Archive for May, 2011

Email Response-ability: Crafting an Effective Email Campaign

Tuesday, May 31st, 2011 by Autumn Jones

A study by the Relevancy Group found that untargeted emails increase costs by as much as 3.6 times over targeted campaigns, and personalizing emails – a simple feature that most email vendors offer – increases the open rates by 30%.

These are not shocking numbers, nothing that hasn’t been reiterated at every email marketing session you’ve ever attended, yet, many communications directors are not taking advantage of smaller, more targeted campaigns, and a simple mail merge feature to import contacts’ first names onto the first line of an email, likely because email professionals forget to tell us exactly how to implement these tactics to maximize e-marketing efforts.

If content is king, the communications channel is queen.  Email can be a highly-effective means of communication, because most people are plugged into email 24/7, and even if a message is headed to the trash file, it’s likely that the recipient will at least see the email before discarding it.  As such, it is imperative that messages are carefully targeted for the audience.  This may mean changing the value message for different demographics; don’t send the collegians the association is hoping to attract as “young professionals” or “student” members the same membership email that the “lifetime achievement” members are receiving.  Their needs are different, and the association that carefully hones in on these differences and crafts the messages accordingly will stay afloat and thus see more email opens and click-throughs.

Too many external links in your email give the reader too many opportunities to be distracted.  Sticking to links to your product or registration pages, sharing buttons, and forwarding links is a good practice.  Keep in mind that forwards can open a whole new demographic to target: if you notice that, increasingly, communications personnel are forwarding the email to HR or marketing personnel, it is worth considering broadening your reach to include others in similar positions.  Similarly, collaboration across departments within your own organization will be key to crafting interesting, relevant emails.  Silos can hinder the success of an association, especially if one department is working on something that could prove particularly valuable to the membership.

The unfortunate reality of email marketing is that everyone’s doing it.  Your message will need to push past the noise in the inbox.  Concise, meaningful subject lines and body copy yield better results.  Consider that an email preview pane shows approximately 32 characters of the subject line, and most mobile platforms show 20-35 characters.  The meat of a subject line should be conveyed in 25 characters (and if you can achieve that, maybe you can move the entire subject line to fewer than 35 characters consistently!).  The effectiveness of subject lines can be easily tested by sending variations to small sample groups over time, and using the format that works best.

A lot of readers will be checking email from mobile devices, and this audience should be considered when crafting them.  Always send out a text version with the html email – and test the html version to make sure it looks okay — for those who have pictures disabled or are reading from a mobile device.

Once the audience has actually opened the email, they need to be provoked to action.  The most overlooked factor in email messages is tone.  Think of emails as magazine covers: they should be beautiful and inviting, and should not make the reader frown, or feel an air of condescension.  Action verbs should be replaced with benefit adjectives and nouns to lead.  Instead of telling people to “register now,” suggest that “Early bird registration is 20% off until next week.”  It’s okay to lead with a call to action in print, but it’s not such a great idea in email.  Try replacing “please” with “kindly.”  Avoid using words like “issues” or other tone/diction choices that may single the audience out, or point out a problem with the individual.

Other tips include embracing testimonials and using navy blue text, Arial 10pt font.  It has proven inviting. Experts say Arial is more humanist than other fonts, and embraces the mood of the end of the last few decades, making it more familiar and relatable to readers.  They also say to never, ever use Times New Roman in an email.

Get that guy to the PDF — ASAP!

Tuesday, May 24th, 2011 by Autumn Jones

As the cost of paper and ink continue to rise, the nation continues to emphasize “green” initiatives, and people are increasingly turning to portable devices for their reading preferences, a lot of Scientific Technical and Medical publishers are moving journals and publications into PDFs, instead of expending the money to print them.

Part of the allure of PDF publications, aside from the cost benefit for the association, is the ease of access.  PDFs can be saved and stored to desktops, laptops, tablets, and smartphones, and are, for the most part, universally accessible across operating systems.  With over 83% of STM publications and journals now available online (and growing!), libraries are able to continue to stock all of the scholarly research on which the scientists report without having to sacrifice publications because of budget.  The speed of delivery is almost instantaneous, and there are more advanced metrics on just who is reading the publications.

Some are apprehensive about the decrease in price at which the journals can be sold, but this is handily accounted for by the significant decrease in printing costs. Journals can become living documents, constantly updated, linked from one to the next, able to be condensed or expanded to suit individual readers’ needs.

Concerns around open access can be assuaged by validation practices that require logging in or entering an authentication code when trying to access articles from mobile devices. This allows even more metrics to be reported back to the publisher, but also allows for customization by users for a better overall experience.

PDFs allow the publisher to maintain control over the work, while allowing the reader to carry it along and search the document with ease.  And, if downloads translate into purchases, the business model around journals is unharmed.  As the industry and the nation continue to move into the digital age, print publications are increasingly becoming “print to file” publications.

Making Sure The Creative You Want Is Creative That Works

Tuesday, May 17th, 2011 by user

by Mike Gallagher

‘Oh, that’s not what I meant.’
‘Bob from sales didn’t think it was hard-hitting enough.’
‘The ad was supposed to target attendees and exhibitors.’
‘Our CEO hates yellow.’
‘This isn’t it, but I’ll know it when I see it.’

They’re responses to creative work we’ve all probably heard at one time or another (or even delivered ourselves). Responses intended to be constructive, but when born out of subjectivity instead of strategy, they rarely help make the work perform better.

They’re all part of a syndrome commonly known as ‘Ready, Fire, Aim.’

We all know that every show, every event is a huge undertaking. Mobilizing the people, places, materials, budgets and logistics–efficiently and effectively–takes careful planning. Your communications and creative should be approached in the same fashion. Whether it’s an attendee ad, an exhibitor prospectus, a floor plan, a website, a logo, an e-blast a booth design or an entire campaign, the clearer the upfront direction and the more focused the goals, the better (and more affordable) the results.

So where does this direction come from? This strategy for the creative work? It comes from you and your team of stakeholders, usually in conjunction with your marketing or communications firm. And it’s important that everyone with a say in the creative work has a say in the direction. So if you’re going to be sharing the creative with your sales team, get them involved with the strategy upfront. If your CFO’s opinion of the work is important, do the best you can to make your CFO aware of the strategy beforehand. Discussions about direction and goals are best had before any creative work is started.

Below is an example of a document that can help crystalize the direction and goals for the creative. Documents like this can be called a strategy, a creative brief, a creative plan or any number of things. And while it may take some thought and wrestling of ideas and opinions, having agreement on the information in this kind of document prior to any creative work being started is the most efficient way to ensure effective creative.

When the creative is complete, be sure to have this document on hand when reviewing the work. Use it as your scorecard. Does the creative achieve the goals set out in the brief? Does it connect with the audiences established in the brief, utilizing the right rational and emotional motivators? Is it the right tone? Use this as the filter for judging the work – and as a filter for any other comments that may come. After all, even the most adamant CEO can be convinced to like yellow if it’s shown to be stragetically supportive of achieving communications goals.

Creative Assignment & Support Brief

Assignment: Here you articulate the big picture perspective on the project. If it’s for a new campaign that all show materials for the next 18 months will fall out of, state that. List the elements, the time frame, and goals for the campaign. If it’s for an element of a campaign that’s already been created, like a direct mail piece, state that. And include some refresher on the campaign itself.

Product/Subject: Your show, event or initiative – then perspective on it. Dates, location. What’s new this year? What’s better than last year? Who sponsors the show? Why do they sponsor it? How does the industry feel about this event/initiative?

Convince: This is where you describe your target audience(s). But not just by job function or demographic. Ideally, there is some insight into what makes your show compelling to your audience(s) – a common need that motivates behavior within the competitive set. (For example: Our target says they come to the show to learn about new products, but for them it’s really about the industry camaraderie.)

That: Here is where you state the action you want your target to take – whether it’s to believe one show is better than another, go online to look for exhibit space or sign up for sponsorships.

Because: This is the most important aspect for all stakeholders to agree upon. Here you state the rational and emotional reasons why our target(s) will take the action stated above. It helps if it is linked to the insight articulated in the Convince section. In the trade show business, our customers tend to be more rational – they need past attendance/past leads/etc. numbers to justify their actions to their superiors. However, linking the why to the target insight brings a more compelling, emotional reason for taking the desired action. (For example: XXXX highly qualified attendees, so you are sure to reconnect with friends, mentors and respected associates).

Support: This is where all of the important statistics come in. The facts. The figures. And anything else you think is important to support your Because rationale.

Must-Know: This is where your logo & graphic standard requirements come in, your website url, phone #, etc. This is also where any pet peeves (eg: the CEO hates pink), industry requirements (eg: the show is sponsored by 2 associations – both must be treated with equal weight in layouts) and historical landmines (eg: trying to get quotes from past attendees is impossible) need to be spelled out so your creative team knows what to maneuver around while developing the work.

Mike is Creative Director at Fixation Marketing, the largest full-service agency specializing in creative strategy, design and interactive solutions for association events and trade shows.

Mike can be reached at Mike@Fixation.com

www.fixation.com

Hill hearing sparks protests over intellectual property on the Web

Wednesday, May 4th, 2011 by Autumn Jones

The House Judiciary Committee’s Subcommittee on Intellectual Property, Competition and the Internet is holding a hearing on “ICANN Generic Top-Level Domains (gTLD) Oversight Hearing,” at which ICANN’s Kurt Pritz is testifying.  The hearing, happening now, has sparked an outcry from pro-intellectual property advocates.  Excluding Pritz, all other witnesses are strong supporters of trademark interests.

Venable’s Jacqueline L. Patt, whose practice is focused on intellectual property protections, with a heavy emphasis on Web-based communications, says  “The real impact of the [generic top-level domains] program will be in the additional burdens it creates on trademark owners in protecting their brands online.  There is a potential for an increase in infringement of brands under the new gTLD program, and, as a result, associations will have to be even more diligent by monitoring the gTLD process and taking action when necessary to protect their brands.”

For more information on how intellectual property laws impact your association’s communications efforts, register for “Intellectual Property on the Web: Proactive Approaches to Compliance and Safeguarding Your Organization’s Communications.”