1. E-Mail Strategy
Marketing
Mix
E-Mail
and SEM Analytics SEO PR
Mobile
Tuesday, September 29, 2009
2. E-Mail Strategy
Contents
•Current state of the channel and its viability
•Commercial Models
•Examples of how e-mail databases deliver value beyond clicks
•Analytics and measures of performance for goals and objective setting
•Challenges with e-mail in a publishing organisation
•Learnings from NEWS and Fairfax
•Strategy for developing a valuable list
•Strategy for growth in a publishing business
•Strategy for engagement and retention
•What works and what does not
•How to leverage e-mail channel into print subscriptions
•Research and findings from primary research on user wants/needs from e-mail
•Products in the market and concepts
•Dealing with operational and capacity challenges through technology
•Recommendations
Tuesday, September 29, 2009
3. E-Mail: Channel continues to perform
•E-Mail = real people always there and qualified
•The quality of traffic off of newsletters higher than SEM
•The yields for direct e-mail marketing higher than display
•Figures are significantly below several Aussie newsletters
Open rates (key performance measure) increasing across most industries from 2008-2009 shows that this channel
remains an effective direct messaging medium with end users. While display ads have declined in yield and SEM
stands to go up in cost, e-mail has maintained its commercial viability when strategy is delivered properly.
Tuesday, September 29, 2009
5. ...where Social Media will play a part
Social media is the future and successful strategies will involve the integration of e-mail with social media
environments and contexts. In fact, both channels complement each other well. Social media sites deliver content and
relevance above and beyond static sites while e-mail complements Social Media through targeting and fulfillment.
Tuesday, September 29, 2009
6. E-Mail: KPIs and performance
KPIs Analytic Tools
Open rates
Click rates
Follow on traffic Omniture/Web Trends/Unica
Traffic retention E-Mail platform
Display Revenue Sales Force system
EDM Revenue
Profitability
These elements provide measures of
commercial value delivered by e-mail
that can be quantified into dollars. (ie.
Clicks=PIs that are worth ~1 cent each).
The sum of commercial value must
exceed the costs of maintaining e-mail
products.
Tuesday, September 29, 2009
7. EDM commercial model
These key players control
~$30,000,000 of the
revenue being earned in the
e-mail/affiliates market
Opt in APN commercial
co-branded messages to
consumers
E-Mail Cash
Zoom Direct
SMSpup - Empowered
Great Aussie Survey
Survey Databases
Key takeaways: There is over $50,000,000 nationally being made in this space with more room for
growth. Commercial eDMs may command $100cpm or more depending on content and data.
Tuesday, September 29, 2009
8. EDM commercial model
Key takeaways: Advertising revenue earned through the e-mail channel scales upward relative to
database size for dedicated ‘paid eDM’ promotional e-mail messages to each database.
Tuesday, September 29, 2009
9. How businesses use social
media and e-mail
DMNews
May 26, 2009
The traditional commercial e-mail models continue to have a place, but the user context is evolving. Businesses must
have a joint e-mail and social media strategy. Social Media is where the business needs to go to find customers and e-
mail is a key fulfillment mechanism.
Tuesday, September 29, 2009
10. Success Case for E-Mail and Social
DMNews
May 26, 2009
Tuesday, September 29, 2009
12. PR can capitalise on E-Mail...
STRATEGY
Core objectives
Develop national report on consumer sentiment for renovation
Create IP for PR and trade Marketing Strategy
Populate survey with required sample data
Drive additional traffic to homesite.com.au
Drive incremental e-mail sign ups
Create/leverage competitive advantage
Target Audience
National (all sexes and age groups renting or owning)
Prize and promotion mechanics
Survey on housing sentiment/renovation with aspirational offer
Create sense of legitimacy via survey and HIA partnership
RON ad spots and e-mail to network list
Known competitor tactics
Several entities running local surveys of poor quality
No one delivering this output quality on national level
Tuesday, September 29, 2009
13. ...as a high yielding channel...
Tuesday, September 29, 2009
18. Strategy for growing databases
Strategy Effectiveness Speed Difficulty Progress
Value add all newspaper subscriptions with free e-editions with opt ins via telesales
Deliver sustained editorial promotion in drop zone areas
Add newsletter sign up call to action in article level headers and footers
Use aggressive acquisition based e-mail campaigns with promotional inducements
Use viral promotion and e-mail campaign tactics as part of competitions
Require sign up to newsletters as part of all competition T&Cs
Undertake contra advertising arrangements with outside parties for acquisition
Cross promote newsletter databases in e-mail campaign swaps between brands (geo targeted)
Cross sell multiple newsletters on a single sign up page
Use house inventory to promote newsletter sign ups
Tuesday, September 29, 2009
22. ...this also works for media properties
6 Months Post Acquisition
APN
Tuesday, September 29, 2009
23. What works
Newsletters as a product
•Fresh new content
•Personalisation
•Alerts
•User control over delivery
•User input into product
E-Mail as commercial proposition
•Cleansing of dead e-mails
•Surveys of how to improve
•eDMs on a regular schedule
•Quality messaging
Tuesday, September 29, 2009
24. When the user talks...listen...
Tuesday, September 29, 2009
26. ...managed profitably
Your news...your way Weekly Editors Review
Tuesday, September 29, 2009
27. What does not work
Newsletters as a product
•Staid repurposed content
•No customer contribution to product
•No interactivity
E-Mail as commercial proposition
•Too many eDMs
•Daily newsletters (non-premium content)
•Bad creative
•Bad design and standards
Tuesday, September 29, 2009
28. Challenges of publishing organisation
Sales Editorial
IT
Product
Marketing
The organisation may operate like an Amoeba, housed by a commercial brand and culture but able to find touch points with
the customer from different business units (with business units often unaware of what the other is doing). Strategy must find
ways to harvest e-mail and data through its unique touch points BUT WITH A STRUCTURE AND VISIBILITY.
Tuesday, September 29, 2009
29. Early stages
Product
Editorial
IT
Sales
Marketing
Customers are a precious resource, use marketing to identify and segment - coordinating the rest of the business to acquire
and retain them through technology and process.
Tuesday, September 29, 2009
30. But customer acquisition is expensive
Now you got them, how do you keep them happy?
Tuesday, September 29, 2009
31. ...you give the customer what they want
Editorial
Marketing
Sales
IT
Product
Tuesday, September 29, 2009
32. How can we not make money when the demand
for media has increased more than 10 fold?
Tuesday, September 29, 2009
33. Make it easy for customer to consume
Editorial
Marketing
Sales
IT
Product
.and sometimes new products and diets emerge!
Making it easy for users to digest APN content (e-mail is one way), leads to trust and sharing of ideas. A good
business listens to those ideas, lets the customer in and a similar co-creation process emerges. The old
business is not dead, just continuously re-invented.
Tuesday, September 29, 2009
38. ...Best case
Enterprise Communications platform
Developing an enterprise application platform allows the business to support a variety of functions, scale to the
business and minimise or eliminate much of the overhead required to support large user base. ASP solution can
integrate with internal systems, enforce business rules and eliminate IT architecture issues.
Tuesday, September 29, 2009
39. Recommendations
Providers
Communications Transactional E-Mail
Technology
Platform Newsletter
Open architecture
Outsource for Alerts
API
specialisation and Mobile
interoperability with
internal systems
Leadership and Process
Capacity Centralise control within
Use technology to devolve specialised Marketing
tactical capability to department to manage privacy
greater business to scale and privileges as a resource to
growth and activity the business
Management
Empower senior management that
understands business units and how
they fit together; how to foster autonomy
as it benefits the customer and where to
create discipline and compliance where it
is required; robust planning to educate
all parts of the business to evolve
Tuesday, September 29, 2009