Our clients hire us to drive brand value up while driving cost-per-acquisition down.
Basically, they need to exceed revenue targets (i.e. sales) while they lay the groundwork for outsized growth – that’s what I call Big Brand.
For some that are reliant on direct mail for a large portion of the new customer acquisitions, this means first making the direct mail work a lot better.
Simultaneously, we work to shift the locus of acquisition to the digital channels where we know we can generate more response – more sign-ups, applications, accounts, customers, clients, recruitment, leads, sales, etc. – for fewer dollars.
In fact, we’ve found that we can so dramatically lower the cost of acquiring a new customer that businesses and brands are dramatically transformed. Promising start-ups become hot growth-stage companies. Mature companies in “tired industries” become hot turnaround stories.
And here’s the thing – we accomplish all of this with a managed level of risk. We test, before we roll out. We only move the real dollars after a strategy has proven to outperform the old strategy. We remain agile and optimize our mix on a daily basis, reporting and meeting with clients weekly to discuss and make the decisions that make all the difference.
Of course, there are internal communications issues, political challenges, vendor conflicts and other considerations that can interrupt the process of creating a dramatically outperforming marketing mix. Because this is all we do, we know those waters very well and we can help navigate while you steer, Captain.
Then we help our clients layer in social-led acquisition, mobile-driven brand direct marketing and content-fueled response marketing. We’ve been scouting those waters for over a decade as well.
Here are some lessons from the winning Obama Campaign, via Bloomberg BusinessWeek.
I love this article because it neatly demonstrates what all marketers who use direct response tactics should know, but typically don’t. It gives some great examples of what marketers using direct response tactics should do, but overwhelmingly don’t. And it shows the results, including the large sums of money that most marketers leave on the table.
Digital isn’t a department or a discipline. It’s not a wall that keeps technologists in and the rest of us out. It’s simply the reality of the communications marketplace. We plan and create within this medium with one single goal: to create meaningful interactions.
We don’t just do digital. We seize the opportunities of the digital age. We test and measure much more because it costs less to test than to fail to test. We use direct response results to inform not just direct tactics but the brand.
We believe that the user experience – of the product, the service, the website, the app, (more…)
We do lot of things that ultimately add up to one thing: we help companies grow. We do that by building brands. And we do that with a myriad of different tools. Research. Strategic planning. Media planning. PR. Social media. Design. Direct response. All of that in addition to what people have now come to call “Traditional advertising,” i.e. television, print, and digital. All of it just comes down to communicating in a way that makes it easy for people to like your company. (more…)
Traders are an elusive and coveted audience. Yet these epitomes of self-directed consumers have broken many a marketer.
Whether retail or pro, the key to making it with traders is understanding the trader psyche’, tapping into the trader myth, and speaking trader language.
Here are some winning examples from the DIGO archives, (more…)