Omnichannel

Up until just recently, all those customers who spent hours browsing around and shopping in L.L. Bean’s flagship, tourist-attraction store in the town of Freeport, Maine, also where the company’s headquarters are located, left with shopping bags full, but never had any further communications from Bean again. But better late than never: As L.L. Bean’s Senior Vice President of Corporate Marketing Steve Fuller described during a session he gave at the recent NEMOA conference in Portland, Maine, Bean has implemented an extensive matchback program that gets every form of transaction matched back to Bean’s master customer file. “For 93 years,” he said, “if customers came

The 1st Catalog Success Latest Trends Report on Multichannel Mailing & Marketing Practices (October 2007)

The 1st Catalog Success Latest Trends Report on Multichannel Mailing & Marketing Practices (October 2007)

The 1st Catalog Success Latest Trends Report on Multichannel Mailing & Marketing Practices (October 2007)

The rapid development of sophisticated technologies has been tantalizing. So much so that it’s been suggested companies can improve efficiency by replacing expensive, variable-cost human labor with incredibly efficient hardware and software, both fixed costs. Such promise has led to change in the call-center business, beginning with call-routing menus and leading to sophisticated, interactive voice recognition systems. Despite countless horror stories of customers lost in “promptland,” most of this technology has been developed with the best intentions. Yet numerous studies have shown this promise often has remained out of reach. A recent Aspect Contact Center Satisfaction Index survey found that 55 percent of customers

AB-to-B catalog marketing staff had a problem. Its housefile count was experiencing double-digit growth, but its response numbers were shrinking. How can these two metric trends coexist? Internet-savvy consumers, who often operate small, home-based businesses, buy product via this cataloger’s Web site. These small office/home office (SOHO) businesses didn’t need to repurchase the way this cataloger’s traditional business customers typically did. So, housefile response fell, while marketing expenses went up. If you suspect this is happening to you, here’s how to fix the problem, improve your response and reduce marketing costs. Begin by analyzing your housefile for SOHOs and consumers. Then follow these steps: 1. Run address

Welcome to our groundbreaking benchmark survey on catalog/multichannel mailing and marketing practices! This is a joint venture with multichannel ad agency Ovation Marketing, and the first in what will be an ongoing, quarterly series of surveys covering different aspects of the catalog/multichannel business. The survey contains a statistical analysis of a questionnaire we sent to the entire Catalog Success e-mail list in late August. The first two questions screened out any noncatalog decision makers. That left us with completed surveys from 175 catalogers — 97 consumer, 78 B-to-B. Click on any or all of the sets of responses under “Related Content,” to the right.

Operating in a market specifically designed for handling large sums of money, National Bankers Supply Corp. was faced with one ironic problem: It wasn’t generating enough of its own money. Having acquired the 23-year-old bank supplies catalog company in 1996, President Roy Shields, along with his business partner Steve Perhacs, had their work cut out for them. Consider these hurdles: * The housefile at the time was well below 1,000 buyers, most were inactive or one-time buyers; * The catalog hadn’t been reprinted in over six years; * The philosophy and culture within the company was stale and lacked vision; and * Not surprising, growth was limited or

In the September (print) issue of Catalog Success, I discussed the opportunity catalogers and multichannel merchants have to aggressively pursue the older end of baby boomers, some of whom are now in their 60s. In Portland, Maine, on Sept. 20 for the fall NEMOA Conference, I was taken by the opening presentation given by Claire Spofford, senior vice president and chief brand officer for the Orchard Brands unit of Golden Gate Capital, (formerly Appleseed’sTopCo). Having joined Appleseed’s earlier this decade to bring a retail and brand accent to the mature women’s apparel cataloger, Spofford now presides over a thriving multititle multichannel business that’s as

Consumers are increasingly drawn to rich Web content — information that’s engaging, visual and intuitive. And online retailers and brand marketers are responding by building dramatic, fun and innovative marketing micro-sites, as well as interactive product displays to meet this desire. According to Forrester Research, the largest interactive marketing firms are growing at annual rates between 20 and 40 percent. That’s the good news. The bad news is that even the leaders often fail to make commerce a seamless part of these interactive marketing experiences. Instead, customers usually are faced with a disjointed experience where they browse and interact with the brand in