Direct Marketing magazine Jan 2015

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Special report

The changing sales lead generation landscape

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Give the people what they want

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Vol. 28 • No. 1 • January 2015

The Authority on Data-Driven Engagement & Operations

Through the loyalty lense John Boynton on the future of loyalty in Canada

Gary Tannyan

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Aimia’s new Chief Marketing Officer John Boyton

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Don’t just ask Give your customers a reason to share their personal information Vol. 28 | No. 1 | January 2015

Engagement & Analytics

EDITOR Amy Bostock - amy@dmn.ca PRESIDENT Steve Lloyd - steve@dmn.ca

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Give the people what they want

DESIGN / PRODUCTION Jennifer O'Neill - jennifer@dmn.ca Advertising Sales Mark Henry - mark@dmn.ca CONTRIBUTING WRITERS CDS Global Steve Falk Kristian Gjerding

Nancy Harris Morley Ivers Jeff Quipp

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Earning customer engagement

SPECIAL REPORT Follow my lead The changing sales lead generation landscape

Operations & Logistics ❯❯16

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COVER STORY Through the loyalty lense

Four marketing best practices that nonprofits neglect

John Boynton on the future of loyalty in Canada and Aimia’s place in it

5 steps to donor and customer retention fitness for 2015

Targeting & Acquisition

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The non-profit vs. for-profit marketing approach: part 2

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Delighting customers: how to drive brand advocacy and get new business

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Special Report

Follow my lead The changing sales lead generation landscape

By Amy Bostock

In the beginning… …sales leads often came from reps driving around neighbourhoods looking for buildings that look like they may have a need for the product or service they were selling. Then they would just show up at reception and knock on the door.

“Very old school, but that’s what they were doing,” says Stuart Lewis, ❱ DMN.ca

President & CEO at global sales lead generation company 360 Leads™. “If you think about how that’s changed, the principles of selling are still about people buying from people. That in itself hasn’t necessarily changed.”

What’s in a lead?

“The definition of lead generation hasn’t changed at all – but what defines a ‘good’ lead has,” agrees Stephen Shaw, Chief Strategy Officer at kenna.

“Marketing has come to realize they simply can’t hand over semi-qualified leads to their sales force anymore and think their job is done. Lead volume alone is no longer anyone’s idea of success. Ideally, the sales team want leads that are ready to buy soon - or at least qualified in terms of BANT (budget, authority, need, timeframe).”

In the past, he says, many sales teams would scoff at the leads they got from marketing – and simply not

bother following up with them at all, or at best make a token effort, because the payback on their investment of time was minimal. The so-called prospects were often too early in the discovery stage, or worse, had no decision-making authority.

“Today, marketers are making more of an effort to qualify leads before assigning them to the sales force. Marketing –ready prospects are nurtured through the early stages January 2015

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Special Report

Stuart Lewis, President & CEO at global sales lead generation company 360 Leads™

Stephen Shaw, Chief Strategy Officer at kenna.

of the decision cycle by feeding them relevant, informative content, and then scoring them based on their level of interest and engagement over time.

Marketing automation platforms like Eloqua, Marketo and Silverpop make that really easy to do. A lead is only routed to a sales person once the agreed-upon pass-along threshold has been reached – usually in the form of a grading scheme which reflects likelihood to buy. That saves everyone a lot of grief: sales people, whose time is at a premium; marketers under pressure to show ROI; and potential customers who hate being hassled by uninvited sales calls when they are not yet in market to buy.”

When a list is just a list Another difference, says Lewis, has to do with what tools sales reps now have at their disposal. Although lists and directories have always been a starting point for lead generation, how the industry uses those sources has evolved.

“In the last five years there’s been more data available to us, but the key is how to use that data. One of the gaps in the market is that there are many people who don’t know how to use the data effectively. Also, a list is not necessarily qualified sales leads. A list is just a list.”

So are there more list sources available today than there were five years ago?

“Absolutely, but buying a list does not mean you have qualified leads. It January 2015

certainly doesn’t mean you’re going to have any sales from it, but there is a lot of data available. The challenge for people who are trying to work their existing lists is they’re going to have to figure out how to do that while also getting out to talk to people who they’ve never talked to before.”

And there are lots of ways to reach them, he says.

“There are permission-based lists that are out there, fair enough, but there are things you can do to create a poll if you want to build a list. Here’s a perfect example. We’ve done a global survey on sales lead generation (see sidebar), which actually dropped in November, 2014. Within that we’re going to be building a list because those people are going to be answering a number of questions. With that they’re going to be asked whether they would like to receive the results of this survey, and they’re also going to be asked whether they would like to know more information about how sales lead generation can benefit their business.

It means that we’re going to have to ask for permission, but that doesn’t mean that we can’t build a list. To me it’s really about understanding the implications of the CASL legislation and being thoughtful about how the lists get built. To send emails to the great unwashed, clearly that’s not going to happen, but if you look at the return rates on emails to the great unwashed, they’re very low anyway. If you think about trying to generate qualified sales leads, sending blasts of lists doesn’t necessarily yield a qualified sales lead so there are number of things you can do about it. As much as I look at the legislation, not just in Canada but around the world, some jurisdictions are more proactive about it than others.

It does have some limits to it, but I don’t believe that it’s necessarily going to be that limiting in the grand scheme of things because smart marketers will know how to get around that. Further to that, smart marketers realize that a list is not just a list.”

A channel evolution “There has been a tectonic shift in channel use,” says Shaw. “Whereas marketers once relied on push campaigns to generate leads, largely through traditional media, today they rely increasingly on inbound marketing, using quality, gated content as a lure for prospects to raise their hand. Most buyers today are more than halfway through the purchase cycle before they even want

to talk to a sales person, so it is critical to gain their consideration at the top of the funnel. You do that by generously sharing knowledge to help the buyer make the best decision possible in the context of their particular needs, while promoting that content extensively through paid and owned media as well as through third party syndication.

“Social media has a major role to play as well in terms of brand visibility, content distribution and sharing.

And mobile is becoming critical, with more than half of B2B buyers using mobile devices to do their research.

But the biggest challenge in lead generation, aside from producing quality content on a continual basis, is to secure ongoing engagement past the initial interaction. Every interaction should provide a pathway to further knowledge, using the profile information provided by the buyer to increase the relevancy and usefulness of the content. By the time a buyer is ready to meet the sales representative they should have built sufficient

confidence in the vendor to welcome that person as a “trusted expert” who can help them solve their business need.

A global view of lead generation 360 Leads™ support clients’ sales growth from their global headquarters in Toronto, Canada and their operating hubs in Phoenix, USA and Adelaide, Australia. This gives Lewis and his team a real global perspective when it comes to lead generation activities.

“For example, in Australia the market is very different than in North America. First of all, it’s far away from the rest of the world, generally speaking. There is certainly domestic business in Australia, but most Australian businesses want to export.

The three major export markets are in China, Japan and the United States.

If I look at our offer in Australia and where we’re scaling there, we’re talking to companies about how they would like to grow their businesses in North America. You also have to look at the

The Black Report tells the tale In October, 360 Leads™ announced the release of its 2014 edition of The Black Report™ its global study of B2B sales lead generation practices with C-levels, sales leadership and marketing executives from six continents.

The study highlights sales lead generation as the most important sales and marketing challenge facing 58% of companies. Although 78.5% of companies have engaged in lead generation programs over the past 12 months, only 17.3% are meeting their sales lead generation targets.

The most successful sales lead generation channels tend to be those that can offer a high degree of targeting.

Ranked in order of effectiveness, outbound telemarketing, email marketing and digital marketing deliver the best results. However, primary reasons cited for poor lead generation results are inadequate budgets and internal company issues.

Other key findings outlined in The Black Report™ include: ❯❯ Companies who communicate 3 or more times with their sales prospects are 2.4 times more likely to meet their targets ❯❯ More sales people equals a better chance to meet sales lead generation targets – 62% better, to be exact, for companies with sales forces of over 25 people ❯❯ Companies with over 100 employees are 1.5 times more likely to hit their sales lead generation targets than smaller companies ❯❯ The most successful sales lead generators come from financial services, business and professional services and technology ❯❯ The least successful sales lead generators come from manufacturing, healthcare and pharmaceuticals ❯❯ Sales lead generation frequency and performance varies by region

DMN.ca ❰

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Special Report

Three tips for maximizing your lead generation activities 1. Without question content rules. It must be widely available. It must be easy to discover. And it must be easy to share. But above all, it must address a knowledge gap. Or offer a unique perspective. Or challenge a longheld doctrine. Or change the buyer perception of the problem in some way. In other words, the content must be worth reading. And at a time when we are suffering from overcrowded in-boxes, a surfeit of content, and a daily barrage of media advertising, the objective is to be recognized as a go-to source of information and insight.

2. Contextual relevancy are the keywords of the future: serving up advice, knowledge and recommendations aligned with each phase of the decision cycle. But that requires a systematic way to convert profile data into content creation. Possibly the most important step in lead generation is the development of a progressive profiling plan that spells out what information is needed to drive more relevant interactions.

3. Content marketing is enjoying a lot of hype right now.

But that has created high expectations. Test and learn is vital. So is managing expectations. So much of lead generation activity occurs at the top of the funnel –creating initial curiosity and interest in the content being merchandised. But tying that investment to revenue can be tricky. It requires a long measurement horizon. And the fortitude to stick with it even in the face of skeptics (namely, the sales people!).

Source: Stephen Shaw, Chief Strategy Officer at kenna

political climates of those countries and how that impacts the ability to do business.”

Globally he says, the world is actually quite small. Dan Cadieux, Country Manager, Australia & Global VP, Strategy for 360 Leads™ is based in Australia and says it’s actually not that inconvenient for Adelaide (where he is based) to talk to Los Angeles.

“When people think about the world, it used to be the world was very large, but the world actually is becoming smaller,” explains Lewis.

“Technology makes it smaller. I think as well how people work makes it smaller. It’s not that some people don’t work in the 9-to-5 range, but in global businesses, they’re used to having their people support around multiple time zones to make things work. ❱ DMN.ca

The team at 360 Leads™ now has their sights set firmly on the U.S. market, where sales lead generation is understood much better than it is here at home. Demand generation, as it’s known in the U.S., has been around for a while, and although there are a few players that have some level of scale, no one who is currently offering an integrated marketing communications family of companies like 360 Leads™.

Measuring success How do you know if your lead generation program is working and delivering a good ROI for the company?

“There is only one goal that anyone really cares about: generating revenue,” says Shaw. “But if that is the dependent variable, what are the revenue drivers? Size of the active

But the one thing that will convince sales people of the value that marketing can deliver through lead generation – their peers raving about exceeding their sales targets by acting immediately on the leads they received.” ~ Stephen Shaw, Chief Strategy Officer at kenna

pipeline matters.

Sales velocity matters. The quality of the lead, absolutely, which is the BANT criteria.

Certainly the cost of that lead – and its sales conversion ratio by source – is a lead generated at an event worth more than one that came through an ad retargeting program?

“But then there are the intangibles.

How many people shared the content they consumed? Did they like it? Did it generate conversation (posts)? Did it build a favourable impression of the brand? Did it generate site traffic?

The correlations become key - finding the variables that best explain sales success. A formula is needed which links content quality, interaction frequency, sales visits, project quotes, average deal size and close rates. But the one thing that will convince sales people of the value that marketing can deliver through lead generation – their peers raving about exceeding their sales targets by acting immediately on the leads they received.”

What’s next?

With the business landscape changing so rapidly around the world and everyone battling for customer dollars, what will be the next set of changes that we’re going to see in the way that sales generation happens?

The first thing, says Lewis, is legislative.

“There are a number of jurisdictions, including Canada and Australia, that have anti-spam legislation in place and there will be more to come, so other legislative changes are going to happen within certain markets. I think that people’s heightened sense of privacy and protection of information is going to continue to increase and as marketers we need to be aware of not only those legislative changes, but also how we can help our clients adapt to doing ethical business within the parameters of those things.”

The second change Lewis sees coming is that technology will continue to evolve at a rapid pace.

“What’s the latest and greatest product or service that is going to be introduced by somebody, and how does that tool then apply itself within the market that we’re talking about?

What’s the next LinkedIn? What’s the next marketing automation tool?

What’s the next CRM tool, and how is that all going to work?”

January 2015

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Cover Story

Through the loyalty lense John Boynton on the future of loyalty in Canada and Aimia’s role in it

By Amy Bostock

W

ith his unique blend of traditional methodologies and consumer goods marketing methodologies, combined with hard-core direct methodologies, John Boynton was exactly what Aimia was looking for in a new Chief Marketing Officer – and the feeling was mutual.

“As I sat back and thought about what do I really like to do and the stuff that got me most excited is how to best leverage the customer database,” says Boynton, who joined Aimia at the end of 2014. “We have access to a much richer accumulation data set than ever before but what specific data you choose to put in your customer database and how you collect this information in order to start to be super-relevant in multiple ways to your customer is very exciting. When I came to talk to the folks at Aimia, I saw a company that wants to do this, and do it well, for a living. Customer data is their reason for being, their sole purpose, their mission. It was a perfect fit for me.”

Boynton has a few beliefs that he’s bringing to the table in his new role.

“Aimia’s mission is about making business personal. It’s a very broad statement, but to help bring this to life, we use the analogy of a traditional corner store owner who made time to get to know you, knew what you liked, and offered you rewards or discounts for your custom. For me belief number one is that it’s really nothing to do with big data. Data seems like an end state for some people, but for me, it’s about relevance. And, so one of the things that I’m on a mission to do is, at the highest order, help the team at Aimia build its mission to be a data insights January 2015

powerhouse, both globally and in Canada.”

His second belief involves bringing to the forefront the notion that relevancy will drive superior results.

“Finally, we need to prove that once you are knowledgeable enough about a customer, and I mean deeply, deeply knowledgeable, the digital world can be extremely relevant and emotive, in terms of how it gets customers to respond, change behaviours, and act as a source of added value. By the time we are done, people should be looking at Aimia over and over and over again as examples in how and why insights from data to be intimate and relevant are important.”

Rising above the rest Canadians are among the world’s leading lovers of loyalty programs and in response, new programs are popping up all across the country.

So what does Boynton plan to do differently to make sure Aimia is front of mind for Canadians?

“We differentiate ourselves in a number of ways,” he says. “One is our global scale – we have multiple platforms across the world, with all kinds of shared practices going back and forth. Two is how we create a seamless marketing and technology ecosystem, so that the database technology, marketing technology, and our execution platforms, are all advanced and highly, highly integrated.

That’s not an easy thing to do.”

The third difference is the data that they’re collecting.

“Through Aeroplan, we not only have an incredible, rich data source on our members, but now we also have a rich data source through our credit

card partners that we’re overlaying into the database. That is a massive game changer in the industry and something that nobody else is able to do.”

Insight into Canadian loyalty – what makes us different?

With all of these advantages, Boynton and his team at Aimia have some deep insight into where the Canadian loyalty landscape stands, versus other parts of the world. In fact, their recent Loyalty Lens report showed that despite a series of recent, highprofile data breaches and consumer concerns over data collection, 54 per cent of Canadians are still open to sharing their personal information in exchange for relevant rewards.

“Essentially, Canadians are still the highest consumers of loyalty programs in the world,” says Boynton. “The majority of Canadians view loyalty rewards as part of regular life. 90% of Canadians have a membership in at least one loyalty program – but the average household belongs to more than eight, with many of these tied to credit card loyalty programs.

The customer is in different states in different countries and in different verticals. Consumers are willing to share their personal information and data provided companies are transparent about how they use the data, and offer meaningful, targeted rewards in return. Customers’ expectations and comfort level varies greatly by industry and country, so companies need to have a clear understanding of who their customers are or risk alienating them.”

2015 trends in loyalty “My belief is that, last year, and the

early part of this year, the marketing industry passed over the tipping point.

And, for me, this tipping point was a combination of several things. The marketing platforms and technology today not only exist, but they’re well integrated so that real one-to-one marketing is possible for everyone and isn’t just something only the top companies in each country can do.

The data is also now readily available – whether it’s social or mobile or transactional or attitudinal – and the cost of storing as well as extraction capabilities have also been greatly reduced As such, all the reasons ‘not to build one to one relationships with your customers’ have gone away. It is now truly possible to be ultra-relevant at each digital impression and provide a multi-dimensional execution of all marketing disciplines.

The third part, he says, is consumer acceptance. The interests of marketers and consumers have to be aligned with marketers delivering value and relevance and consumers willing to share their personal data.

“The onus is still on companies to build trust, commitment and reciprocity but, the technology and associated costs all hit a point late last year, early this year, where reasons ‘not to’ have dramatically gone away, one after the other. So, I do believe we’re in that place where most CMOs are thinking, geez, I can actually do this, and it’s never before been the case.

Because, one of the three, if not all three, has been holding back CMOs for quite some time. Although it’s not the sexy change, it is the greatest change and from a marketing standpoint, CMO adoption is going to start rapidly DMN.ca ❰

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Cover Story occurring. We can help them given our experience.”

While this change may not be visible to consumers, Boynton does predict some big changes in the next year.

“Some of the more visible things out there to consumers will involve social’s growing role in how companies try to earn customers’ loyalty.

Traditionally, social has been used for quasi-reputation management, and customer care management.

More recently, it has been utilized as a kind of unearned media, and many organizations were participating in social media stunts. But, I think social, as an integrated component, and channel on customer experience and customer loyalty, is on the cusp of industry adoption.

“Mobile, both from a macrolocation, near-location and in-location standpoint, is now being tested and trialled by many. A subset of that, in terms of mobile wallet and transactional in nature mobile apps are also in this phase. I think the last piece is, and again, it may not sound sexy, but this is where all the money is, the digital executions you’re going to see are going start to get not just targeted, but extremely targeted and down to the one. And, that is the output of the platforms and the database and the customer acceptance piece. The end goal is to become ultra-relevant, down to each digital impression that gets made, and the kinds of impressions you can now obviously get to, in terms of not just being a flat execution, but being quite multidimensional.”

Battle of the channels With the rise of mobile comes the question of the future of the plastic loyalty card? Will these cards simply go away or is there a place for them in loyalty’s mobile future?

Everything happens in a transition, says Boynton, adding that it’s not like when text messaging came around and everybody said, well, there goes voice mail.

“It will happen, over time. Plastic cards will dissipate and mobile will eventually take over.”

For clarification, Boynton says consumers need to separate mobile apps and mobile wallets.

“People don’t need to build their own mobile wallet. I think there is a bit of hysteria out there about mobile wallet. The major providers of mobile wallet will be the financial institutions, the telecommunication ❱ DMN.ca

companies and the wireless operating software companies, like Apple and Google – and they’ll be the ones that will probably survive, own it and dominate it. Like everything, people will end up wanting to be in one of several wallets, there won’t just be one. That’s really ubiquity, and you’re never going to be just in one channel.

You’re going to have multiple channels for your product; you’re going to have multiple mediums for your advertising. So, people end up being in multiple mobile wallets, to be where their customer wants to be.

With the acceleration of those three players, all getting into the mobile wallet business, eventually consumers will see that curve go up dramatically, and people will have their cards in it, and then consumers will adopt more, because they can choose one of three ways.

“There will be some confusion, I think, as they’re realizing that their retail X card is now in their X phone and their X bank and maybe their X carrier. But, it will accelerate the adoption dramatically, because the ecosystem will be there for everybody.

That’s different from coalition programs, or loyalty programs, again, whether it’s a white-label program or, for example, the Aeroplan program, which will also create a kind of mobile wallet, where all the partners will be in the same one. That will just create more simplicity, and it might be with the carriers, it might be with the banks or it might with an operating system. But, the notion being that you will have a card that works with multiple retailers, where you would normally have to pull out that card and get your double dipping going...we from card ghettos in wallets to app ghetto in phones to a consolidated simple wallet in phones.

That will be a big transformation, he says, as it relates to loyalty programs specifically. Then the completely separate space is on the mobile applications space.

“Transactional should be in a mobile application anyway,” says Boynton.

“You shouldn’t have to worry about mobile wallets in terms of doing micro transactions and transactions.

That should be in your application, and those applications will just get smarter and smarter. As a result, you’ll see a blurring of what happens in mobile and what happens in mobile wallet, but again, those mobile wallets will be concentrated to those three ecosystems.”

So why are those three ecosystems

doing mobile wallet? For one, you end up with a unique customer identifier and that becomes the centre.

Around that becomes transaction capabilities, tap and go. Around that becomes advertising opportunities, coupon opportunities, suggestive sell opportunities and the data you collect and the opportunities around that.

“So, there are multiple things that mobile wallet gets you, and when people start talking about it, I find I have to get very specific with them around what part of that are they really after, what’s their primary objective? As it relates to applications, you’ll also see the same build-outs. So, that’s why I’m saying you’ll see a little bit of blurring, but it’s mostly a functionality blurring.

In the application space, you have an identifier as well, so you now you have a relationship, direct relationship, with the customer. It’s always on, as opposed to a mobile wallet, which will be more on as it relates to transactions.

A mobile application could be always on all the time, especially for us, as people are checking their balance.

A lot of non-transactional, a lot of mobile apps, are there for support and care and servicing and information.

You will also see couponing. You will also see offers. You will also see advertising. Those all exist today, although they will get way better with the data source. But, in addition, you’ll also see the geolocational component as well. So, wallets will be competing with applications for some of those same eyeballs and uses and revenue sources, is the output of all that. It will look a little confusing, but while it is restricted to some players out there, application will be pretty much everybody.”

What’s next for Aimia?

With their new CMO in place, Aimia has big plans for 2015, starting with their continued progress in the white label, B2B space.

The value that loyalty can add has helped to redefine the way a CMO spends marketing dollars, and while loyalty used to be a discrete category of spend, CMOs are increasingly seeing it as a more comprehensive component of the overall marketing program and budget, because of the greater consumer engagement and commitment that it can deliver. We’re going to continue to approach CMOs to show them how we can help them create loyalty with their customer.

Every CMO has a problem with trying

to drive customer satisfaction, and every CMO knows that the toughest scores people have in customer satisfaction are you treat new customers better than current. And, you don’t reward me for my spend, and you don’t reward me for my tenure.

Those are the three big drivers that everybody has problems with, and that’s, luckily, something that we can definitely help them with. But, a lot of CMOs want to do it under their own brand. And, so we’ll be pushing heavy into that space, and to helping CMOs solve that particular problem with a white-label solution.”

On the consumer-facing brand, Aeroplan, watch for Aimia to continue to invest in the program.

“Last year we had a change in the credit card partnerships, so we now work with three major financial institutions (AmEx, CIBC and TD).

It’s our job to steward the data that we’re getting from them, which is brand new, to not abuse that privilege, to act in good faith on behalf of the customer, and get good returns for the customer, be meaningful, but also help our partners accomplish their objectives. So, leveraging that data is going to be a big thing for 2015.”

The third thing to watch is on the Aeroplan value side.

“We invested heavily in two things.

One is what we call Market Fare Flight Rewards, which basically was a big investment on our part to open the plane up so that people can pretty much get any ticket on the plane. And, there’s a formula for what they’ll get it for, in terms of miles, and it’s very competitive value versus all the other programs out there. In addition to Market Fare is what we call Classic, which is a special arrangement we have with Air Canada, that carves off seats that no other loyalty program gets. We had better value, and then we over invested in our value to make a point last year. And, you’ll continue to see us invest, to make sure that our value remains strong. In addition, we’ll continue to work on the tiers that we have, Diamond, Black and Silver, ensuring added value for our best members.

“You’ll also see us do some work on the brand side next year and we’ll be much clearer about what our brand purpose is in the marketplace.

We also plan to invest heavily in infrastructure as well, right through the stack of database infrastructure and capabilities, operating software, marketing platforms and our media platforms.”

January 2015

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Targeting & Acquisition

Delighting customers:

how to drive brand advocacy and get new business

By Jeff Quipp

D

igital marketing focuses heavily on the acquisition of customers. This is understandable – growing your customer base means growing your business. But this isn’t the only way to increase revenues, and it may not even be the best.

A less common, but incredibly effective method to increase your bottom line is focusing on giving your current customers a killer experience with your product or service. In other words, delighting your existing client base. Too often, brands reduce the level of engagement with their customers after they make a sale. This is a tremendous opportunity missed – you have already sold to these clients, you now have the chance to upsell, promote different products, offer them information to help them succeed using your product or service, and eventually turn them into advocates of your brand.

The impact of customer loyalty should not be underestimated. If you have individuals or companies that are already using your product or service advocating on your behalf, acquiring new customers becomes that much easier. When customers truly love what you provide – so much so that they freely talk about how awesome it is – your marketing efforts are given a huge boost. Conversely, poor experiences are likely to become bad reviews online, which can deter prospective customers from doing business with you. Thus, providing a great customer experience is more important than ever.

Delighting customers to build loyalty In the digital marketing space, there are a number of ways to delight customers to the point they become brand advocates. Since you have ❱ DMN.ca

already established a rapport with current clients, driving customer loyalty begins with maintaining these relationships and keeping the line of communication open. Below are a number of different methods you can use to leverage these relationships and provide your customers with an unparalleled experience that will turn them into ambassadors for your brand.

Deliver on your promises This isn’t a radical idea. You likely made promises to your customers during the sales process – make sure you fulfill these promises. If your customer has unrealistic expectations, this is the result of failing to manage expectations during the sales process, which is an issue that needs to be mitigated prior to a prospect becoming a customer. The most common cause for dissatisfied customers is the classic over-promise, under-deliver. Make your customer realistic promises, set reasonable expectations, and then always follow through. Happy customers are those who get what they paid for.

Always educate Digital marketing focuses a lot of attention on educating prospective customers in order to lead them consultatively to the point where they want to choose your company over your competitors. This is done primarily by providing content that is educational, informative and helpful.

So why stop educating prospects when they become customers? You already know the kind of content they find valuable, so you can personalize it.

Address their common pain points, resolve their issues, and help them overcome their day-to-day challenges.

Continuing to provide content also gives you the opportunity to better introduce new features, promote products, and even upsell to existing clients. Regular communication

and fresh content is always valuable, regardless of whether your audience is comprised of prospective buyers or existing customers.

Maintain a line of communication This is particularly important if you provide an ongoing service, though it can be just as important for companies who sell products. Maintaining a line of communication with your customers helps to accomplish a few things. First, it shows the customer that you are devoted to customer service and assures them that they have made the right decision by choosing your company. Additionally, it lets your clients know that they have your support while using your product or service. If they should run into any issues, they know that they can have them resolved quickly and easily.

And communicating with your existing customers shouldn’t consist solely of fielding questions or concerns – it’s best to be proactive when possible. Send out emails with fresh content, reach out to clients on social media, and ask for feedback and suggestions. Give your customers a platform to voice what they love, what they hate, and what can be improved, and you can make your product or service even better while providing great customer service.

Create a customer-only centre Create a space that is accessible only for your current customers. This could take many different forms.

For retailers, it could be a page with exclusive discounts or promotions.

For brands that provide a service, create a customer education centre that provides all the resources clients could ever need – tips, how-to videos, or other resources that help them meet their goals with your product or service. HubSpot, for example, consistently offers its existing

customers downloadable content that they can put their own branding on, campaign kits, templates and other useful tools. Use the feedback and suggestions provided by your customers to offer them exactly what they want. By creating platforms that are exclusive to your customers, you can practice exceptional customer service that will delight your clients and transform them from customers to brand advocates.

From customers to brand ambassadors Ultimately, delighting customers is important because it drives customer loyalty. When your customers truly love your company, service or product, there is a good chance that they will readily praise it and recommend it – thus becoming brand advocates. Brand advocacy gives you a tremendous advantage over your competition, makes your marketing that much more effective, and lets your prospective customers know what they can expect when they choose your company, product or service.

If you aren’t focusing on delighting your existing customer base, you’re missing a huge opportunity to acquire new customers, grow your business, and positively impact your bottom line. In the dynamic, hyper-competitive world of digital marketing, you can’t afford not to allocate attention and resources towards building customer loyalty.

Jeff Quipp is an expert on digital marketing.

He is the founder and CEO of Search Engine People Inc. (SEP), Canada’s largest digital marketing firm, which has been on the PROFIT 100 ranking of Canada’s Fastest Growing Companies for the past five consecutive years and named one of PROFIT Magazine’s 50 Fastest Growing Companies in the Greater Toronto Area. You can follow Jeff on Twitter and connect with him on Google+.

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Targeting & Acquisition

Don’t just ask Give your customers a reason to share their personal information

By Nancy L. Harris

C

onsumer privacy and consent has been a hot topic over the course of this past year.

With Canada’s recent anti-spam legislation (CASL) coming into effect, customer consent is essential and small businesses need to be vigilant with their customer databases.

Coupled with the fact that Canadians are serious about protecting their privacy, beefing up your customer database might seem a bit daunting.

But, don’t let it deter you from asking your customers to share their contact information this year. Give them a reason to share it.

Building a database of information provided from your consumers’ emails can help you cultivate relationships long after the holiday season ends from shoe sizes, to music preference, to upcoming vacation plans. There are two key ways to encourage your customers to entrust you with information they consider personal, even private: simplicity and reward.

Collecting data needs to be easy.

Whether someone visits your brickand-mortar location or website, or follows your social media platforms including Facebook, Twitter and Pinterest, they should not have to hunt for the opportunity to provide their information. Make it effortless so there’s zero misinterpretation.

However, keep the new regulations from CASL in mind; you can’t send a commercial electronic message if you January 2015

don’t have implied or express consent.

Express consent is where a person has clearly agreed, orally or in writing, to receive a commercial electronic message. This consent is not time limited unless the recipient chooses to withdraw it. Implied consent, which is typically time limited, can be obtained in three ways: an existing business relationship, an existing non-business relationship, or a recipient’s email address being conspicuously published or sent to you. CASL is in place to protect Canadians, but it also ensures businesses can continue to obtain necessary information and remain compliant.

Obtaining consent from a customer doesn’t necessary mean something negative, in many instances it can come with reward. You are asking prospects and customers for valuable information, and it is perfectly acceptable for them to expect something from you in return (besides a receipt). For example, develop a newsletter that will offer discounts and special offers to customers who are willing to take a minute to provide their email as part of a subscription. You can also provide opportunities to win prizes or cash in on discounts during a regular series of events – online and in-store. You want customers to circle specific days on their calendars when they plan to visit you in-person or on their computers, smartphones, and tablets.

Remember: when sending an email, you must properly identify yourself in the message and provide an option to unsubscribe from future commercial electronic messages. Excellent examples of successful online events include Amazon’s “Black Friday” and “12 Days of Deals” promotions.

Your social media platforms can

help promote events, too. Drive customers to your Facebook or Twitter pages for exclusive rewards they won’t find on your website or store shelves.

This creates the very real possibility that they will in turn drive contacts in their own networks to you.

But, don’t stop at building a repository of customer information; that is only the first step. Without a sustainable plan, your efforts could result in wasted time and money.

Categorize, analyze and leverage that jumble of email addresses, phone numbers, Facebook “likes,” newsletter opt-ins and other virtual stacks of

information to set your business up for success.

As general manager for the Canadian market, Nancy is responsible for building the Sage brand and growing market share in Canada.

Her responsibilities include driving the strategy and day-to-day operations for the small business portfolio, including Sage 50—Canadian Edition and Sage One— Canadian Edition. For more than 20 years, Nancy has been leading product marketing and strategy. She’s also worked for technology companies that specialize in software as a service for nearly 15 years.

Convivial PersPiCaCious sui Generis PertinaCious adroit

www.marketingkitchen.ca

DMN.ca ❰

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Engagement & Analytics

REWARD

Give the people what they want Earning customer engagement

By Morley Ivers

C

anadian consumers have grown frustrated with rewards programs. The problem, it appears, is that after committing to a brand, consumers are finding that the return for their commitment may not be worth the investment. More than half – 55% – of Canadian consumers say they have experienced frustration when redeeming rewards from customer loyalty programs. The main reason is that the rewards have little to no appeal.

The nation’s dissatisfaction with loyalty-program offerings and opportunities to re-engage customers are explored in a report produced jointly by my company, FanXchange, and COLLOQUY, a leading provider of loyalty marketing research. The report is called Live It Up – Using Experiential Rewards to Re-Ignite Member Engagement.

Reward offerings play the primary role in gaining members and keeping them engaged. When deciding whether to enroll in a new loyalty program or remain engaged with a brand, 97% of Canadian consumers rated the types of rewards as important. Appealing rewards can be the difference in keeping customers engaged or losing them to a competitor.

The competitive marketplace can leave programs scrambling for the ❱ DMN.ca

best ways to entice members to join and stay engaged. To combat this, savvy brands should consider offering experiential rewards, which can provide an opportunity to connect with members on a more emotional level.

Experiential rewards offer a solution to consumer frustration that stems from a proliferation of programs offering cookie-cutter reward offerings. With many programs having become commoditized, offering little

differentiation, programs offering unique rewards set themselves apart.

Experiential rewards – particularly access to live events – are especially enticing because they tend to connect on a more emotional level, speaking to the needs and aspirations of people in every demographic.

This is especially true for the younger generation. According to a 2013 study by JWT Worldwide, 72% of millennials would rather spend their money on experiences than regular

products. Many corporate brands have taken note of the shift of consumer preferences to experiences and have adapted their marketing campaigns accordingly.

Rewards such as trips, special VIP access and tickets to live events provide options for members to create meaningful memories in their lives.

Experiential rewards offer the ability to create offerings that can continually be changed and updated. Building an excitement for what is newly available,

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Kicker Engagement & Analytics

different rewards to different segments, marketers should gear experiential rewards to specific segments. Identifying and understanding what appeals to high-value customers is imperative when building loyalty in a crowded marketspace.

gives members another reason to stay engaged. More than half of Canadian consumers – 53% – report they made purchases more frequently because of rewards or customer loyalty-program membership.

Live It Up reveals that Canadian consumers are highly loyal to their favorite bands. Seventy-three percent of Canadians stated they are “extremely loyal” or “somewhat loyal” to their favorite bands.

One explanation for the loyalty to a favorite band is that the bands deliver an experience, giving fans positive feelings and memorable moments whenever they interact – hearing a song, watching a video, attending a concert.

The Live It Up research shows that Canadian consumers rate live event tickets – concerts, sports or theater – as more appealing (53%) than airline tickets (47%).

The report revealed similar results for American consumers. More than half of American loyalty-program members (54%) are unhappy with the reward options offered by their favorite brands and 48% have experienced frustration during the reward redemption process Of U.S. consumers, 93% said the type of reward offered is a “very important” or “somewhat important” factor in their decisions to join a loyalty program and to remain engaged with a brand.

Also from the research: like Canadians, American consumers also rate live event tickets – concerts, sports or theater – as more appealing (56%) than airline tickets (44%).

As the recession subsides, January 2015

consumers are becoming more comfortable in spending more disposable income on enhanced experiences like great seats or behind the scenes access. During trying economic times, consumers tend to be more concerned with tangible results – obtaining “things” that can be accumulated. As economic conditions have improved, one-of-akind experiences and special events have become more valued and more preferred by consumers.

Though experiential rewards are typically associated with higher tiers of loyalty programs, it is possible (and perhaps necessary) for programs to add experiential rewards at lower tiers. Live event tickets, as an example, provide a convenient medium with a broad appeal at a wide-range of program levels. Members can be provided an experience regardless of their psychographic or demographic profile.

In addition, ticketing offers structural flexibility for marketers.

Members use points to get discounted tickets without having to reach specific eligibility levels to purchase tickets through the programs and apply the points directly to their accounts.

Empowering members to make their own choices – based on their passions – translates into improved engagement. That means improved redemption, increased retention and greater satisfaction.

Offering experiential rewards can provide an excitement and energy that traditional reward offerings do not. Consumers respond to enthusiasm and migrate to people and organizations that really care about

the same things they do. However, just providing experiential rewards is not enough to keep customers engaged. With a world of options via the Internet, consumers can instantly find alternatives. It is essential for businesses to deliver on promises and meet, if not exceed, all expectations.

Just like program tiers offer

Morley Ivers is currently president and COO at FanXchange and can be reached via email, Morley@FanXchange.com, or twitter, @MorleyIvers.

Morley is a recognized industry leader in the loyalty-program marketspace, using his extensive background in business development, management and operations to spearhead an expansion of FanXchange’s ticketing platform to loyalty programs and distribution partners around the world.

FanXchange is now a global technology leader in live event ticket access for loyalty and reward programs, powering portal solutions that enable program members to earn and redeem points for the purchase of tickets to every major sports, concert and theatre event in North America. Morley joined the FanXchange team in June 2013 and was previously vice president, business strategy at Points.com, CRO at RecycleBank and president & co-founder of Maxwell Health.

DIRECT MAIL ISN’T DEAD

Contact us today to discuss how Direct Mail can be part of your marketing mix.

416-354-4210 or jleonard@cover-all.ca DMN.ca ❰

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Operations & Logistics

Under attack!

With loyalty fraud on the rise, how can you safeguard valuable loyalty miles/points transactions from hackers and online fraudsters?

By Kristian Gjerding

A

ll too frequently, headlines alert the digital world to yet another hack of a credit card company, a major retailer or a banking system with unfortunate but predictable results: consumers’ personal information compromised, tens of millions of dollars in potential losses, and another security lapse.

Add to the growing list of potential targets for online fraud: loyalty programs, especially airlines and their billions-trillions of unredeemed passenger miles, and the travel industry’s valuable loyalty points and rewards, all of which are stored in the digital realm. Unscrupulous operators have already proven they know how to commit what’s known as “loyalty fraud” .

The sheer number and value of loyalty program currencies mean that potentially large sources of revenue – as well as the trust that consumers place in their loyalty programs – are at risk.

How common is loyalty fraud?

Considered a gray area of the broader online fraud landscape, loyalty fraud is a recent and growing phenomenon, according to some surveys, with potentially billions of dollars at stake.

According to an Airline Information Survey, 72% of airline loyalty programs have experienced an issue with fraud, and 30% say it is growing rapidly each year. Worldwide, more than 70 frequent flyer programs have about 300 million members, according to Consumer Reports.

For airlines and other travel rewards programs, the financial consequences are potentially huge.

A 2014 IdeaWorks projection shows annual airline revenue from frequent flyer miles at $21.4 billion, meaning airlines’ unredeemed miles are a value-laden asset. In 2011, a Colloquy studied identified $16 billion in unredeemed rewards and travel miles each year. By other estimates, up to 24 trillion frequent flyer miles are unredeemed today, representing potentially billions in value.

Why are loyalty programs so vulnerable?

Because passengers’ unused frequent ❱ DMN.ca

flyer miles and travelers’ loyalty program rewards/points are lucrative targets that can be manipulated digitally and sold for profit. Miles and points can be stolen, acquired and transferred illegally, purchased for cash, pooled in fictitious accounts and converted into tickets, gift cards and other currencies that are sold at far below the market value of the illgotten miles and rewards.

In November’s Hilton cyber-attack, for example, members’ four-digit PINs were hacked by scammers who sold off the stolen rewards cheaply for gift cards, phones and electronic devices, hotel stays, airline tickets, even Bitcoins.

The impact to frequent flyers and program members is usually immediate. After spending months and years building up their miles and points for a family vacation, exotic trip or second honeymoon, they might find a “0” balance the next time they log into their account.

For chief financial officers, revenue managers and loyalty programs, the consequences are even deeper and potentially more damaging.

If loyalty fraud happened to your airline or loyalty program today: ❯❯ Are the critical account profiling and risk analysis solutions in place to detect suspicious financial or rewards transactions in real time? ❯❯ Can internal investigators be alerted quickly to a potentially major breach? ❯❯ Are step-checks in place that can temporarily halt questionable transactions until the member/ owner confirms it as legitimate? ❯❯ Does the sign-up process require complex passwords that are less vulnerable to hacks? ❯❯ How can flyers and members be assured that their points/rewards are safe, and that their online and digital interactions with the program/company are not vulnerable to similar attacks?

Understanding, mitigating loyalty fraud So how does loyalty fraud occur, and what can airlines and travel rewards programs do to mitigate it? Some common fraud-related scenarios

for airline miles and travel rewards programs include: ❯❯ Criminals hack into members’ accounts to steal airline miles, create fictitious accounts to accumulate the stolen miles, and then turn the illegally acquired miles into tickets or other merchandise, which they sell for cash at far below market value ❯❯ Non-members try to access accounts and redeem miles they do not own ❯❯ Online brokers buy unwanted miles from members and sell them for cash to other interested buyers, also often at far less than market value ❯❯ Employees steal or manipulate miles/rewards for themselves or others ❯❯ Members try to accrue miles/ rewards to which they are not entitled The retail losses experienced by Target ($450 million in 2013), Home Depot ($2-3 billion in 2014) and Sony PlayStation Network ($171 million in 2011) from earlier hacks do not have to happen to airline or travel loyalty programs, especially if executives, managers, IT departments and mobile payments managers implement the needed digital solutions and checksbalances to identify and halt fraud quickly.

Frequent flyer miles and travel rewards need to be protected and monitored by the same behind-thescenes platforms and solutions that handle billions of mobile payments and digital transactions each day.

This is particularly true as travelers worldwide increasingly use mobile/ digital devices – cell phones, smartphones and tablets – to track, manage and redeem their travel plans, miles and rewards.

Checks, balances, profile data and verification Finance managers need to implement for loyalty accounts the same kinds of security given to bank accounts, because the value of the points/miles they contain is both substantial and vulnerable.

Typically, fraud mitigation solutions are built on data derived from both the frequent flyer/rewards program and from the members’ digital-channel behavior or transactions. When

stored and combined securely, these data points creating a comprehensive passenger profile and audit trail based on contact info, mobile number, account number and activity, transactions, preferences and other key metrics.

Technology platforms with built-in rule sets then use the profile to monitor members’ transactions for the kinds of suspicious or questionable activities commonly linked to loyalty fraud, such as change-of-address requests, activity from non-account phone numbers or email addresses, or transactions involving unusually large amounts of miles/points Once real-time suspicious activity is detected, a series of step-checks can halt or delay transactions until their veracity can be confirmed, including multifactor authentication (one-time passwords) or other verification procedures. Legitimate transactions are allowed to proceed, and those that remain questionable are referred for manual investigation and follow-up.

The goals of a fraud mitigation program are simple. For airlines and travel programs, fraud prevention provides built-in safeguards that protect a financially valuable part of the business from unscrupulous activity, potentially large financial losses and eroded margins.

And for frequent flyers and loyalty program members, a fraud prevention program helps maintain and bolster the trusted sense that their valuable and aspirational miles and points are safe and will remain so.

None of those assurance can materialize, however, unless the checks and balances involved in loyalty fraud prevention are in place today. Because the next hack might be launching right now….

Kristian Gjerding is CEO of CellPoint Mobile, a technology solutions firm that enables mobile payments and digital transactions for clients worldwide. Gjerding has shaped the digital payment environment through his work with best-practice and standards groups at airline and trade organizations around the world. Before joining CPM, he served in senior executive roles covering technology, wireless and mobile payments. www.cellpointmobile. com or kristian@cellpointmobile.com January 2015

FUNDRAISING Supplement INside

• The non-profit vs. for-profit marketing approach Part 2 • 5 steps to donor and customer retention fitness for 2015 • Year-end integrated fundraising success • Gail Lenters: A rare species

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The non-profit vs. for-profit marketing approach Part 2: Four marketing best practices used by for-profits that non-profits tend to neglect â?ą DMN.ca

January 2015

Introduction Oftentimes, for-profits are seen as more effective at marketing than nonprofit organizations simply because they have more marketing dollars to spend. However, even though forprofit companies often have bigger budgets, the nature of non-profit organizations gives them an edge when it comes to which marketing tactics they can employ and how they can communicate with their constituents.

This two part series will discuss the 10 techniques nonprofits can implement for marketing success.

Part one (in our December 2014 issue) looked at six approaches could be leveraged by nonprofits with little effort, but could be difficult for a for-profit company to deploy. Part two covers the four techniques that are the norm at for-profit companies. They are typically neglected by nonprofits, but if implemented, could considerably boost non-profit marketing efforts.

It is important to illuminate the techniques many for-profits use effectively that nonprofits should be adopting (if they have not already).

Following are four practices that for-profit companies embrace as fundamental necessities, but which nonprofits tend to avoid or ignore.

1. Investing in the brand “The only difference between a forprofit and non-profit organization is tax status and low self-esteem.”

– Brian Reich, author of Shift & Reset: Strategies for Addressing Serious Issues in a Connected Society As this quote suggests, Reich is a major advocate for nonprofits and their causes, but he would like to see fundamental changes in how they view themselves and how they operate.

Nonprofits are in business just like for-profit companies, yet for a variety of reasons, most nonprofits neglect significant investments in building their brand. In addition to developing and sustaining a core of true brand advocates and brand ambassadors, nonprofits need to stay relentlessly focused on innovating the way they approach their mission. If they are not disruptive in the way they attack goals, another organization will be.

Building a brand and a resulting long-term, sustainable enterprise is challenging regardless of an organization’s tax status. Case in point, 86 percent of the original Fortune 500 companies no longer January 2015

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exist. Many of these, regardless of the brand halo they enjoyed at some point over the 59 years that the Fortune 500 has existed, were forced to shut their doors (or were acquired by a competitor) because they did not innovate and retool for changing times. Think Eastman Kodak.

On a fundraising success webinar entitled “Future-Proofing Your Non-profit: Closing the ‘Imagination Gap’ by Focusing on the Big Picture,” Brian Reich shared some very pointed thoughts about how nonprofits should approach their work.

Key suggestions included: have big ideas, set clear priorities, work with deliberate speed and have an insatiable curiosity.

As they are innovating and disrupting, nonprofits need to be investing in current and future brand evangelists. It costs 6-7 times more to acquire a new donor than to maintain an existing one, and the attrition of firstyear donors is 39 per cent. Do the math and put dollars where they will make the biggest impact.

Nonprofits do not need to spend $50 billion because their stories resonate and their causes support the greater good. But they do need to invest in their donor relationships in order to better understand donors and thus generate more revenue for their causes.

2. Buying additional data on prospects The typical medium-to-large fundraising non-profit has a lot of data to consider. And that is just the data accumulated from the non-profit’s own channels (online donations, offline donations, direct appeals database, advocacy projects, volunteers, donor services, etc.).

For-profit companies understand the benefit of purchasing additional insights about consumers. They spend a lot of money to understand as much as they possibly can about their customers and prospects. Fortunately, nonprofits can do the same thing with donor databases without breaking the bank.

There are services that draw on the huge breadth of data available about U.S. consumers to easily produce lists of potential donors, create profiles of key donor segments and generate predictive response models for lists of new donors most likely to give to a non-profit’s specific cause.

This is important for young nonprofits and established organizations alike. While long-time nonprofits may think they have a solid grasp on their best constituents, there may still be holes in overall

understanding of their ideal donors.

After running a profile that reviews key donor lists, nonprofits can find common attributes across hundreds of different parameters and learn more about common household and life-stage information, occupations, interests and activities, banking practices, credit characteristics and digital, social media and Internet usage. With that added insight, nonprofits can speak to their best donors in a much more targeted, personalized way, thereby increasing conversion rates, lengthening retention and building loyalty.

There is no need to build a profile on the entire donor database. Start with the groups likely to be the best givers and work from there. The result will be greater insight and a happier audience.

3. Centralizing Fundamentally, for-profit enterprises take every advantage possible to leverage synergy and economy of scale throughout their operations. And many nonprofits do not.

An 11-year-old Harvard Business Review study concluded that “nonprofits waste $100 billion a year through inefficient fundraising and dispersal practices and clumsy administrative operations.” And that was in 2003. The same study stated, “The strong emotional environment around nonprofits can challenge rational decision making,” and that “nonprofits often have a cultural opposition to structure.”

Imagine if that $100 billion (or much higher amount in 2014 dollars) could be funnelled to the mission instead of spent replicating donations processing operations and CRM systems and mailing services and customer care facilities across the country (or the world). It is not hard; it is just counter to the way most distributed non-profit organizations have operated since their inception – often over decades or even centuries.

Centralized nonprofits take advantage of single vendors with access to best-practice processes and systems instead of myriad distributed employees and volunteers. They enjoy consistent, centralized reporting and a master, unified donor database. And overall, they deliver more to their mission.

4. Investing in a modern marketing engine Over the last 10 years, traditional B2B and B2C marketing has been turned on

its head. Organizations have effectively lost control of the brands they worked so hard to create since individuals (donors, customers, constituents of all types) have taken over the reins with social media. Entirely new marketing disciplines have arisen in the form of web/inbound/search engine marketing (both organic and paid), content marketing and the advent of big data. And there has been a huge push to illuminate the black hole for the CFO, so return on marketing dollars invested can be clearly identified. In all, marketing has become less about the art and more about the science. It is a whole new world out there, and it is exciting and daunting all at the same time.

With today’s marketing automation systems bi-directionally tied to CRMs, it is possible to weave together lead attribution sources that did not even exist a decade ago (e.g., social media channels) with other online and offline activities to create measured, multi-touch, integrated campaigns to carefully selected targets. It is a closed loop approach that really could not have existed on a broad scale before the advent of today’s tools and systems, and it is what modern marketers do to measure and refine the effectiveness of their lead development efforts. Businesses do not want to throw good money after bad, and neither should nonprofits.

All organizations should invest in the kind of automated marketing engine that allows them to generate the greatest return on each marketing dollar they invest. If it is possible to prove the ROI, it just makes sense.

The very nature of a non-profit organization allows them to leverage marketing techniques more freely than for-profit businesses. By engaging in these techniques, as well as following best practices proven in the for-profit world, nonprofits can build new and meaningful relationships with donors. By identifying opportunities to capture information and goodwill, tell the right stories at the right time and invest in long-term branding, nonprofits can improve their fundraising efforts and have a greater impact on the world.

CDS Global is the leading provider of end-toend business process outsourcing, managing 159 million consumers for more than 1,100 brands across industries, including media, nonprofits, utilities and consumer products.

Learn more at www.cds-global.com.

DMN.ca ❰

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5 steps to donor and customer retention fitness for 2015

By Steve Falk

Y

ou’ve heard it before: it can cost 5 to 10 times (depending on your industry) more to get a new client or donor than to keep an existing one. If you’ve been ignoring the stats, may I suggest a resolution for 2015? Focus on retaining your existing clients and supporters. Build their loyalty. Acquiring new just takes so much more money than keeping your existing clients and donors engaged. In fact, if you know the cost to acquire a donor or customer and their revenue, you can even set a budget for keeping them engaged, as opposed to losing them and having to acquire replacements.

Here are five tips that could help whip your client/donor retention into shape in 2015: Segment your data and engage each segment appropriately.

Segment your data using common factors such as how recently, how much and how often (or other preferences that are important to your constituents). Flag your segments in your CRM tool or data-select queries so that you can communicate appropriate messages to each category: in a fundraising scenario, you might have one communication package for large donors who’ve given once a year for the past three years and another for a large donor who once gave for a couple of years but has lapsed. In the auto sector, car owners and truck owners might get different invitations to the upcoming open house.

1

Use the mail to send a valued message.

A letter or card sent by mail has a high perceived value. It’s meaningful in a way that email cannot be. If you want to make a statement that you are grateful

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for the business or donation, write a thank-you note. Send it in the mail and wait for the calls from your clients thanking you for the thank-you note.

It’s so unexpected these days that it stops people for a minute and engages them in your message. If you are doing just a few at a time there is a handy online site called SendOutCards that lets you send out personalized cards from your computer.

3

Use the phone to send a valued message.

A phone call also implies value. If you take the time to call and leave a meaningful message, an invitation or a thank you, then you’ve said that you care. How much work does it take to send an SMS or email message? The perception is very little, therefore the message it carries is also of low value. Only a small percent of email marketing messages get opened on a good day.

The phone works very well in retention and does not have a negative intrusive impression when used this way.

4

Be consistent and disciplined.

Resolve to be consistent with your program. Start small, say, a thank-you note and a follow-up phone call to say thank you to your preferred segment. The results can only be realized if you consistently apply your strategy and let your donors and customers know, in a consistent fashion, that you care, that you do great work and are worth keeping in touch with. Set a plan, schedule communications, and stick to it.

5

Automate if possible.

This part gets a bit “techy” but it is worth considering.

It falls under the popularly termed “drip marketing” or

“marketing automation” category.

We’ve all received the automated email thank-you message that comes seconds after purchasing online. There are now ways to automate the messages you send by using the CRM tools at your disposal.

You may have a CRM system that allows for workflow automation (that is, it could schedule a report to run each week on a specific date with the names and details of all the people you need to send a thank-you note to or would like to call).

Automation might let you send that report to your call centre every Monday at noon, or forward the list of recent donors to a print/mail-provider each week so that mail could be prepared for the post.

An automated email is often available, but not everyone reacts the same way to email or opens them.

However, if some of your clients really like email, make sure you reach out to them with their preferred channel.

Automation is worth digging into because it helps with point #4 – consistency.

The more recent CRM tools and databases make exporting data based upon special selections very accessible.

Ask some questions about how you collect data now and see if your systems allow for this. It will be a great asset to your success.

Here’s wishing you all the best for your direct marketing efforts in 2015 and excellent retention rates.

Steve Falk is president of Prime Data and a

member of the NAMMU Innovation Committee.

Prime Data’s clients benefit by bringing technological innovation and marketing automation together with variable data printing and direct mail.

January 2015

// 21

Supplement

FUNDRAISING

Year-end integrated fundraising success T

he end of the calendar year is the most important time of the year for many non-profits. Some organizations receive more than 30% of their annual revenue in the month of December alone.

Direct Mail still brings in most of this revenue, but digital fundraising income is continuing to grow, particularly in the last few days of December. And as digital tools become more cost effective for non-profits we’re seeing more online gifts than ever before.

To succeed amongst the mass of e-mails being sent you have to stand out. And while you might be able to do that somewhat with an off-the-wall subject line, your best chance is by integrating your digital fundraising with other channels.

Your integrated campaign could include direct mail, e-mail, telemarketing, social media, online, and even traditional advertising methods. The mix will vary but the key is that messaging and theme stay consistent. To show you just how effective this can be, here are the results from two of the year-end campaigns that Harvey McKinnon Associates (HMA) helped to coordinate for their clients in 2014.

Give Hope: The Mustard Seed’s 2014 Holiday Campaign As a mission, The Mustard Seed’s main goal is to provide basic services including food, clothing, and shelter to homeless people in Calgary, Alberta.

They serve more than 600 meals a day to those in need in the community.

January 2015

But The Mustard Seed strives to do much more than that. They help find sustainable work and a permanent place to call home for the people who come to the mission. Last year alone, they helped 221 people get sustainably employed, and they assisted 287 people in finding a permanent home.

In 2014, The Mustard Seed worked with HMA to develop a fully integrated holiday campaign that would help even more of the homeless in Calgary through the harsh winter. And so, the Give Hope campaign was born. The campaign was carried through direct mail, e-mails, social media, custom campaign landing page, main website, and a local radio campaign.

To help build awareness and increase engagement the hashtag #givehopeyyc (yyc is Calgary’s airport code) was created. Donors and supporters were encouraged to do One Thing to help give hope to the homeless people in Calgary. This could be donating, volunteering, or finding another way to help. And the ways people supported the campaign were truly inspiring. An older couple donated Christmas cards so the people at the shelter could send holiday messages to family and friends. And one organization donated 5,000 pairs of underwear.

In total, #givehopeyyc was retweeted and shared by more than 1,500 people. The Mustard Seed gained hundreds of new followers on both Twitter and Facebook. And the hashtag had more than 2,000,000 impressions when the campaign wrapped up. Particularly impressive

when the population of Calgary is less than 1,000,000 people.

The campaign was also a financial success with money being raised both through direct mail and a series of e-mails that were sent throughout December. The success of the campaign meant The Mustard Seed could provide the following: ❯❯ 462 Christmas dinner food hampers to people in need ❯❯ 683 backpacks stuffed with helpful items ❯❯ 120 personalized gifts for people who are no longer homeless By all accounts, the campaign was hugely successful, and The Mustard Seed is already working on plans for renewing and stewarding their new donors.

Turn Christmas from a Worry to a Joy: The Greater Vancouver Food Bank 2014 holiday campaign On any given week, the Greater Vancouver Food Bank provides food to more than 30,000 people. 30% of whom are children. These aren’t the people who you’d normally expect to see at a Food Bank. Many of them are families from a range of backgrounds who have fallen on hard times because of the loss of a job, or an injury. And they rely on the Food Bank while they get back on their feet.

The holiday season is hugely important for the Food Bank since nearly 50% of their annual revenue comes in during November and December. In 2014, HMA helped the Food Bank take their holiday campaign to its highest level yet by

developing a fully integrated campaign that used direct mail, e-mail, social media, and their main website.

The campaign focused on changing Christmas from a worry to a joy for a family in need. Food is such a central part of Christmas, the thought of not being able to provide food for your family at this special time of year is devastating. The Food Bank strives to provide families with everything they need to enjoy the holidays and remove the worry.

The campaign launched in early November with a direct mail package.

The website homepage carried similar imagery to the DM pack, and the holiday e-mail series and social media posts started in late November. An online food drive was also launched, which helped to further propel the campaign.

The gross revenue for the campaign is currently 25% ahead of targets, bringing in more than $575,000 from a base of only 22,500 donors.

That’s an average of $25 in revenue for every donor who was mailed. Much of this came from online and e-mail donations which accounted for 54% of overall donations. The key to the online success was ensuring that every channel carried similar imagery to the direct mail pack which helped to ensure the online campaign was easily recognized by donors.

With the new online food drive functionality added to their website, this is just the start for the Food Bank, who will be looking to HMA as they aim to further increase their digital presence in 2015.

DMN.ca ❰

// 22

Supplement

FUNDRAISING

Gail Lenters:

A rare species

By Billy Sharma

N

ot everyone that I know is so diverse. Gail Lenters is deeply committed to her job as a print sales person for Troi mailing and equally passionate about saving wild animals as the founder of the charity, Shades of Hope.

So what kind of animal does that make her?

Well, she’s busy as a bee “I am a workaholic! I don’t quit …

I just try harder! I have never had less than two jobs for as long as I can remember! I work days. I work nights. I just work!” she confessed.

“I am a printer! With over 30 years in the print and mail industry, it is almost all I have ever known.

“My very first job was strawberry picking at age 13. I later spent several years in the courier industry but then decided it was time to get serious about finding a profession that I could grow in. I sold my beloved motorcycle and invested in my first business, Challenge Litho!

“I had a lot of fun back then. I remember proudly pumping out 4-colour process on a little 2-colour AB Dick machine. And it even looked good… but it was definitely not profitable! So I joined Moore BCS. “New technology was just beginning to tickle at that time and look where we are today. I still have PMT’s & letraset sheets buried in a drawer somewhere!

“The biggest career decision that I have ever made was the decision to leave Moore BCS. After 15+ years in Corporate Project Management, I took a leap of faith in 2003 and threw my lot in with a smaller direct mail facility called, Troi Mailing Services.

“It was time to exercise my entrepreneurial spirit again!

My mandate was to grow and manage the print broker side of the business—Timeline Printing. These last ten years have been exciting as we have grown marvellously and I haven’t looked back! I am proud to be a part of this team.

❱ DMN.ca

“Many people have influenced me throughout my life. Those who have taught me kindness & humanity have left the biggest impressions. I once knew a dear lady named Alma who was a manager at a couple of the Birks Jewellery stores. She was a master at making everyone feel special. She knew how to listen and she knew how to focus on just the person and the need in front of her. Humour was one of her constant tools. Her customers were happy to spend their money … and they kept coming back! I think I have spent most of my career trying to be just like her!”

She’s happy as a clam “When I haven’t been happy with what I am doing, I have changed what I’m doing! I am not afraid of change and I take full responsibility for my own success and happiness. If I am lacking in either, it is myself that I look at, not other people and things to blame.

“I have generally enjoyed my work over the years. I cannot say I have experienced a particularly ‘dark’ time.

There have been financial struggles but I have always managed to steer myself in a positive direction. I definitely could have made better choices through the years but I do not waste time looking backwards. When I make a decision, I run with it. I prefer to keep my eyes set on today and tomorrow! Yesterday is gone! As long as I learn something from every experience and have a clear conscience, I’m happy with that!”

Free as a bird “Although my parents were both British immigrants, we called Markham home. I grew up in a rural community, was an average student and left home at the ripe age of 15 determined to ‘make it’ on my own.

“I have always loved solitary pastimes. Although I do not really have any ‘spare time’ anymore, I do dream of reacquainting myself with some of the things I used to enjoy so much

… kayaking, fishing, hiking … and reading a good book! I have never been a fan of TV but am a fan of CBC Radio!

“The one thing I do wish I could have done is attend university. Perhaps that adventure is still ahead of me … a retirement project perhaps.”

A different kettle of fish “I have a fondness for Australian wildlife and have been raising wallabies for many years. As I became more sickened by the ongoing slaughter of wildlife in Australia, I turned my eye homeward, determined to do what I could to protect the future of our own native species.”

She took the bull by the horn In late 2012 Gail decided to launch her own charity called Shades of Hope on her own property on her small farm in the Pefferlaw area, because every life is precious. Today Shades of Hope is a safe haven, a clinic and a rehab center for all native orphaned and injured wildlife. Last year the charity cared for over 800 animals. Among them was a pregnant skunk scavenging for scraps of food when someone grabbed her and stuffed her into a garbage bag, breaking her leg, and left her on the curb!

The panicked creature suffered for hours in extreme heat in a garbage bag, with a broken leg.

She eventually managed to find her way out of the bag and the garbage removal people called the OSPCA. A coordinated effort was made between the SPCA and Local Animal Control to get this half dying animal to Shades of Hope as fast as possible.

Shades of Hope staff and volunteers worked tirelessly for hours to reduce the animal’s body heat, avoid stroke, rehydrate and reduce her pain.

A week later, the pregnant skunk’s belly was still swollen with milk but she began to heal. She received her vaccinations and though her leg would always be twisted, she was ready to return home. She had endured much

but had unfortunately lost her babies.

Makes you wonder: Who is the real animal—the poor skunk or the brute that stuffed her in a garbage bag?

Last year, Gail even ran her first fundraising campaign which included an appeal for donations of $1,000 for an “oxygen compressor” for the animals on the Crowdfunding website: Indiegogo. In less than a month it handily raised that amount.

But she wouldn’t say boo to a goose “Quiet times are when I am surrounded by the animals I care for. My days end very late and I love to pour myself a glass of something sharp and sit in the middle of the barn or the Rehab Clinic and listen to the horses and donkeys munching with satisfaction, or the baby skunks snuffling as they dig for grubs buried in the bottom of their pens, or the squirrels squeaking as they dream.

Their sounds bring my blood pressure down and fill me with peace and inspiration enough to head into yet another day of madness!”

She does give a hoot “What annoy me are people complaining. I can’t stand listening to people complaining about what’s wrong with their lives, their jobs and everything around them! I just want to grab them by the neck and shake them— DO something about the things you don’t like or are not happy with!

Life does suck sometimes and people do not all have the same tools and abilities to succeed but the bottom line is … when people get off their butts and really want to initiate change, they can!

Mountains are moved stone by stone.”

And she’s gentle as a dove, brave like a lion, wise as an owl, she’s the bee’s knees, having a whale of a time and proud as a peacock and all justifiably so!

Billy Sharma is President and Creative Director

of Designers Inc., Toronto. He can be reached at designersinc@sympatico.ca or by telephone at 416-203-9787 January 2015

// 23

CMA Awards

The envelope please!

2014 CMA Award Winners in the Direct Engagement (direct, 1:1 and loyalty) category

Consumer Products - General

Consumer Services

Gold Company: Ubisoft Campaign: Watchdogs Live Agency: Publicis Montreal

Gold Company: Yellow Pages Campaign: Highlight Your Hood Agency: Leo Burnett, Toronto

Credits: VP, Integrated Services: Sébastien Viau | Digital Production Director: Gustavo Gomez | Group Account Director: Andrée Losier | Account Supervisor: Sandra Heintz | Account Manager: Mai Lan Nguyen | Project Manager: Isabelle Bedard | Production coordinator: Anne-Christel Rajoelina | Technical Director (Circus Intersection): David Nadezhdin | Motion Designer (couleur.tv): Francis Gélinas | Gearwerx | Codmorse | Sonart | Boogie Studio

Credits: Chief Creative Officer : Judy John | Creative Directors: Judy John, Lisa Greenberg | Group Creative Directors: Sam Cerullo, Chris Taciuk | Copywriters: Kelly Zettel, Chris Taciuk, Sam Cerullo, Greg Bolton, Matt Doran | Art Directors: Sam Cerullo, Pedro Izzo, Scott Leder, Oliver Brooks, Nancy Ng, Trevor Bell, Sean Perkins, Eugene Bak | Illustrator: Martin Bregman | Agency Producers: Dianne Gignac, Kim Burchiel | Digital Producers: Tracy Wightman, Faran Qureshi | Director, Creative Technology: Felix Wardene | Web/Flash Developer: Jacqueline Adediji, Henry Chi (Savoury Projects Inc.), Dan Purdy (Dan Purdy Inc.), George Silagadze (e-Axis), Diego Bergia (Diego Bergia) | Group Account Directors: David Kennedy, Allison Ballantyne | Account Supervisor: Kirk Round | Account Executive: Megan Verkerk | SVP Managing Partner Planning: Brent Nelsen | Director of Consumer Engagement (SMAK): Claire Lamont | Account Director, Eastern Canada (SMAK): Justin Singh

Financial - Gold Company: Royal Bank of Canada Campaign: Avion Holiday Boutique Agency: Magnet Engagement Group Credits: President, Magnet Engagement Group : Steve Medcalf | Marketing Head, Cards & Payment Solutions, RBC: Jennifer Howard | VP, Acquisition, RBC: Patti Everingham | Marketing Manage, RBC: Laura Wright (Sarginson) | Marketing Manager, RBC: Sophia Birch | Social Media Lead, RBC: Michelle Slater | Online/Digital Lead, RBC: Adam Shore | Acquisition Lead, RBC: Sandy Chao January 2015

The Marketer of the Year was awarded to Dominic Mercuri of TD Bank.

NFP/Fundraising/Public Service Gold Company: Heart and Stroke Foundation of Canada Campaign: We Create Survivors Agency: Ogilvy & Mather Credits: Chief Creative Officer : Ian MacKellar | Senior Art Director: Julie Markle | Senior Copywriter: Chris Dacyshyn | Managing Director: Laurie Young | Producer: Shenny Jaffer | CMO, Heart & Stroke Foundation: Geoff Craig

DMN.ca ❰

// 24

Resource Directory

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// 25

Resource Directory FUNDRAISING

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// 26

Resource Directory LIST SERVICES

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