Search


  • WWW
    This Blog

  • Add to Technorati Favorites

About The Authors

  • Derrick Daye
    Managing Partner
    Email Derrick
    Derrick has spent the past 18 years helping organizations release the full potential of their brands. His experience is as deep as it is diverse encompassing the disciplines of advertising, branding, sales promotion and public relations. Most notably he has worked with the White House Press Corps, Johnson & Johnson and the National Basketball Association.

    Call The Blake Project - here's my cell:
    813.842.2260
  • Brad VanAuken
    Chief Brand Strategist
    Email Brad
    Recognized as one of the world’s leading experts on brand management and marketing, Brad wrote the best selling book Brand Aid, the first comprehensive practical, ‘how-to’ guide on building winning brands. A much sought after consultant and speaker, he writes extensively for the business press and academic journals and is regularly quoted in trade publications.

Top Posts

BSI Visitor Map

  • Locations of visitors to this page

Recognition

  • TypePad Featured Weblog
  • Ad Age Power 150

    Featured in Alltop 9 Rules Member

« Scent Marketing Success: Step 5 of 10 | Main | Price: Friend and Foe of Brands »

November 09, 2008

The Demise of Direct Marketing?

It started seven-and-a-half years ago when a woman called Eliza Jones sent me an email enquiring whether I was comfortable with the size of my penis.

I remember reading her email in a state of absolute panic. I could not even recall meeting Ms Jones and, worse, it had never occurred to me before that there was anything wrong with the size of my penis. It was two days before one of my colleagues mentioned that he too had received a similar email and I finally relaxed.

By the end of that year, of course, I was more than used to receiving junk emails for penis-enlargement cream, hardcore web pages and money-making proposals from African dictators. Like the rest of the UK's growing online population, I became adept at ignoring any and all commercial emails.

Last week my thoughts returned to Eliza Jones after I received a spate of phone calls at home. Either our household has suddenly become very lucky, or telemarketing has recently increased. So far this week we have been called six times by a computer informing us that we have we have won some dubious prize and asking us to call back immediately to claim it. So frequent are these messages that we have started screening our calls using our answer machine.

The most probable reason for the rise in telemarketing is its forcible eviction from its traditional home: the US. In June of 2003 the Do Not Call Registry was launched in the US, and it has been a remarkable success. In its first week of operation, more than 10m households signed up to avoid telemarketing calls. The figure now stands at 63m+ US households, two-thirds of the country's population.

With the arrival of Google's Gmail service, the picture looks even worse for direct email. Gmail boasts the most advanced mail filters ever invented, enabling its users to block almost all commercial email. Indeed, at the  annual Direct Marketing Association conference in the US, marketers were warned of the 'downside' of Gmail.

There is an inherent duality in the actions of direct marketers on both sides of the Atlantic. In public they trumpet the enormous sales returns as proof of the popularity of direct marketing. But in private there is a tacit acceptance that most consumers no longer welcome direct approaches and they must do all they can to scale their defences. Missed calls, blocked inboxes and kilos of unwanted mail are the direct result of an industry that has focused on attaining 2% response rates and ignored the residual effect on the remaining 98% of consumers.

If direct marketing is so welcomed by consumers, why, among the pie charts and graphs demonstrating the discipline's efficacy, have we never seen a poll showing its popularity? Instead of an underpublicised service to opt out of direct mail and telemarketing, why don't we offer customers the option of opting in?

The very rare examples of truly targeted direct marketing are now washed away amid the detritus of junk. The sad irony is that when direct marketing began as an industry, it looked on the cluttered, non-sponsored world of advertising as something to avoid. Direct approaches were going to be targeted, welcomed, relationship-building interactions with customers.

The demise of telemarketing in the US illustrates how that once-valid dream is becoming a nightmare of customer rejection.

30 SECONDS ON... THE US DO NOT CALL REGISTRY

- The Do Not Call registry was launched by the Federal Communications Commission in October 2003. Similar in structure to the UK's Telephone Preference Service, it allows US consumers to opt out of receiving telemarketing calls.

- 63m+ households have registered. Telemarketing companies must check the list every three months to make sure they don't call anyone on it.

- The system prevents only commercial organisations from calling registered consumers. Political and charitable groups are exempt.

- The US Supreme Court ruled against a group of firms that claimed the registry breached their rights to free speech.

- The registry has spawned its own scam. Fraudsters have called people on the list asking them for their credit card and social security details to 'confirm' their registration.

Sponsored By: Brand Aid

TrackBack

TrackBack URL for this entry:
http://www.typepad.com/services/trackback/6a00d83451b74a69e2010535dce9d5970b

Listed below are links to weblogs that reference The Demise of Direct Marketing?:

Comments

Like any tactic it depends on the execution. My wife waits patiently at our mailbox for the next Bed Bath and Beyond 20% off card. So much so that they have now trained her and she expects it (double edge sword there).

Creative, on brand promotions work very well and in fact get better results now because there are less advertisers doing direct mail. So I do agree in some way but also disagree as I think well done DM is still a good tactic.

Verify your Comment

Previewing your Comment

This is only a preview. Your comment has not yet been posted.

Working...
Your comment could not be posted. Error type:
Your comment has been saved. Comments are moderated and will not appear until approved by the author. Post another comment

The letters and numbers you entered did not match the image. Please try again.

As a final step before posting your comment, enter the letters and numbers you see in the image below. This prevents automated programs from posting comments.

Having trouble reading this image? View an alternate.

Working...

Post a comment

Comments are moderated, and will not appear until the author has approved them.

Partners

  • FREE Marketing Magazine Subscriptions Restaurant Coaching Solutions Scent Marketing Institute CI Sense Free Subscription

Prefer email to a blog?

  • Sign up below and we'll send new posts to your email inbox. We'll never spam, sell or trade your address.

    Enter your email address:

    Delivered by FeedBurner

BSI on your Phone or Blog

  • Our Feed In A Widget

    Get this widget from Widgetbox
  • Our Feed On Your Phone

Featured Reading

2008 Brand Education Seminars



  • The Blake Project offers comprehensive seminars on many key branding topics. They are designed to educate and empower executives, brand managers and marketing professionals to release the full potential of their brands. Download 2008BrandEducation.pdf (675.2K)

Subscribe to the Brand Management Newsletter


  • A leading source for brand management insight, strategy and advice for marketing oriented leaders and professionals.







Sounds of BSI

Follow BSI

Top Ten

  • Benefits of Building Strong Brands
    1. Increased revenues and market share
    2. Decreased price sensitivity
    3. Increased customer loyalty
    4. Additional leverage with vendors and retailers (for manufacturers)
    5. Increased profitability
    6. Increased stock price, shareholder value and sale value
    7. Increased clarity of vision
    8. Increased ability to mobilize an organization's people and focus its activities
    9. Increased ability to expand into new product and service categories
    10. Increased ability to attract and retain high quality employees