, anti-business law), email has become less important. But it’s certainly not going away.

At Cleanlist.ca, our clients tell us that email is still very effective for transactional messaging, client retention and communication. And because open and click-through rates are easy to measure, some are segmenting their customer base between those that read the emails and those that don’t. For those that don’t read your email, you can send them a direct mail communication (an excellent use of data and “smart” segmentation).

Almost all of our clients find email ineffective for prospecting. Besides, CASL pretty much eliminates the use of email for anyone except existing customers or consenting prospects.

proven effective for many of our B2B and B2C clients alike. Of course the DNCL requirements limit consumer audiences to half of what they were pre-DNCL, but this channel is still effective and is still the main driver of new business for a surprisingly large number Cleanlist.ca’s clients. #5. The web is at the heart of it all Of course your organization’s web site (and your related content, SEO and SEM strategies) needs to be at the heart of every communication you send. All marketing communications should have at least a sub-goal of driving traffic to your web site and improving online engagement.

As we improve our ability to track online engagement alongside other transactional behaviour within a customer database, multi-channel effectiveness will become easier to measure and understand. For me and many of Cleanlist.ca’s clients, this ability to integrate channel data and create the enviable “360 degree picture” of every customer and prospect will remain a major objective for the foreseeable future.

If you’re anything like me and sometimes feel overwhelmed by all this “change”, it may be helpful to recognize that there’s much more going on than just change. We’re adding layer upon layer upon layer to what was there all along. Nothing is going away, as change would imply. And as such, our lives and our professions continue to become so complex that we need to specialize within our specialty, just to keep up.

We’re used to segmenting markets.

And we’re good at segmenting businesses. Now we need to learn how to segment ourselves.

Jeff Bisset is the founder and president of Interact Direct Marketing, Inc. and Cleanlist. ca, Canada’s largest volume provider of contact data solutions. We help you acquire clean and enhance the contact data you need to improve sales and optimize your business processes. Cleanlist.ca offers more services and more ways to access them than any other provider in Canada. View our full menu of available services here: http://www.cleanlist. ca/solutions/. You can reach Jeff at 1-800454-0223, Extension 180 or by email at jbisset@cleanlist.ca

#3. Customer databases matter more than ever It’s impossible to manage and execute a multi-channel, multi-step marketing communication program without a solid database of customers and prospects complete with clean and current contact information, profiling data (e.g. demographics) and transactional behaviour to use for response and profitability analysis. If you don’t have a good handle on your database, this needs to be among your top priorities as a marketer. #4. Telesales is often the difference between success and failure Email, direct mail and other “soft touches” are important tools to help educate, build brand and create desire within a target market. However, at least some telephone contact is often required to solicit action and close sales. Telesales continues to be DMN.ca ❰

Targeting & Acquisition

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The new reality – using direct mail to enhance your email programs in the CASL era

By Dave Ward

I

t might be an understatement to say that email has become a powerful marketing tool. In the mid-to-late nineties, text-based email was plain and rather boring. But today, email features a robust suite of options to make messages visually pleasing, as well as functionality to expand message content by linking to websites, microsites, contests or relevant articles. Further, these links can feature pURLs (personalized URLs), which are data driven tools that can help you connect insightfully with customers and prospects. Beyond this, we can even monitor results and determine who has opened our emails and what links they have clicked on. This is powerful information.

As you know, email can be used to promote sales, events, industry news, blog content and a myriad of other items. Compared to direct mail, email is very inexpensive as there are no print, mail preparation or postage costs. It is a valuable tool that you would expect to find in every marketer’s arsenal, and those who use it effectively continue to reap the benefits.

However, with the introduction of CASL (Canada’s Anti-Spam Legislation) on July 1, 2014, the stature of email in Canada was forever changed. Today, we can no longer communicate via email unless we have implied or express consent.

This means that, for the most part, we can only communicate with individuals who have provided express consent or with whom we have existing business relationships. Moreover, we should expect to be challenged by authorities should we send promotional emails to anyone falling outside of these groups.

Still, having already demonstrated the tremendous value of email, it only makes sense that we would like to broaden our email lists and communicate with more people to showcase our wares or expertise. Of course, most businesses that use email to communicate news and events have facilities that allow people to sign up for these email deployments. There are also various sites where you can also sign up for further engagement with different brands.

But just how do we get new prospects to sign up now that we can no longer communicate with them via email?

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AUGUST 2014

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Targeting & Acquisition In an “e-world” one would expect options to include online advertising and embedded links within various social media platforms. Will that do the job? Maybe. But, why not take a closer look at direct mail – the very medium that email has often sought to displace?

We have already noted that direct mail can be considerably more expensive than email, but what if the direct mail campaign helps you to effectively broaden your email reach? In that case it could be a very worthwhile investment.

Many people go fishing but not all of them are successful. The same can be said for direct marketing. Some people use it very effectively, but others experience poor results.

There are reasons, but it mostly comes down to fishing in the right waters at the right time with the right bait. So, before we embark on a direct mail campaign to augment our email list, we should take a close look at what we want to say, how are going to say it, who we are going to say it to and, last but not least,

how we are going to motivate people to sign up.

Let’s start by looking at who we want to receive our message. When attempting to establish this target market, I do not think that you can go too far astray by simply looking at your current customers. Who are they? Where are they? These types of questions should help you to develop a valuable profile of prospects that you might target. For an addressed mailing, you might go to a broker to purchase a list of prospects that match your profile, or you might do some web research to gather business name and address data if you wish to target a particular business market.

For Unaddressed campaigns, Canada Post’s Precision Targeter can help you to hone in on specific markets.

Next, take a serious look at how you are going to get peoples’ attention.

We managed the fulfillment on a multi-phase campaign a few years ago that saw a return of $1.00 in ongoing monthly revenue for every $1.47 spent – truly astounding. I might add that the overall cost per piece was $16. Yes, it was expensive, but it also

got a lot of attention and delivered remarkable results. Of course, you can get attention without spending this much money. Some things that can help are special shapes or die cuts, powerful headlines, and exceptional creative and physical presence.

Targeting the right markets and having peoples’ attention are two important first steps, but how can you get them to actually sign up to your email list? Well, sometimes you have to prime the pump. Ask yourself what is the average value in future potential sales for each person that subscribes to your list? Using that as a guide, what can you give in discounts, samples or premiums that might be commensurate with this? Would you invest in a $20 bottle of wine for a new relationship that might provide you $1,000 in ongoing annual revenue? I certainly would.

I would like to finish off on a final important note. Remember that it’s not about you; it’s about the customer.

The real value of dealing with you lies in the benefits you can deliver, and in particular, how you can help solve your customers’ problems. A friend of mine

once said, “Business is a fair exchange of values” and as long this prevails the business relationship stays healthy. Getting a new prospect to sign up to your email list is one thing, but more importantly, you have to demonstrate the ongoing benefits of dealing with you.

Yes, overall, marketing in Canada experienced a significant change now that CASL is a reality, and for those of us that value email as a marketing and/or communications tool, we now have to look to new ways to expand our lists. It might seem odd to use a medium that has been dramatically affected by email to further develop your email database. However, email remains a very powerful and cost-effective marketing and communications tool and intelligent investments in ways to continually build your valued email list can only enhance your bottom line. Direct mail might just be the answer.

Dave Ward is President of Highland Marketing and is a strong proponent of multi-channel direct marketing and campaigns that are tastefully different, stand out and get noticed.

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AUGUST 2014

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Engagement & Analytics

The role of data in targeting mailings Having good data practices in play is a recipe for list success

By Mary Cochrane

I

n my four years of being a direct mail advisor at Canada Post, the question I get asked the most by marketers is ‘how should I expect my mailing to respond’. As someone who spent years using mail to drive new acquisition for a large Canadian telco, it’s a very fair and necessary question. The challenge is that the answer isn’t so cut and dry. We often say ‘it depends’. Response rate will vary based on a number of criteria including your creative, your offer, time of year, competitive landscape, other media supporting you campaign and most importantly your data.

The marketing landscape has changed dramatically over the past few years and by no means is it easy to be a marketer managing the ever-changing proliferation of channels. Marketers are less focused on mass mediums and more on 1:1 which means consumer data is playing adm_dm_4c.pdf 1 5/24/2013 4:35:39 PM an increasingly vital role in shaping

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our communication options. It also means increased pressure to produce a compelling and successful ROI. As advisors, what we hear time and time again from marketers is ‘how do I realize the lift on the ROI because I’ve done all that I can?’ The answer goes back to reviewing the ingredients of your campaign and the recipe is simple - your data.

That being said, compiling data can be challenging; most prospecting lists come via the phone directory but with the rise of mobile phones and reduction in landlines, that source is shrinking. List fatigue is also a concern for marketers and so they are always on the lookout for new list sources.

Clean data is valuable data When it comes to data, good hygiene is a step that many marketers fail to consider. The quality of your data and the accuracy of your addresses affect your ability to communicate

with customers and prospects which significantly impacts your ROI. Often there is an assumption that whoever is providing you with your list, be it sales, an event team, or campaign manager, have done the due diligence to ensure it’s accurate. Marketers need to take into consideration that millions of people and businesses move each year and even your best customers can forget to let you know they’ve moved.

A few things to practice when it comes to good data hygiene: ❯❯ Standardize your address format: Make sure that every address in your mailing list database follows the same format. A consistent and correct format will help ensure better results from the rest of the data cleansings steps. ❯❯ Eliminate any duplicates: Names and addresses can sometimes be entered in your database more than once, and you may have duplicate records when you use several list in one campaign. Merge all your lists and purge duplicates to save you the cost of sending to the same address multiple times. ❯❯ Correct and validate your addresses: You’ll reduce undeliverable mail when you clean your lists using Canada Posts Data Management Services solution. ❯❯ Update addresses for people who have moved: Update your mailing list with the National Change of Address data to get the new address for your existing customers who have moved. 75% of Canadians use this Canada Post service. It can also identify any deceased customers on your list. ❯❯ Manage returned mail: Even with pre-mailing list cleansing, it’s normal to see about 5% of our

mail returned undeliverable. Take advantage of any mail you get back to correct or remove addresses from your database so you keep your list clean for your next campaign Good data is the result of a good source and good hygiene but also by appending any additional insights or knowledge you have on a customer file, including response data, and response data is best extracted through testing. Marketers often tell us that any testing is either very sporadic or very cumbersome. If a data matrix is created, it becomes very prescriptive in nature and often so complex it makes adding additional tests difficult. Or a lot of effort goes into the test design, but then the test only happens once, not taking into account the seasonality impact of the results.

Optimizing each contact where you can leave an impression is essential.

Testing will help you leverage your customer models if you have them, develop new clusters, evolve your direct mail to be more segmented and therefore more targeted.

At the end of the day, marketers need to feel good about the customer data they use and feel confident that it will contribute to a strong ROI. From testing to cleaning, putting good data practices into play is a recipe for success.

Mary Cochrane has over a decade of marketing

experience working for such organizations as Yamaha Motors, Loblaws, PC Financial and Rogers. With practice in Mass and Direct mediums, Mary has always welcomed and appreciated the art & discipline of the direct mail channel. She joined Canada Post in 2010 and currently works as Director, Commercial Marketing on the Commercial Marketing team.

AUGUST 2014

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Engagement & Analytics

How will mobile CRM impact my life?

What is it and how has the ‘mobile revolution’ changed how we view and use CRM?

By Jonathan Schloo

AUGUST 2014

dashboards, analytics, marketing automation, email integration, you name it. We also watch carefully to understand what our clients really want, because the most important service we provide is we help companies get maximum value from their CRM. A surprising discovery surfaced this year when we analyzed our clients’ use of mobile CRM. The hard truth is that despite all the current market hype, mobile CRM is not used that much and has not changed our lives just yet.

Over the years we’ve often encouraged our CRM customers to embrace the magic of mobile CRM, but so far have seen minimal uptake.

“The world got enamoured with smartphones and tablets,” Dell told USA TODAY in an interview in June.

“But what’s interesting is those devices don’t do everything that needs to be done. Productivity is still grounded in the PC.” Two examples of where mobile CRM shines would be a Coke or Pepsi rep scanning bar codes and stock inventories on the shelf servicing retailers. Another great example is a company that sells seeds to farmers in a rural location that gave iPads to all their reps and bundled in CRM very well integrated with iPad map software and warehouse inventory data from head office. This provides tremendous value to the end user rep in the field.

It helps to think of the work you do in two streams – consuming, versus creating. Mobile devices are great for reading, web surfing and consuming media, and occasionally looking up CRM customer data, but are you really going to create a quality winning proposal or complex spreadsheet by touching around on your tablet or phone? This is an important point because most people end up carrying around their phone plus two devices – both a laptop and a tablet. How about you?

Really though, where is the money?

A bigger and more important trend we see emerging that will boost profits and efficiency is marketing automation. Why this has tremendous

Mobile CRM is not new, in fact most of the core CRM functionality has been available way back in the early Pocket PC days 14 years ago.”

impact is because leads can stay in the value from your system. If your people marketing pipeline being nurtured and love using your CRM system they will slow cooking for longer, so when they enter data and that will create value reach peak perfection they go over and synergy for everyone. to sales and sales more easily closes the client, instead of being released Jonathan Schloo, CEO of QualityIntegrity. too early and undeveloped causing com, is an expert on CRM and marketing frustration for sales people. Marketing automation, how to do CRM right, and how to is happier because they get greater get maximum value from your Microsoft CRM, value from the lead they produce SalesLogix, or Salesforce system. He’s led a and sales is happier because they are team of CRM experts for over 20 years to help dealing with more ripened and well customers leverage technology to achieve their developed leads that close quicker. business goals. You can connect with him at In summary, mobile CRM is 800-611-4343 ext.6406 or great because it gives more jschloo@qualityintegrity.com SMR 046flexible THE Data Specialists Ad FNL.qxp_Layout 1 2014-02-03 8:02 PM convenient access to information, but it has not completely changed our lives just yet.

Mobile CRM is gaining ground on traditional laptop and workstation use, but mobile CRM plays • Data analytics & customer profiling only a small • Consumer, Business & Specialty lists part in your • Clean, low NIS rate & high PC level coverage overall CRM • Geo-demographic & Ethnic targeting picture. Don’t • List matching, cleansing, merging & purging ditch your

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THE

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lease be warned from the start; this is a controversial viewpoint on mobile CRM. Right now all the major CRM vendors are pushing the glam sexiness of mobile CRM and how cool it is to do all your work on your phone. Why? Over the last few years the CRM marketplace has become more mainstream, utilitarian and a touch boring, and now vendors are looking for ways to spice things up. So the latest trends now being promoted are mobile CRM and marketing automation (which is potentially a higher profit impact area we’ll touch on later).

Mobile CRM defined is the ability to access your CRM data while not in the office. There are two tiers of mobile CRM. Tier 1 is use on a laptop, mobile phone, or tablet while connected to the internet. Tier 2 is the ability to do all this but disconnected from the internet. Some examples of Tier 2 would be updating your CRM at 10,000 feet in a plane or a remote rural location, or calling on correctional and government institutions that block cellular internet, with everything self-contained on your device.

I’m 46 now and started in the CRM business over 20 years ago even before it was called CRM. Mobile CRM is not new, in fact most of the core CRM functionality has been available way back in the early Pocket PC days 14 years ago. I was one of the first people to own a Compaq IPAQ pocket PC and you could already do CRM on that.

Earlier this month while attending a live Salesforce event I watched their promotion video telling the crowd how to be super cool and “run your business from your phone”, and thinking ok maybe, but if I try to “run my business” from my phone on that tiny screen for sure you’ll go blind!

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Operations & Logistics

Lists in the age of CASL

Aligning your permission management strategy with email messaging technology is the key to CASL compliance

By Martin Millican

I

n the weeks and days leading up to the CASL implementation deadline of July 1, companies of all size and shape were caught up in a panic.

Millions of email pleas were sent to Canadians seeking “Express Consent” to continue sending ‘commercial electronic messages’ (CEMs). Some of these appeals went so far as to say that if consent was not received by the July 1 deadline no further messages could be sent.

Unfortunately, this led many companies to lose a huge portion of their sales and marketing email lists, which for most organizations is a key source of revenue. Statistics from our outbound email service indicate less that 20% of recipients of CASL consent-request emails even bothered to respond. So much for a law that is supposed to encourage electronic commerce in Canada.

If you didn’t send your marketing contacts a request for CASL consent - either through neglect or careful consideration - you’ve avoided the first major hazard in dealing with this law.

The challenge now is to take advantage of the three-year transition period in preparation for the real deadline: July 1, 2017.

Implied vs. Express Consent CASL requires companies to have the consent of individuals to send commercial electronic messages.

Consent status can be thought of as a single “agreement to communicate electronically” between your organization and the contacts in your database. There are two primary consent types under CASL: Express and Implied.

The documentation requirements under CASL to demonstrate Express Consent means most companies will need to classify their existing contacts as Implied Consent based on an existing business relationship. As long as you’ve been a responsible email marketer, you can probably apply two simple rules to determine if you have implied consent: 1. were the email addresses provided to you voluntarily?; 2. have you sent at least one CEM prior to July 1?

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I’m not a lawyer so you can’t take this as legal advice (my lawyer told me say this). However, the only real risk you run is having the CRTC knock on your door because someone decided to complain to the authorities instead of simply unsubscribing to your emails.

It’s not likely the CRTC will slap you with a $1 million fine for one or two complaints. The CRTC has said publicly their objective is compliance and not punishment. But the problem with CASL is that no one really knows for sure how the law will be enforced. Only you can determine if your email marketing practices - past and future - put your company or organization at risk.

Start capturing consent now Regardless of what you may or may not have done prior to July 1 to prepare for CASL, any Canadian company doing email marketing is well advised to start capturing Express Consent from this point forward. The simplest way to do this is to add a checkbox, pop-up or confirmation mechanism to your email signup forms, whether you do it yourself or through an email service provider. You will need to capture a number of key details that you likely aren’t now, such as the date and time the consent was received, and possibly even the IP address of the subscriber’s computer. You’ll need this “consent record” in the event you ever are the subject of a CASL complaint and need to demonstrate you have Express Consent.

When seeking CASL consent, your request should remain as general as possible, so as not to limit the types of communication you may want to use in the future. For instance, something along the lines of: “I agree for ABC Corp. to send me commercial electronic messages. I understand I am able to unsubscribe at any time,” should work just fine. Note that you are required under the law to add the qualifier about being able to unsubscribe.

The challenge Once you’ve implemented a plan to capture Express Consent for future subscribers, you’ll still have your legacy database of contacts with Implied Consent status to manage.

Obviously, a database of contacts that all have Express Consent status will

deliver the best marketing results and will be the easiest to manage under CASL. However, the challenge is how to upgrade your existing database over the next three years.

Subscriptions vs. Consent If you haven’t already done so, it’s time to start creating and offering multiple subscription types to your customers and prospects. This will allow individuals to review and select their particular communications preferences.

You can create subscriptions that focus on different parts of your business or service, or create “Deal” or “Event” alert subscriptions.

Subscription type options will vary according to your business. The trick is to provide numerous compelling options while keeping them as simple as possible, which is a key advantage of creating alerts.

Apart from the benefits to your subscribers, this approach will encourage your Implied Consent subscribers to review your expanded subscription options and potentially become reengaged with your company.

Meantime, it’s also a great opportunity to upgrade your subscriber’s consent status from Implied to Express.

You should also present your subscription options to a new email recipient as soon as their consent is received, or very soon afterward using a pop-up or a confirmation email. One of the requirements under CASL is to make it clear what you plan to send once you have consent, and a list of subscription options is an excellent way to do this - especially if they can also pick and choose.

There is nothing in the CASL legislation that prevents companies from automatically subscribing email recipients to every option once they provide their express consent to receive messages from the company. However, from a marketing perspective, it makes good sense to encourage users to manage their own subscriptions.

Subscription preferences can also be used to encourage recipients to think twice before they revoke their consent for your company to communicate with them at all. If you can effectively show them that there is something they may want to get from your company,

you significantly decrease the chance of them revoking their CASL consent.

We want to keep our prospects and customers engaged at whatever level they want, but just as importantly, we want to keep them engaged.

Automate the upgrade process Technology can be used to automate the process of gradually upgrading and managing email permissions over time.

At a tactical level, a discrete banner can be added to all outbound messages sent to Implied Consent contacts asking them to upgrade their subscription preferences because new options are available. This banner would then disappear once upgraded to Express Consent.

If a new subscription is introduced at some later point, there’s no reason you can’t send everyone in your database a message to present the new communications option to them and give them an opportunity to unsubscribe if they want to.

You should have a single-click unsubscribe button that enables someone to unsubscribe to all communications from your firm, but the landing page for this action should show all the subscription options available to them, including some they may not have known existed. Your goal is to make it easy for the disgruntled subscriber to change their mind about revoking their consent and only change their specific subscriptions.

Prepare for the real deadline The email messaging technology already exists to efficiently execute all of these strategies over the next three years. This also leaves time for more experimentation in this area.

The challenge is to develop a sound permission management strategy and align it with the appropriate technological capabilities before the real ‘teeth’ of the CASL legislation set in on July 1, 2017, after which individuals will have the right to sue any company they believe has been ‘spamming’ them.

Martin Millican is president of Envoke.com, a Toronto-based service provider and developer of permission-based automated marketing solutions.

AUGUST 2014

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Is your bank listening to you?

S

By Andy Sampogna

omething very interesting happened to me while banking at my bank branch drive-thru ABM recently. As a parent of three young children there is nothing better than NOT having to unbuckle, unpack, walk-in and entertain three kids just to queue up for a teller or ABM. My bank obviously did their research.

Someone did some pragmatic and demographic analysis to determine and qualify that this was indeed a benefit for customers and prospects in my area. My bank demonstrated the ability to effectively identify that my neighbourhood contained families with young children and had households with multiple vehicles. Did my bank access information that drives evidence that parents with young kids lead extremely busy schedules and time is a precious commodity for us? Possibly, who knows? My local drive-thru ABM is a great convenience for my family. Just when I thought it was not possible; our drive-thru ABM reminds me that my bank may now be listening to the needs of my family and other customers in communities just like mine, all over this country.

But are they really listening?

Back to my ABM story… I was offered a very timely offer to substantially increase my credit card’s credit limit. I have to admit, the timing of this offer was impeccable. I had just begun looking into getting my basement finished and had been shopping for financing options. This prospect of a credit limit increase opportunity on my travel rewards credit card became even more attractive because I could accumulate travel rewards. The potential to earn thousands of travel rewards leading to a nice, family vacation down the road was motivating. I had recently visited my bank a couple weeks prior to investigate a unsecured line of credit. I couldn’t help to think that they had connected my current credit limit increase offer to my line of credit inquiry only a few days ago. “Wow” I thought. As a marketer, knowing your target audience, their channel preferences, and driving timely or relevant offers are keys to campaign success. My bank nailed it…past branch activity, data history, good timing, the right offer…I was set to respond but channel presentment was off, way off!

In a matter of one split second, reality set in when I faced only two fulfillment options…“Accept” or “Decline”. There was no option to defer presentment to another time or to another channel delivery mode. I had no choice but to decline, though I really ❱ DMN.ca

wanted the offer. This channel and process did not allow me adequate time to read the many terms and conditions. I felt pressured, all three kids and a queue of other drive-thru customers were obviously getting anxious with me. I drove away wondering if the others in queue received the same offer? I wondered how many of them had to decline offers as well. All that missed revenue and potential loyalty lost due to bad execution. The offer wasn’t a fit for that distribution channel. Maybe fine for walk-up ABM’s but someone at the bank forgot to consider the offer experience at the drive up ABM. Again as a marketer, I can’t help to think about the offer relevancy for my needs. I drove away disappointed because my bank didn’t empower me with the opportunity to engage on another better suited channel for me. Bank regulators want consumers to read T&C’s. Marketers want their brands to imprint on us, then react to marketing communications on demand but they are not willing to provide adequate time to review, research and make good decisions about products or services that are needed by consumers, not just enjoyed. It’s now been four weeks since my drive-thru ABM experience and I haven’t seen that credit limit increase offer again…a guess by declining the offer that day it triggered a no future contact for me.

You’d figure after years of having mail bank statements mailed to me and occasional responding to marketing material distributed the same way, they’d figure that mail is my preferred communication channel of choice. In fact, I’ve responded to mailed credit limit increase offers previously. I should be a “hot-lead” a natural target for these offers time and time again. You would figure that people accountable for campaign targeting would look at the customers’ acquisition origin channel and more so subsequent response to prior customer management direct mail campaigns. We all have a preference when communicating with our Bank. My preference is to receive marketing offers in writing, because I can engage offers on my terms, at my pace and if required, verify the validity of the offer on the sending FI’s website. I am not alone in this thinking.

According to Canada Post’s What’s In The Mailbox – Financial Mail Study (2013), Canadians are far more likely to read promotional messaging on paper based channels (54%) rather than on digital channels (22%). Just like the hundreds of thousands of customers who had been direct mail pre-approved and targeted for a new credit card, I use and trust direct mail to start my initial relationship with my

bank. Furthermore, I am a customer who has received and responded to numerous direct mail cross-sell, up-sell and usage promotions over the years, who now pays for their monthly statements to arrive in the mail without complaint or fuss. Shouldn’t my bank know that I have an affiliation and preference for direct mail? According to Epsilon’s latest annual consumer channel preference study, the channel consumers prefer to receive marketing messages is direct mail. The study, Channel Preference for Both the Mobile and Non-Mobile Consumer 2012, finds direct mail continues to deliver as consumers’ preferred means of receiving marketing messages from the financial industry. It states that 39% of Canadians prefer to receive financial communication in the mail rather than the Internet at 16% (e.g. online banking) and email at 10%. Similarities are found across all key verticals, with the exception of marketing for online shopping sites. Direct mail is overwhelmingly preferred to email for obtaining product information, soliciting special offers and deals. Canadian’s have a long-standing, deep seeded relationship with financial institutions. We might trust our banks more with our money than we do our own family and friends. When it comes to the communication of financial, insurance and health information, our comfort and trust in direct mail appears to make it the best way to transact with Canadians.

Furthermore, just by looking at the study’s top reasons Canadian consumers prefer direct mail over online marketing…convenience (67% of Canadians), ability to easily reference (55%), portability (40%), more secure and private than email (35%); the reasons reinforce direct mail as being a potential centre piece for more FI customer management communication strategies.

Still, I cannot stop thinking back to my mispresented drive-thru ABM experience. It forces me to think back to my FI marketing career and reflect on analysis that was done to better understand and optimize channel performance. We monitored channel distribution and fulfillment to determine which of our outbound media delivered the greatest profitability. Does your organization know what marketing channel drives more of your high value, most loyal or best customers? We certainly did.

We knew which marketing channels acquired and consistently achieved high ROI for the bank.

As a result, we planned and designed our marketing channel mix and budget dollars accordingly.

Time and time again, we found that customers targeted on direct mail campaigns were showed greater awareness of our products and service.

AUGUST 2014

// 17 They were more profitable, loyal and demonstrated greater propensities for cross-selling and up-selling. No other channel other than in-branch selling could compete with the awareness and profitability that direct mail marketing drove.

For evidence of this we look to results in Canada Post’s What’s In The Mailbox – Financial Mail 2013 study. According to the study, 43% of Canadian FI credit card customers noticed Statement Insert & Message advertising more often than any other bank channel, followed by direct mail and in-branch at 36%, TV 35% and email/online advertising at 15%. Even younger customers between the ages of 18-29 are in tune with direct mail.

37% of responders were more aware of statement mail advertising above all other channels, followed by TV advertising at 35%, direct mail and branch at 33%.

Contradictory to the belief of some, the study demonstrates that the 18 to 29 age group is less aware of FI online advertising where only ¼ or 26% of respondents stated that they’ve seen credit card advertising online before.

Respondents are even less aware of email and social media advertising at 16% and 12% respectively. Clearly, direct mail advertising resonates well with FI customers across all key and strategic demographics. The same channel preference logic can be applied for non-customers. According to the Canada Post Financial Mail study, onethird of prospects preferred method of contact from credit card issuers is direct mail. In comparison, only 7% of prospects want to be contacted by email, followed by telemarketing at 4%. Only 2% of non-customers stated that they’d rather self-serve on a website for new banking services.

The main purpose of promotional mail has not changed. It is still an effective direct sales tool that appeals to consumer sensibilities. Are our banks no longer interested in reaching customers that are highly profitable and will continue to be profitable for many years to come? I don’t know for sure, but I do know that results from direct mail are effective and simple. Anytime you can proactively scale, target and reach hundreds of thousands of leads that have high credit quality with low loan loss risk, they are going to be good customers. Direct mail done properly will help banks find prospects worth having as customers and can engage current customers to be more loyal to your brand.

As consumer channel preference continues to evolve, marketers need to integrate the various sources consumers turn to when seeking brand and product information. Two to three channels are the most common way to communicate and build trust with a consumer. Marketers need to know their audience, know what channels matters to them, and make the offer/ message personal and relevant to see an increase in response to their offers.

Direct mail marketing continues to be an ideal one-to-one mechanism that engages all human senses. It listens, speaks to and touches consumers directly. While banks constantly look for newer, low cost ways like ABM to push marketing communications onto consumers, they have forgotten or don’t realize that they already know how to reach their customers. Hint….it in your data!

By following these simple marketing practices, you will always do right when using direct mail. ww Know your audience. Identify consumer propensities, interests and channels of interest ww Communicate to consumers intelligently. Send relevant information and valuable content ww Build trust with consumers by providing relevant offers using preferred channels ww Customers like being educated about products and services with direct mail. Frequently send them information to introduce them to your product or service. ww Consumers trust direct mail as a reliable source. Integrate your direct mail, social media and email campaigns. After consumers trust the source of the offer, they will be open to receiving offers using other channels. (source: Channel Preference for Both the Mobile and Non-Mobile Consumer 2012)

THINK OF IT AS

SOD IN THE DESERT The journey a customer takes with you can often begin and end in the contact centre. How you treat them defines their satisfaction with your company. So let customers communicate with you when and how they want through voice, email, chat, fax, SMS, or social media. And give agents tools that allow them to solve customer issues correctly the first time. Then top off the entire interaction with supervisors who can monitor the experience with real-time dashboards, recordings, and alerts. It’s like a little piece of paradise for everyone involved.

Like you, marketer, small business owner/

operator and now Senior Marketing Advisor for Canada Post, Andy Sampogna knows how difficult it can be to communicate and build strong customer relationships or experiences in today’s intensely challenging and competitive marketplace. With 20 years of marketing, product management and dataanalytics experience across multiple industry verticals, Andy appreciates, and shares how he’s leveraged and benefited from direct mail marketing strategies and approaches to increase marketing campaign performance and ROI. Learn how Canada Post is working with all businesses to deliver real results.

www.inin.com CONTACT CENTRE • UNIFIED COMMUNICATIONS BUSINESS PROCESS AUTOMATION Cloud or On-premises

AUGUST 2014

DMN.ca ❰ BetterThan_SodintheDesert_AD_4-125x11-125_0714.indd 1

8/15/2014 12:15:44 PM

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PayPal Canada brand campaign puts people back in charge of their money P

By Amy Bostock

ayPal, one of the world’s largest and leading payment companies, has brought a unique understanding of how people think about and use money to the launch of its first-ever brand campaign in Canada.

The key insight underscoring the campaign is that people are now more empowered than ever before – to create new ways to connect, pay and transact on their terms. PayPal is leading this movement by making it easier, more secure and more intuitive for people to pay – wherever and whenever they want.

The key insight underscoring the campaign is that people are now more empowered than ever before – to create new ways to connect, pay and transact on their terms. PayPal is leading this movement by making it easier, more secure and more intuitive for people to pay – wherever and whenever they want.

The global brand campaign “Powering the People Economy,” was developed by Havas Worldwide and reaches across print, digital, out of home, experiential, mobile and social channels.

“PayPal has an opportunity and responsibility to help people take control of their money and use it in any way they want, through seamless and delightful experiences,” said Cameron Schmidt, General Manager, PayPal Canada. “Powering The People Economy is a recognition of what our customers should expect and demand from us – secure, easy and convenient payment experiences that get out of the way and get them closer to what they want.”

True North strong and mobile According to the newest PayPal infographic, Canadians are more mobile savvy than others around the world, with the majority of (56%) using our mobile devices to complete an online transaction.

In comparison, less than half of Americans do the same. One in four Canadians is looking for an easier way to pay from their mobile device.

❱ DMN.ca

AUGUST 2014

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PayPal Canada currently has 5.5 million active users across Canada, and the new brand campaign isn’t targeting any one demographic, rather anyone who might pay using the app on desktop or mobile.

If everyone could accept online or mobile payments, nearly half of Canadians (48%) would use their mobile device more often to pay for everything from fresh produce to handmade goodies at their farmer’s markets or local stores.

In Canada, the majority (52%) of us would like to see a world without lineups and one-third of Canadians are frustrated with having to enter payment details or remember multiple pins and passwords.

Whether waiting in line to pay for things, commuting to and from work or sitting in traffic, enduring pointless meetings or calls, or simply running through the day’s errands, more than half of the world (56%), including Canadians, waste up to four hours each day that they would like help recapturing. Interestingly, people in Turkey (55%) and Israel (41%) said they are likely to catch up on work that they’re behind on and the Japanese would like to treat themselves with solitude (63%). But Canadians (49%) said they would rather spend their time relaxing.

Smoothing out the daily grind To help people experience the new “Powering The People Economy” brand, PayPal Canada treated Torontonians to free coffee at 25 popular coffee places in the city. As part of this offer, people who paid with the PayPal mobile app got $5 off their bill from July 21-31, 2014 at participating locations.

Non-coffee lovers were able to use the offer to get a drink or snack of their choice.

PayPal Canada got the word out about the offer via its social channels and blog and also placed brand ambassadors in participating cafes to assist customers with downloading the app to take part in the promotion.

“Our new brand campaign puts people first, not institutions,” said Nicky Mezo, Marketing Director, AUGUST 2014

“Our goal was to give a contemporary, human and PayPal Canada. “Through populist voice to a brand that does amazing things our products, we’re for everyday people. Rather than describe simple making every day easier benefits, we focused on the perspective of what does and simpler for everyone PayPal do for people as a whole – how the brand is in meaningful ways. challenging and changing the status quo. Powering People love coffee. We’re The People Economy came as a natural extension excited to roll out our brand campaign by offering of that thought,” said Matt Weiss, global chief free coffee to Torontonians who pay with the PayPal marketing officer for Havas Worldwide. mobile app at their much loved neighbourhood cafe.”

The experiential campaign is part of a broader multimedia campaign for PayPal Canada that includes digital and online video sponsorships with TorontoLife.com, Cineplex and BlogTO and targeting Torontonians on their mobile devices using Tapped Mobile and Juice Mobile from July 21 to Oct. 31. With a focus on building an active Procure to Pay, Identify and comprehension of PayPal, Resolve Control Failures Immediately print, digital, outdoor and mobile ads will launch on media channels Overpayments, false invoicing and theft of inventory throughout the summer remain as major sources of fraud. It takes an average and into the fall of 2014. of 342 days to detect a fraud, at which point 89% of The new campaign all proceeds are unrecoverable. extends beyond marketing and features a new brand A must-attend if you want to optimize P2P and have identity and updated a consolidated view of all financial controls across PayPal logo designed by SPEAKER: multiple systems and prevent revenue leakage or lost.

Andrew Simpson, fuseproject that features Chief Operating Officer, a more modern and CaseWare Analytics EVENT DETAILS: mobile-first appearance.

Presented by Oct 1, 2014 • 7:30-10am The new identity will The National Club, begin appearing on 303 Bay St, Toronto M5H 2R1 products, marketing BRING YOUR TEAM. communications and SIGN UP AS MANY AS 3 INDIVIDUALS AT NO CHARGE. collateral and PayPal’s various online channels including PayPal.ca, For more information and to register visit our website: PayPal-Forward.com and www.financialoperations.ca • Seating is limited. its social media channels.

Financial Operation invites you to a

FREE breakfast briefing in October Register now to reserve your seat at www.financialoperations.ca

DMN.ca ❰

// 20

Environics Analytics’ financial database not just for bankers anymore Catherine Pearson on WealthScapes 2014

Change in Net Worth in Toronto: December 2012-December 2013 Greater Toronto performed well once again, growing by 8.8% overall in 2013 to an average net worth of $693,652. While most neighbourhoods saw positive growth, areas including York University Heights and Bayview Village in North York, and Trinity-Bellwoods, a trendy area on the west side of downtown, experienced the healthiest net worth gains. By contrast, some areas in the downtown core, in addition to the Thornhill area just north of Toronto and Lawrence Heights recorded the sharpest declines. (Source: Environics Analytics, WealthScapes 2014)

S

even years ago, Environics Analytics created a database that measured the assets, liabilities and net worth of Canadians.

Called WealthScapes, the database originally consisted of 64 financial and investment statistics intended to help financial institutions better understand their customers. But like any useful product, over time its developers have found ways to make it better.

Since its inception, the number of variables has nearly doubled and the dataset has become popular not just among bankers and financial planners but with retailers, university fundraisers, real estate developers and university professionals as well. “The data help marketers and leaders throughout organizations better understand the people they serve and their markets,” says Catherine Pearson, the Vice President and Financial Practice Leader at EA. “WealthScapes is now used for a wide range of purposes, including target marketing, customer insights, media planning and response analysis.” Pearson, an industry veteran with expertise in analytics, database marketing, information technology and Internet services, recently met with Direct Marketing in her Toronto office to talk more about the evolution and use of WealthScapes 2014.

Q: A:

WealthScapes is now in its seventh year providing financial and investment data. How is this year’s edition different from those in the past?

I think it keeps getting better and better. This year, we’ve incorporated two major enhancements that increased the number of financial variables from 109 last year to 121 today. The first has to do with new data we’ve included from our new partnerships with Equifax Canada and Statistics Canada. This year, for the first time, we’ve included Equifax’s credit data and new proprietary investment data from Statistics Canada to enhance our consumer debt and investment models.

The second enhancement, which was driven by client feedback, expands our product with new variables that differentiate chequing and savings, total savings and total investments into classifications within and outside of retirement savings plans (RSPs). Every fall, financial advisors, investment firms and financial institutions all fight for RSP market share. These new WealthScapes statistics will provide them with more opportunity to identify areas of high potential to support their marketing strategies.

❱ DMN.ca

Debt-to-Asset Ratio per Household in Vancouver: 2013 In 2013, Vancouver’s greater metropolitan area had an overall ratio of 21%, which is a decline from 22% in the previous year.

There is a clear divide when it comes to debt-to-assets in the city of Vancouver, with communities like Arbutus Ridge and Kerrisdale in western Vancouver home to some of the lowest debt-to-assets ratios. Conversely, several neighbourhoods in East Vancouver, including Mt. Pleasant have over 40 cents of debt for every dollar they hold in assets. (Source: Environics Analytics, WealthScapes 2014)

Q: A:

Exactly how is WealthScapes used in the marketplace?

Our financial sector customers rely on WealthScapes to help them define, describe, and target their audiences. And they come in all shapes and sizes, from Big 5 banks to regional credit unions, and alternate institutions offering a range of financial products.

These customers use WealthScapes to calculate wallet share, market share and market penetration of a product. A typical application involves comparing their product

holdership, value, and wallet sizes to the values in their market. This analysis lets them understand which financial products are doing well in terms of overall holdership rates, as well as the dollar value of those products. And they can determine the size of the remaining opportunity. For example, a credit union might learn that even though a large proportion of households in its market have term deposits with them, the dollar values of these products significant underperform the market average. This suggests an opportunity to increase AUGUST 2014

// 21 engagement with the members that have these products, helping win a greater share of their wallets.

Q: A:

What about marketers in other industries?

Customers in other industries and not-forprofits often use WealthScapes to identify pockets of opportunity that may not have been revealed with traditional market analysis. Retailers and fundraisers are using WealthScapes to find consumers with significant spending power beyond what their household incomes would suggest. For these organizations, WealthScapes helps them locate affluent people or retirees who, while they may be living on fixed incomes from pensions and registered investments, still have substantial spending power from sizable financial portfolios.

A number of companies have also used WealthScapes to help manage risk. Insurers and credit card companies have been able to refine their target audiences beyond what may seem desirable based on the residents’ lifestyle or demographics. By using variables in WealthScapes like debt-to-asset ratio as a filter, they can identify postal codes that meet their criteria for desirable prospects that might have been overlooked in the past. Or they can find communities where residents may be more at financial risk because of rising debt levels.

Q: A:

How can the newest data enhancements be used by WealthScapes customers?

Because WealthScapes is built at the small neighbourhood level, customers can quantify an opportunity by market, and by their PRIZM clusters or target segments, and become more strategic about which products to market to which customers, prospects and markets. A good example relates to debt and household income. WealthScapes helps identify the rate of debt to assets, or debt to disposable income, for any neighbourhood or target segment. Customers can then get a better picture of their consumers’ capacity to spend, as well as the type of financial need in any given neighbourhood.

For instance, we can locate high-earning younger households with huge debt loads who might be great prospects for debt consolidation, and we can identify similar households where debts are lighter, which might be better prospects for investments. Of course, marketers can then tap into a wealth of demographic, attitudinal and lifestyle data to learn the best media and message to reach each audience.

Q: A:

This year’s WealthScapes paints a pretty rosy picture of the fiscal health of Canadians. What’s going on?

Mostly good news for marketers. In general, 2013 was a very good year for Canadian household balance sheets. Although many Canadians still face higher-than-normal unemployment, the latest statistics reveal just how strong the financial rebound has been since the 2008 economic downturn. Nationwide, stock portfolios are growing, savings are on the rise, consumer debt was flat and mortgage debt has ticked up only modestly. The average net worth per household grew by 7.7 percent to $442,130, the result of a 7.2 percent increase AUGUST 2014

in liquid assets tempered by a modest 2.3 percent increase in household debt.

Behind the numbers, much of the growth in liquid assets stems from the robust stock markets in Canada and the U.S. Between the end of 2012 and 2013, the average Canadian household saw the value of its stocks and total investments both rise significantly—by 8.3 and 10.4 percent respectively.

Real estate holdings also grew at a solid 5.9 percent, with the majority of growth coming in secondary real estate, rather than principal residences. Meanwhile, low interest rates kept mortgage debt to a manageable 3.3 percent.

Q: A:

You mentioned that consumer debt levels didn’t rise for Canadians in 2013. That sounds like good news.

It is a positive trend. In 2013, the growth in Canadian household debt was due entirely to mortgage debt growth of 3.3 percent. Consumer debt— credit cards, loans and lines of credit—was unchanged from 2012. In fact, the debt-to-disposable income ratio dropped in 2013 from 143.9 percent to 141.6 percent.

In effect, Canadians are taking out mortgage debt at the same rate that they’re paying it down. And they laid off their credit cards in 2013, opting for lower interest forms of payments like debit cards.

Q: A:

In terms of wealth distribution in Canada, did the rich get richer?

Yes. WealthScapes 2014 data show that, in general, the rich (top fifth of the populace with more than $552,720 in net worth) got richer: their net worth rose 8.1 percent over the previous year. The poor, made up of the bottom quintile with less than $148,017 in net worth, also fared better as their net worth rose by 8.7 percent. The bottom fifth, in fact, was the best performing quintile in 2013, largely due to a 6.3 percent growth in real estate assets and an 8.6 percent growth in liquid assets.

Their debt growth, however, was also up 4.4 percent, somewhat offsetting the growth of their assets. The wealthiest quintile was second in growth, but also showed very low debt increase at just 0.3 percent.

Q: A:

In last year’s edition of WealthScapes, the three wealthiest provinces were British Columbia, Ontario and Alberta. Are they still tops?

Yes, but there’s been some shifting fortunes among the provinces. While British Columbia’s households remain the wealthiest in Canada (net worth: $591,047), they also experienced the lowest net worth gain in 2013, only 5.8 percent. This was due to lackluster primary real estate growth of only 2.9 percent—about half the 5.6 percent national average.

Alberta had a good year—its net worth grew by 10.0 percent to $531,067—and it leap-frogged Ontario in the standings, becoming the second wealthiest province in Canada. And Ontario slipped to third place, with an 8.2 percent rise to $523,969.

Q:

What about the fiscal health of other provinces? In the past, Saskatchewan was one of the fastest-growing provinces in terms of wealth. Is there a rising star in this year’s data?

A:

Saskatchewan is starting to cool. In fact, its net worth increased just 7.4 percent this past year—below the 7.7 percent national average and only better than British Columbia, Quebec and New Brunswick. While the prairie province’s liquid assets grew an impressive 9.1 percent (second only to Nova Scotia), households increased their consumer debt by 7.6 percent—more than triple the Canadian average of 2.3 percent and the highest among all provinces.

I’d nominate Nova Scotia as the rising star of 2013. It posted the second highest net worth growth among the provinces—9.8 percent, just behind Alberta’s 10.0 percent. And while strong gains in Alberta resulted in part from a rise in primary real estate values—7.4 percent—Nova Scotia’s healthy performance was due to its very strong liquid asset growth of 10.4 percent, coming from both rising stock and mutual fund holdings and very high savings rates.

Q: A:

Beyond the provinces, how did Canada’s largest markets fare in 2013?

Well, the three wealthiest cities from 2012—Vancouver, Toronto and Calgary— retained that distinction, with an average household net worth of $710,095, $693,652 and $680,377, respectively. But the difference in affluence is narrowing. Today, only $29,718, or 4.4 percent of net worth, separates the three cities.

While increases in liquid asset and debt were similar among the three cities, the key differentiator was real estate values—up a modest 2.8 percent in Vancouver, a strong 6.6 percent in Toronto and roaring 9.1 percent in Calgary. Vancouver continues to reign as Canada’s wealthiest city because of its pricey real estate—averaging $579,250 per household compared to $535,002 in Toronto and $485,364 in Calgary. Canada’s most populous city, Toronto, benefitted from a 6.1 percent rise in savings—nearly triple the national average—and a 3.7 percent decline in consumer debt—which is a significant drop given that nationwide consumer debt remained essentially unchanged. And in addition to its healthy real estate performance, Calgary benefitted from a 2.9 percent decline in consumer debt.

Q: A:

How can direct marketers benefit from using WealthScapes 2014?

Direct marketers use WealthScapes to develop targeted campaigns to reach the right audience cost effectively. WealthScapes is linked to postal codes and postal walks to guide the targeting of addressed and unaddressed mail, and for appending back to a customer data file. So it’s no surprise that investment firms use it to sell stocks, bonds and mutual funds by identifying high net worth postal codes. Data also can be aggregated to the market level to assist in mass media or out-of-home buys. In this regard, WealthScapes helps direct marketers cut costs but, even better, it helps them track and measure the effectiveness of their strategies. Reviewing the WealthScapes profile of direct mail responders, for instance, yields great insights that can be used to fine tune future campaigns and anticipate future demand.

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Let’s get personal Improving customer experience with digital marketing

I

By David M. Wallace

nstitutions that have relied on traditional channels to build and grow personal relationships face a future in which conversations and inperson meetings have become the equivalent of landline phones and cursive writing.

If you never meet the customer, how do you get to know them? Just as you trained employees to ask the right questions and read body language, you need to learn to decipher the digital footprints that your customers leave behind. By applying advanced analytics, you can predict customer behavior and deliver a highly personalized communication or offer at the moment when the customer is most receptive to receiving it.

The 2012 Retail Banking Consumer Survey by Capgemini found that more than 60% of customers worldwide are expected to use mobile banking in 2015 and more than 90% will likely be using online banking. Today, online transaction volumes are more than double that of branch activity. Bank employees have fewer opportunities to say, “Is there anything more we can do for you?”

Yet, customer service is critical - whether customers are in front of you or at their computers. A 2012 Forrester Research report, The Business Impact of Customer Service, calculates that a bank with 40 million customers would gain $485 million in incremental revenue by improving its customer experience rating from below average to above average.

Big data vs. small data Finding a way to personalize offers involves making sound decisions on which data is meaningful, and in what context. Customer analytics tends to get confused with the phrase “big data,” but success is just as dependent on “small data.” What’s the difference? Small data is knowing something specific about your customer, such as he just deposited a check much larger than ever before. Big data crunches information to compare a customer’s transactions and demographics against similar customers to segment that customer for marketing offers. Both involve analytics, but not in the same way.

Finding a starting point Being able to segment customers is a critical starting point, the first stop in ending the “one size fits all” approach to customer communication. Your analysis needs to review customer behavior data to develop insight into how they will respond going forward. ❱ DMN.ca

No two institutions will have the same segments, and savvy institutions are constantly honing and reworking segments as new information becomes available. Offer-response rates can be looped back into model building. Increasingly, understanding online behavior (how a customer moves through a website or app) is critical to successful segmentation.

Laying in optimization and real-time strategies Let’s think about the customer who made that huge deposit. You want to get the right offer in front of him before he transfers that money into an investment account at your competitor. If your analytic efforts surface that information about the large deposit a month or a week later, it might be too late. This is where it becomes critical to optimize the process and use real-time monitoring. Optimization does more than create the right offer and the right means to get it in front of the customer. It calculates the opportunity cost of not making the offer. Not every big deposit should trigger a communication.

The real-time component makes sure that if an offer is necessary, it happens as quickly as possible and while the customer is still in-session. And the offer should be tailored to what she’s done or liked in the past. If one customer responds to a direct email or text message, that might be the approach to take. For another customer that tends to engage when she goes to do something (check her balance online), she might see a pop-up ad while checking the balance.

Customers like feeling that you ‘get them’ Some institutions are concerned that customers will find this kind of marketing intrusive - even if they would have no problem training a teller to ask that same customer about opening a CD or handing them a brochure about wealth management services. The reality is quite different. Despite privacy concerns, customers expect that you will know them: 60 percent said so in a 2013 SAS survey of 1,260 respondents. They want recommendations for products and services based on their lifestyle, previous purchases and search history. Years of shopping on sites like Amazon and Zappos that offer personalized recommendations based on search patterns condition customers to expect this. This level of personalization is becoming a factor in how customers view service quality. Online retailers get high ratings, where industries that typically shy away from customized offers fare worse.

From conceptualization to reality Being able to optimize and place offers in real time

involves a few easily overcome technology hurdles.

Banking has not invested in segmentation and personalization to the degree online retailers have.

The first step is to recognize that if your customer analytics doesn’t monitor digital paths and can’t be done with optimization or real-time options, it won’t be effective. Many banks use analytics providers that offer a report on overall website activity, not the kind of personalized data that can be read as it streams in to the site. Website tags that allow institutions to track how a customer interacts with a digital channel haven’t been readily available in the past.

Additionally, all of this data is useless if you can’t merge the online and offline data to build the profile that allows you to know what offer to make.

Luckily, banks don’t need to create this from scratch. Customer experience personalization solutions exist that can help by: ww Capturing the complete online behavior of the customer and accurately associating it with data from other sources (including transactions). ww Matching this behavior to a library of offers, reworking what is stocked on the library “shelves” as you see what clients respond to. ww Striving to constantly deliver the best offer, not just any offer.

These types of solutions offer solid payoffs. Among the successes: ww A global retail bank has increased target audience members by 500 percent at the same time it cuts its online media spending by 10 percent. ww A global insurer doubled customer engagements in three months. ww More targeted campaigns and improved customer service helped a North American bank achieve annual growth of 80,000 - 100,000 more incremental accounts than what the bank would gain by simply waiting for customers to come through the door.

Driving marketing costs lower, increasing customer engagement, enhancing customer loyalty. Isn’t that the trifecta all bankers are looking for?

David Wallace is Global Financial Services Marketing Manager

for SAS with responsibilities for defining industry strategy for the global banking and capital markets segments along with the mid-market strategy across banking, insurance and capital markets. He has 31 years of experience in the application of information technology to solve customer needs, including a focus on the financial services industry for over 17 years.

AUGUST 2014

THE CUSTOMER EXPERIENCE MAGAZINE ISSUE 3 • 2014

Cloud bound A practical guide to moving your contact centre to the cloud Also in this issue: ❯❯ A new definition of workforce management ❯❯ Building a people-focused contact centre

Workforce Management

A new definition of workforce management W

orkforce management can be multiple things to a contact center manager. Forecasting and scheduling. Schedule adherence. Intraday management. “Getting the right people in the right place at the right time.”

This is WFM in the traditional sense. But to continually make the customer experience better than everyone else, contact centers now require higher, more exact levels of predictability for staffing and service delivery over time.

They demand a broader notion of WFM that embraces the concepts of longer term strategic planning for business goals and operational improvements.

What is strategic planning?

Defined generally, strategic planning is the process of determining required staffing resources across a period of one, two, or more years, including how best to implement those resources. Variables within the planning process range from agent attrition to changes in contact volumes (seasonal and other causes), unplanned shrinkage, new hire learning curves, and handling time differences between centers or staffing groups. Strategic planning further encompasses predicted outcomes for key performance metrics such as service level, occupancy, average speed of answer, abandonment, and other indicators.

Improving planning results When decisions are being made for protracted agent hiring, vacation allocation, the timing and amount of training, and so forth, accuracy in the planning process is vital. Done conscientiously, strategic planning can optimize future handling capacity and service levels, and minimize labor costs at the same time. But if predicted results don’t model the contact center’s operations accurately, the results will be flawed.

Case in point: for strategic planning, many contact centers use home-grown spreadsheets that are often complicated and prone to error. Unfortunately, these spreadsheets hamper the center’s ability to examine different “what if” scenarios and options for strategic goals like customer experience, operating costs, and revenue.

Spreadsheet models in many cases also aren’t properly validated, resulting in inaccurate forecasts and significant differences between staff required and staff provided.

Issue 3 • 2014

In lieu of spreadsheets, new strategic planning systems are now available to enhance WFM and capacity planning in the contact center. The best of these systems offer: • Data capture and storage. Use ACD, dialer, WFM, payroll, and other data sources to calibrate and ensure the accuracy of forecasting and operational simulation models. Collected data provides variance (“actual” vs. “planned”) reporting and lends to general purpose reporting needs.

• Forecasting. Forecast key metrics — contact volumes, handle times, attrition rates, sick time (plus other shrinkage metrics), and so forth — at a detailed level, such as contact center and staff group.

Multiple forecasting methods ensure that the method fits the data being forecast, whereas “one size fits all” models typically use compromises that introduce significant error.

• Performance prediction and requirements generation. Predict interdependencies between key operational metrics such as contact volume, staffing level, handle time, service level, abandons, contacts handled, and occupancy. To handle multi skill, multichannel, and multi site environments accurately, the best planning systems use discrete event simulation techniques, rather than Erlang C.

• Staff planning optimization.

Simulation models develop required week-over-week staffing levels, but do not create an actual plan. Conversely, optimization models, like integer programming, automate and optimize this process and create just-in-time hiring and overtime plans that achieve service goals at least cost.

The outcome is an efficient plan that still considers real-world constraints, and that is a huge source of ROI. • Variance analysis and budgeting.

Bring the strategic planning process full circle. Variance analysis monitors the execution of the plan developed by the other components, and serves as the proverbial canary in the coal mine. If plan results vary from forecasts, operational changes are likely needed. Variance analysis detects when unforeseen changes happen, providing executive level lead time to react and make changes accordingly.

Strategic planning becomes a quicker and far more effective process when all of these components are brought together and automated.

More importantly, beyond traditional WFM, contact center organizations get a powerful new class of business performance and planning analytics.

For more information on the WFM and strategic planning solutions from Interactive Intelligence, visit us at www.inin.com.

contact management | 3

Cloud

Cloud bound A practical guide to moving your contact center to the cloud

M

oving any contact centre operation to the cloud requires addressing a range of issues from both atechnology standpoint and a business perspective. To formulate a migration approach, the more structure the better. A consensus among decision makers from IT, the contact centre and the executive level, is that four key “considerations” areas form the strongest framework for developing a cloud migration strategy.

1. Business/strategic considerations Although strategies for migrating to the cloud vary from Although strategies for migrating to the cloud vary from one contact centre to the next, the most effective strategies consist of three clearly defined stages: Planning - gain executive buy-in and form a cross functional team of representatives from IT, the contact centre, and the business to manage the project to prioritize contact centre and business requirements. Determine the cloud solution’s intended impact on business objectives.

Execution - sharpen and maintain focus on the determined project scope to avoid “scope creep”.

Monitoring - track all success metrics and implement any changes that have been justified based on business needs.

It’s vital that the cross functional team be anchored by an executive sponsor, such as a CIO or IT chief, who can represent the project at the executive level and secure project approvals and funding. The team should further include at least one representative from each project stakeholder. Establish an IT governance plan for the new cloud functionality. In aligning IT services with cloud user needs, the cross functional team should implement and monitor a strategy for identifying, planning, and supporting IT services delivery.

4 | contact management

2. Operational considerations By implementing the model in smaller business units before the contact centre, the process of testing the new cloud architecture is more manageable. Generally, the initial deployment phase should focus on non-mission critical applications such as apps for testing and development, apps to manage project schedules and task lists, etc.

Don’t underestimate user training Although cloud-based solutions are becoming more intuitive they can still present a learning curve at first. Plan formal in-depth training for users before the cloud implementation and cut-over phases, accounting for all user types.

3. Security considerations When evaluating a cloud provider’s policies and general attitude toward security, the best tactic is to ask pointed questions. For instance: What is your definition of security? Do you have a security program in place? Is security the responsibility of a single person, or a full staff? What is your disaster recovery process? What is your incident response process? If a provider can’t answer such questions, or has no conceptual understanding of cloud security or no processes in place, it is cause for concern.

4. Technical/architecture considerations There is no standard blueprint for moving a contact centre’s various business, operational, and network functions to a cloud environment.

The best method is to approach integration systematically. Among considerations are ensuring continued use of relevant existing CPE systems, along with access to databases and back-office systems.

Download the complete Practical Guide with project checklists, from the resources section at http://www.inin.com/guide/cm Interactive Intelligence lets you embrace the power of the cloud with its cloudbased Communications as a Service (CaaS) offerings for the mid-size to large contact center, small contact center (10-50 agents), unified communications, strategic workforce planning, and accounts receivable management.

These offerings emanate from the company’s innovative multichannel communications technology, introduced in 1994 and now implemented in thousands of contact centers around the world. Without compromise, and understanding that trust is paramount when moving critical business applications to the cloud, the CaaS solutions from Interactive Intelligence let you speed deployment, eliminate large upfront capital expense, reduce IT staff requirements, and increase flexibility as well as reliability and resiliency. Visit www.inin.com to learn more.

Issue 3 • 2014

Employee Engagement

Building a people focused contact centre

Employee engagement – the secret to building a highly connected culture

By Jeff Doran

I

t seems that every new generation entering the workforce has more to say about how things should be run. But it’s not just Millennials. Almost all employees want to be actively involved in decisions that affect them. They also want to have more personal and professional development opportunities. The problem is that they are not getting enough of either.

According to the CCEOC Best Practices report, 28% of contact centre employees disagree that their contact centre involves them in decision making. The survey data also shows a strong correlation between decision making and training and development. In order to build more engagement, contact center managers need to look at these issues and start creating development plans that have a higher degree of employee involvement and with a focus on training.

If one employee can make a difference, a group of employees can make a big difference. But in order to make a difference, they need to be committed. In order to be committed, they need to be engaged. In order to be engaged, they need to be involved. In order to be involved, they need to be interested. This is known as the “Employee Connectedness Ladder”.

It is important to know what level of connectedness exists in your contact centre. If you are trying to create an engaged workforce, and most of your employees are merely at the involved stage, it will be very difficult to achieve your goal.

In order to create an environment where people are engaged and committed, you must build a culture of trust and respect. Employees need to know that their efforts will be supported, recognized and rewarded. As a result, they will be more motivated to contribute and become much more productive.

In the contact center environment, it is difficult to get people involved in extra activities without adversely affecting productivity. But creative managers are introducing some interesting and unique opportunities for

employees to be more engaged with their company, community and each other. Here are a couple of examples: • Community Involvement - A manager at a large Canadian contact centre, invited her team out on a Saturday to volunteer with her favourite charity – Habitat for Humanity. Almost everyone on her team came out, not because they had to, but because they wanted to. They put on hard hats, picked up hammers and spent the day building a house. They all had a lot of fun but more importantly, they developed a real sense of connectivity to their team and the community. Helping a family achieve their dream of owning a home, instilled a tremendous sense of pride and accomplishment.

Interesting to note, they are the highest performing team in the contact centre.

• Idea/Innovation Management Systems – organizations need to develop idea systems that will stimulate employees to think in new ways and encourage them to submit their ideas. Toyota, for example, asks employees to submit ideas on a regular basis. It’s measured in their performance reviews. The company receives over 700,000 ideas from its 70,000 plus workforce. Their system is called “Creative Ideas Suggestion

Highest user adoption

Lowest cost of ownership

System”. It is designed to capture and process ideas quickly so that the good ones can be implemented immediately by the people who submit them. Having an idea system in place not only improves employee morale but also allows you to measure and manage the employee involvement process.

Suggested reading on this topic: Ideas Are Free by Alan Robinson and Dean Schroeder.

The secret to building an engaged, committed workforce starts at the top.

If you can determine your level on the Employee Connectedness Ladder, you can better understand your culture and determine what you need to develop a more supportive, successful and connected contact centre.

Jeff Doran: CCEOC Inc. recognizes and develops world class, Employer of Choice® work cultures. CCEOC oversees the administration and delivery of Employer of Choice® recognition programs for various of market sectors and regions. For the past 10 years, CCEOC has been delivering the Contact Center Employer of Choice® Certification and Development program to the customer service/call center industry.

Employer of Choice® training, seminars and workshops are also provided through the CCEOC Consulting group.

For more information, please contact info@ccemployerofchoice.com or call 416.886.7007.

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Issue 3 • 2014

iWay Software

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contact management | 5

Industry News Bell acquires two customer service call centres in New Brunswick

Moncton and Saint John centres part of Bell’s strategy to improve customer service and invest in Canadian jobs Bell recently announced the acquisition of two customer call centres in New Brunswick as part of its strategy to improve customer service and invest in jobs in Atlantic Canada and across the country.

“Delivering a better customer experience at every level is a core part of Bell’s customer-focused investment strategy. These New Brunswick centres and other locations we’ve opened across Canada are essential to Bell’s success in a competitive communications marketplace,” said John Watson, Executive Vice President of Customer Operations for Bell. “We are pleased to welcome 700 more employees to the Bell team at these two New Brunswick locations, which join 5 other new Canadian call centres we’ve announced in the last 4 years.”

Bell is acquiring call centres in Saint John and in Moncton and will dedicate both centres to serving its residential, wireless and small business customers.

Since 2010, Bell has announced new call centres in Nanaimo, BC; Orillia, ON; and Laval, Rouyn-Noranda, and Saguenay in Québec.

The two sites will be operated by Bell’s wholly owned subsidiary Nordia. For employment opportunities, please visit Jobs@Bell or Nordia.ca

Aberdeen Group report cites intraday management as key differentiator of leading contact centers

Improved customer experience through efficient use of agent resources top objective for workforce optimization programs Intradiem has released a new report by the Aberdeen Group that cites intraday management technology as a critical component of workforce optimization (WFO) success. It also ranks improving the customer experience as the top objective driving contact center WFO programs.

According to the report Contact Center Workforce Optimization: Secrets to Unlock Agent Productivity and Performance, 60 per cent of WFO leaders have adopted intraday management technologies compared to 30 percent of followers.

“Intraday management tools help companies manage fluctuating agent demand throughout the day based on client traffic and agent productivity,” Omer Minkara, Aberdeen research director, states in his report. “By doing so, it helps companies optimize staffing levels and reduce the likelihood of overstaffing and understaffing.”

In May 2014, Aberdeen surveyed 83 businesses regarding their contact center WFO activities. Fifty-nine percent stated that their top objective was to “improve the quality of customer interactions,” compared to 32 per cent in 2012. The top objective cited in the June 2012 report, “improving agent productivity and utilization,” fell from 65 per cent in 2012 to 44 per cent in the current report.

“Aberdeen’s report provides insight regarding the shift in priorities driving contact center WFO programs,” said 6 | contact management

NICE brings 100% real time to the contact center

NICE transforms customer service into a realtime engagement experience, providing today’s customers the right service immediately and effortlessly NICE Systems has announced the NICE Engage Platform, its next generation capture platform, which supports 100 percent real-time analytics at unrivaled scale, speed and cost efficiency. The platform allows customerfacing organizations to incorporate real time interaction data and analytics, at scale, into all of their service processes, transforming the contact center into a real-time engagement center.

The NICE Engage Platform makes interaction data available for every application simultaneously and instantly. Using patent pending technology, latency has been reduced 10-fold and recording capacity has increased to support 10 times more channels per server. The platform makes the use of real-time analytics practical by supporting up to tens of thousands of channels and delivering the relevant insights and guidance during the customer engagement.

The NICE Engage Platform further powers NICE’s broad portfolio of real-time applications, bringing benefits to various functions within an organization. This allows them to react faster, smarter and safer during customer engagements, and save costs.

“In the past, contact centers have not been able to take advantage of realtime business intelligence, analytics and guidance due to the limitations of commercially available, cost-effective technologies,” said Donna Fluss, President, DMG Consulting LLC. “Recent innovations have started to give companies a practical way to utilize real-time inputs from customers and enterprise BI solutions to optimize the service experience, transaction outcomes and cost structure. These innovations will be game-changers for companies and their customers. In the future, contact centers will be driven by predictive analytics that depend on real-time inputs.”

“The NICE Engage Platform is the result of collaboration with our customers who are challenged to meet the demands of their ‘now customer,’ while reducing related costs,” said Miki Migdal, President, NICE Enterprise Product Group. “This new platform is a sign of our commitment to lead the market’s adoption of real time applications and capabilities that bring significant business value.”

Matt McConnell, CEO, Intradiem.

“The rubber meets the road when companies take action to reconcile this new requirement with existing productivity constraints.”

The report points out that organizations are realizing the impact of “empowered customers” on the business. As a result these companies are focusing more on customer satisfaction rather than just operational improvements.

According to Minkara, “Companies today are 44 per cent less likely than two years ago to cite improving agent productivity and performance as a top objective. They are, however, 84 per cent more likely than in 2012 to indicate improving the quality of client interactions as a top objective driving their WFO programs.”

Though delighting customers is a top priority of WFO leaders, productivity and performance remain important as well. In order

to be successful, Minkara says, companies must strike a balance between delivering an outstanding customer experience and making the most effective use of agent resources.

Some challenges contact centers face are increased customer expectations, delivering consistent customer care across multiple channels, and unpredictable customer traffic resulting in overstaffing and understaffing.

However, successful contact centers meet customers’ needs while seeking opportunities to make better use of their agent resources specifically, technology tools to help hire, train and manage the contact center workforce.

According to the report, leading contact center WFO users optimize agent scheduling, streamline process and organizational management, maximize training results and optimize performance for continuous improvements.

Issue 3 • 2014

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Dr. Kimberley Amirault-Ryan Lead of Sport Psychology for the Canadian Olympic Committee | Performance Consultant for the Edmonton Oilers Dr. Kimberley Amirault-Ryan lives her philosophy of embracing challenges and pushing boundaries to achieve more. She was the first female performance consultant for the New York Rangers, the New York Knicks, the Columbus Blue Jackets, and the Edmonton Oilers. She is currently the Lead of Sport Psychology for the 2014 Sochi Winter Olympics for the Canadian Olympic Committee, and the Performance Consultant for the Edmonton Oilers and the Canadian Women’s Olympic Soccer Team. Her passion for motivating audiences to reach their fullest potential has received praise from international corporations and sports organizations alike, including Visa, ING, the NHL, and the NBA.

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// 30

Resource Directory

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Resource Directory FUNDRAISING

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