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Get in the KNOW before they GO


The latent power of leveraging data is still a widely missed concept in business and even more so in the marketing department. However, the mandate to leverage data is no longer an option, it is a must-do, and the powerful insights that data enables will reap rewards for marketers who choose to embrace it in the years ahead.

There are several sources of data and several ways to gather and leverage it and this blog post will help. If analytics is the engine under the hood, then data is the fuel. Whether you are looking for a way to level the playing field with a larger competitor or looking for ways to stay ahead of your smaller and more nimble rivals, data will be critical.  In fact, your data will prove to be your most powerful weapon in this hyper-competitive era, particularly if you can apply rigor and discipline to translating that data into actionable insights. Savvy marketers look for data wherever they can find it. Often, other companies have useful data that they are willing to share or sell. There are multiple ways to Gather Data.  Here are some ideas.

  • Demographic data
  • Census data
  • Purchased or Third Party Data (See case study below)
  • Campaign History
  • Survey and Poll Data
  • Contact History
  • GPS Data
  • Social Media

Data is fundamentally important.  Why? Because data drives insight, insight drives relevance, and relevance drives customer loyalty.

Leading Hotels of the World (LHW) Buys the Data It Needs

One company looking for more insight into its customers is Leading Hotels of the World (LHW).  LHW is a small, exclusive organization representing some 500 independent luxury hotels, resorts, and spas.

To expand its knowledge of existing and prospective customers, LHW went to American Express.  “The key here is the breadth and depth of the data available to us,” said David Bonalle, VP at American Express Business Insights.  American Express has demographic, purchase, and financial data on 54 million card holders.

“Partnering with American Express can give us additional insights into customers we would normally know very little about,” said Claudia Kozma Kaplan, SVP of marketing and communications at Leading Hotels of the World.  The result, said Kaplan, is that “we can be much more intelligent about where we spend our resources with targeted, tactical offers, and we know for sure that we are advertising to a group of people that definitely are our clients.”

LHW has set the objective to acquire new customers, but realized the need to find new customers and in their case, opted to seek the assistance from American Express to provide additional insights before deploying their campaigns.

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Tip: Send in your list to a demographic provider such as Experian, Axiom, or us, and request a match rate. This will tell you how many of your customers match customers in their database! This is usually free.

lee

Take the Arts & Analytics Survey on Performing Arts Interests

Calling all performing arts goers and lovers – we want to hear from you! At Arts & Analytics we are always looking for additional insight into the performing arts industry so our predictive analytics software, PartronLink360, can continue to meet the needs of our customers. To this end, we will regularly be conducting industry surveys on some of the most pressing topics in the performing arts.

Our first survey will focus on consumers’ performing arts interests – including how many times you attend performances, or if you are more likely to see a performance if you saw it on the Tony Awards. Your feedback is important!

The survey can be found here.

Stay tuned to this space as we will be unveiling the survey results in November.

An Arts & Analytics trifecta – new advisory board member, PatronLink360 GA and new customers

As we mentioned in July, it has been a very busy couple of months for the Arts & Analytics team – we are so excited to share what we have been up to. We have some great customer and product traction in addition to a fantastic new board member. So maestro if you please…

To kick things off, we are pleased to welcome Mitch Lowe, co-founder at both Netflix and Redbox, to our advisory board. Mitch will provide industry insight and counsel to Arts & Analytics as we seek to attract key talent, set a course for sustainable growth, and connect Arts & Analytics with other organizations, theaters and businesses that will benefit from the targeted consumer data that we provide.

Mitch joins other Arts & Analytics advisory board members including:

  • Amanda Pekoe, CEO, The Pekoe Group
  • Liz Miller, vice president, CMO Council
  • Glynn Dennis, Jr. PhD, founder, Lapwise

Now onto the product and customer wins! We are proud to announce the general availability of PatronLink360 – our predictive analytics software targeted for the performing arts industry which launched earlier this year.

Since launching PatronLink360, we’ve received interest from new customers such as Denver B-Cycle and Palm Beach Opera. The new customers add to the support of the platform’s success seen by early adopters including, the Blumenthal Performing Arts, the Denver Center for Performing Arts, and Lyric Opera of Chicago.

We have been so humbled by the level of customer and industry recognition that the company and software has received in just a couple of short months since our initial launch. This is just the beginning of what our software can do to enable better data for performing arts organizations. It is our goal that our customers will continue to be blown away with future generations of our products.

In the words of Buzz Lightyear – “To infinity and beyond!”

Terms of Use

TERMS OF SERVICE FOR ARTS AND ANALYTICS PATRONLINK360 ONLINE SERVICES

Thank you for selecting the Services offered by Arts and Analytics, Inc. and/or its subsidiaries and affiliates (referred to as “Arts and Analytics”, “we”, “our”, or “us”).

Thoroughly review these Terms of Service (“Agreement”). Please note that this Agreement is a legal agreement between you and Arts and Analytics. By accepting electronically (for example, clicking “I Agree”), installing, accessing or using the Services, you agree to these terms. You may NOT use these services if you do not agree to this Agreement.

  1. AGREEMENT

This Agreement describes the terms governing your use of the Arts and Analytics’ Patronlink360 online services provided to you on this website, including content, updates and new releases, (collectively, the “Services”). It includes by reference:

  • Arts and Analytics’ Privacy Statement provided to you in the Services available on the website or provided to you otherwise.
  • Additional Terms and Conditions, which may include those from third parties.
  • Any terms provided separately to you for the Services, including product or program terms, ordering, activation, payment terms, etc.
  1. YOUR RIGHTS TO USE THE SERVICES

2.1 You are only granted the right to use the Services and only for the purposes described by Arts and Analytics. Arts and Analytics reserve all other rights in the Services. Until termination of this Agreement and as long as you meet any applicable payment obligations and comply with this Agreement, Arts and Analytics grants to you a personal, limited, nonexclusive, nontransferable right and license to use the Services.

2.2 You agree not to use, nor permit any third party to use, the Services or content in a manner that violates any applicable law, regulation or this Agreement. You agree you will not:

  • Provide access to or give any part of the Services to any third party.
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3.1 Termination by User. User may notify Arts and Analytics to cancel the subscription prior to the beginning of each Renewal Term. Your rights to use the Software may be terminated by Arts and Analytics immediately and without notice if Arts and Analytics is unable to debit your or its agent’s Card in accordance with this Agreement.

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4.1   Payments will be billed to you in U.S. dollars, and your account will be debited when you subscribe and provide your payment information, unless stated otherwise in the program ordering or payment terms on the website for the Services.

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or
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4.3  If your payment and registration information is not accurate, current, and complete and you do not notify us promptly when such information changes, we may suspend or terminate your account and refuse any use of the Services.

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Required. If Customer wants a Purchase Order number on its invoice, Customer will inform Arts and Analytics and issue a Purchase Order to Arts and Analytics. If Customer requires a Purchase Order, and fails to provide the Purchase Order to Arts and Analytics, then Arts and Analytics will not be obligated to provide the Services until the Purchase Order has been received by Arts and Analytics. Any terms and conditions on a Purchase Order do not apply to this Agreement and are null and void.

Not Required. If Customer does not require a Purchase Order number to be included on the invoice, Customer will provide Arts and Analytics a waiver of the Purchase Order requirement, which may be an email to this effect. If Customer waives the Purchase Order requirement, then: (a) Arts and Analytics will invoice Customer without a Purchase Order; and (b) Customer agrees to pay invoices without a Purchase Order.

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6.1  You are responsible for your content. You are responsible for all materials (“Content”) uploaded, posted or stored through your use of the Services. Archive your Content frequently. You are responsible for any lost or unrecoverable Content. You must provide all required and appropriate warnings, information and disclosures. Arts and Analytics is not responsible for the Content or data you submit through the Services.

You agree not to use, nor permit any third party to use, the Services to upload, post, distribute, link to, publish, reproduce, engage in or transmit any of the following, including but not limited to:

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Any information, software or Content which is not legally yours and without permission from the copyright owner or intellectual property rights owner.

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6.3  Arts and Analytics may freely use feedback you provide. You agree that Arts and Analytics may use your feedback, suggestions, or ideas in any way, including in future modifications of the Services, other products or services, advertising or marketing materials. You grant Arts and Analytics a perpetual, worldwide, fully transferable, sub-licensable, non-revocable, fully paid-up, royalty free license to use the feedback you provide to Arts and Analytics in any way.

6.4  Arts and Analytics may monitor your Content. Arts and Analytics may, but has no obligation to, monitor content on the Services. We may disclose any information necessary to satisfy our legal obligations, protect Arts and Analytics or its customers, or operate the Services properly. Arts and Analytics, in its sole discretion, may refuse to post, remove, or refuse to remove, any Content, in whole or in part, alleged to be unacceptable, undesirable, inappropriate, or in violation of this Agreement.

6.5  Arts and Analytics may publicize that you are our customer. You agree that Arts and Analytics may, but has no obligation, to publish that you are an Arts and Analytics customer, include your name or Brand Features in a list of Arts and Analytics customers, online or in promotional materials. You also agrees that Arts and Analytics may verbally reference you as a customer of the Services.

  1. PERMITTED DISCLOSURES AND USE OF DATA. You acknowledge and agree that in order to provide you with access to and use of the Software and Services, Arts and Analytics may provide your Access Information and Account Data to (i) your employee or agent who is identified in the Registration Data as the current system administrator for the your account (the “Current Administrator”), (ii) such other employee or agent who may be designated by you as a replacement administrator for the your account by following the procedures required by Arts and Analytics to effectuate such replacement, and (iii) any other person identified as an authorized user of the Software in the set-up interview form or in any subsequent communication to Arts and Analytics (collectively, “Information Recipients”).
  2. SOFTWARE USE, STORAGE AND ACCESS. Arts and Analytics shall have the right, in its sole discretion and with reasonable notice posted on its website and/or sent to you at the Current Administrator’s email address provided in the Registration Data, to revise, update, or otherwise modify the Services and establish or change limits concerning use of the Software and Services, temporarily or permanently, including but not limited to (i) the amount of storage space you have on the Software at any time, and (ii) the number of times (and the maximum duration for which) you may access the Software in a given period of time. Arts and Analytics reserves the right to make any such changes effective immediately to maintain the security of the system or User Access Information or to comply with any laws or regulations, and to provide you with electronic or written notice within thirty (30) days after such change. You may reject changes by discontinuing use of the Software and Services to which such changes relate. Your continued use of the Software or Services will constitute your acceptance of and agreement to such changes. Arts and Analytics may, from time to time, perform maintenance upon the Software or Services resulting in interrupted service, delays or errors in the Software or Services. Arts and Analytics will attempt to provide prior notice of scheduled maintenance but cannot guarantee that such notice will be provided. Arts and Analytics reserves the right to use a third party to host the Services from time-to-time.
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Use of these Services may be available through a compatible mobile device, Internet access and may require software. You agree that you are solely responsible for these requirements, including any applicable changes, updates and fees as well as the terms of your agreement with your mobile device and telecommunications provider.

ARTS AND ANALYTICS MAKES NO WARRANTIES OR REPRESENTATIONS OF ANY KIND, EXPRESS, STATUTORY OR IMPLIED AS TO:

  • THE AVAILABILITY OF TELECOMMUNICATION SERVICES FROM YOUR PROVIDER AND ACCESS TO THE SERVICES AT ANY TIME OR FROM ANY LOCATION;
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  • ANY DISCLOSURE OF INFORMATION TO THIRD PARTIES OR FAILURE TO TRANSMIT ANY DATA, COMMUNICATIONS OR SETTINGS CONNECTED WITH THE SERVICES.
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  1. ADDITIONAL TERMS

15.1         Arts and Analytics does not give professional advice. Unless specifically included with the Services, Arts and Analytics is not in the business of providing legal, financial, accounting, tax, health care, real estate, marketing or other professional services or advice. Consult the services of a competent professional when you need this type of assistance.

15.2         We may tell you about other Arts and Analytics services. You may be offered other services, products, or promotions by Arts and Analytics (“Arts and Analytics Services”). Additional terms and conditions and fees may apply. With some Arts and Analytics Services you may upload or enter data from your account(s) such as names, addresses and phone numbers, purchases, etc., to the Internet. You grant Arts and Analytics permission to use information about your business and experience to help us to provide the Arts and Analytics Services to you and to enhance the Services. You grant Arts and Analytics permission to combine your business data, if any, with that of others in a way that does not identify you or any individual personally. You also grant Arts and Analytics permission to share or publish summary results relating to research data and to distribute or license such data to third parties.

15.3         Communications. Arts and Analytics may be required by law to send you communications about the Services or Third Party Products. You agree that Arts and Analytics may send these communications to you via email or by posting them on our websites

15.4        You will manage your passwords and accept updates. You are responsible for securely managing your password(s) for the Services and to contact Arts and Analytics if you become aware of any unauthorized access to your account. The Services may periodically be updated with tools, utilities, improvements, third party applications, or general updates to improve the Services. You agree to receive these updates.

  1. SECURITY. Data transmitted to and from the Services is encrypted for the user’s protection. However, the security of information transmitted through the Internet can never be guaranteed. Arts and Analytics is not responsible for any interception or interruption of any communications through the Internet or for changes to or losses of data. In order to protect you and your data, Arts and Analytics may suspend your use of a client site, without notice, pending an investigation, if any breach of security is suspected. All facilities used to store and process Customer Data will adhere to reasonable security standards no less protective than the security standards at facilities where Arts and Analytics stores and processes its own information of a similar type. Arts and Analytics has implemented at least industry standard systems and procedures to ensure the security and confidentiality of Customer Data, protect against anticipated threats or hazards to the security or integrity of Customer Data, and protect against unauthorized access to or use of Customer Data.
  1. DISCLAIMER OF WARRANTIES

17.1         YOUR USE OF THE SERVICES, SOFTWARE, AND CONTENT IS ENTIRELY AT YOUR OWN RISK. EXCEPT AS DESCRIBED IN THIS AGREEMENT, THE SERVICES ARE PROVIDED “AS IS.” TO THE MAXIMUM EXTENT PERMITTED BY APPLICABLE LAW, ARTS AND ANALYTICS, ITS AFFILIATES, AND ITS THIRD PARTY PROVIDERS, LICENSORS, DISTRIBUTORS OR SUPPLIERS (COLLECTIVELY,”SUPPLIERS”) DISCLAIM ALL WARRANTIES, EXPRESS OR IMPLIED, INCLUDING ANY WARRANTY THAT THE SERVICES ARE FIT FOR A PARTICULAR PURPOSE, TITLE, MERCHANTABILITY, DATA LOSS, NON-INTERFERENCE WITH OR NON-INFRINGEMENT OF ANY INTELLECTUAL PROPERTY RIGHTS, OR THE ACCURACY, RELIABILITY, QUALITY OR CONTENT IN OR LINKED TO THE SERVICES. ARTS AND ANALYTICS AND ITS AFFILIATES AND SUPPLIERS DO NOT WARRANT THAT THE SERVICES ARE SECURE, FREE FROM BUGS, VIRUSES, INTERRUPTION, ERRORS, THEFT OR DESTRUCTION. IF THE EXCLUSIONS FOR IMPLIED WARRANTIES DO NOT APPLY TO YOU, ANY IMPLIED WARRANTIES ARE LIMITED TO 60 DAYS FROM THE DATE OF PURCHASE OR DELIVERY OF THE SERVICES, WHICHEVER IS SOONER.

17.2         ARTS AND ANALYTICS, ITS AFFILIATES AND SUPPLIERS DISCLAIM ANY REPRESENTATIONS OR WARRANTIES THAT YOUR USE OF THE SERVICES WILL SATISFY OR ENSURE COMPLIANCE WITH ANY LEGAL OBLIGATIONS OR LAWS OR REGULATIONS.

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If User does not agree to the terms of the Agreement, User is not granted any rights whatsoever in the Software. If User is not willing to be bound by these terms and conditions, User should not click on the “ACCEPT” button, and may not access or otherwise use the Software or Services.

Denver Center For The Performing Arts – 500% ROI

 

Today, many performing arts venues are confronting a new set challenges, which require innovation to attract and retain their most valuable asset—the patron. In the past, many organizations could rely upon traditional marketing channels to sell individual tickets, seasonal subscriptions, and to raise funds. Today traditional marketing channels are no longer effective and now, the arts must innovate to activate.
Precision Marketing is the ultimate customer-centric approach to marketing and is driven by data-based customer insight and metrics, that clearly measure marketing effectiveness. Precision Marketing considers historic transactions to predict future outcomes. This insight enables the creation of relevant campaigns, meaningful patron segments and personas, and quantifiable ROI.
As an industry thought leader, DCPA has maintained an active transactional database but had not leveraged the data to create actionable insight or to influence campaign outcomes.
DCPA’s ongoing commitment to excellence, led them to initiate a Precision Marketing pilot to test its efficacy.
[lab_subscriber_download_form download_id=1]

Boost Your Marketing Communications Strategy with a “Boston Pops” Touch

Marketers have often asked me whether it is better to use email or direct mail for a marketing campaign. From much research and many case studies, I have found that the answer is not an “either/or” choice. A sound integrated marketing strategy is like an orchestra, with all the different parts coming together at the right moment to create the patron experience. To develop a “Boston Pops” approach to your campaign, I recommend a model based score based on good data, a communications matrix to understand where your potential patrons are in the buying cycle, and personalized, relevant messaging to a potential buyer.

Good, clean data and modeling are necessary for strategic decision-making. Data does not lie. “Tried-and-true” gut decisions may mislead and misdirect strategic actions and funds. Through data-driven insight, a venue can achieve a deeper understanding of a customer’s actual value and propensities to purchase. This insight, in turn, drives the strategy and determines the campaign, delivery channels, tactics and offers.

With good data in hand, take the next step in a disciplined, precision marketing approach. Use a communications matrix to chart what channel, message, or offer should go to which segment of your potential patrons. A matrix can help avoid over-communicating and redundancy, which can be costly both from a financial and from a patron-relations standpoint. By mapping messages to specific segments, the tool can help you organize a prescriptive, customer-centric approach across all product lines of your company.
If you are part of a large venus, over-communicating may be a greater problem than you realize. At a bank in Asia, I found more than 1,080 requests for names out of their database were requested by ten different product departments within six months. One potential customer received 10 product offers in one day!

You can avoid such budget-wasting tactics. Set up a simple communications matrix in four quadrants with two key axes: current revenue and potential revenue. The quadrants identify responders in four categories: low propensity, future potential, high propensity and “best bets.”

Best Bets. This grouping refers to patrons who represent high existing revenue and high potential revenue, clearly the most attractive group –or best bets for your marketing dollars. Consider both email and direct mail for this population. Home Depot uses this successful strategy. When a family buys a new house, that homeowner becomes a best bet. Home Depot knows new owners will purchase fans, paint and wall coverings. Given this knowledge, Home Depot invests a larger percent of its marketing dollars in sending new owners slick, direct mailers with appropriate offers.
Low Propensity. This segment represents low existing revenue and low potential. Many times this segment represents patrons in which we have limited data or understanding. Consequently, it has the lowest chance of generating revenue for your company. Sending expensive direct mail would not be the best use of funds. Rather, this segment lends itself to electronic contact with lead-nurturing e-mails, surveys, or invitations to visit your booth at a tradeshow. At a minimum of 75 cents per unit, plus creative costs, direct mailers are too expensive an investment for patrons in this segment.

Future Potential. The population in this segment currently generates revenue for the company but does not have a high propensity to create significant new revenue in the future. Targeting the occasional user does not represent the best allocation of marketing budget dollars but staying engaged is key to continual nurturing and retaining this loyal customer.

High Propensity. This segment refers to prospects or patrons who represent low existing revenue but high potential revenue. The “high propensity” segment has greater potential than the other low and future potential, yet the strategy needs to consider a less costly communication engage and grow this segment. Emails with special offers could be effective with this segment. In keeping with the homebuyer example, a campaign may target renters that are considering a significant home purchase based on data and demographics.

A communications matrix helps you avoid a wasteful “spray-and-pray” or “one-size-fits-all” campaign loaded with generic messaging. Such messages are irrelevant regardless of how often they are repeated or by which means they are delivered. By understanding your audience segments, you can develop relevant, personalized messaging, which is ranked as one of the top strategies for realizing greater revenue and profitability from existing patrons. According to one study, business marketers spend an average of 30 percent of their marketing budgets on the creation and execution of content. “Content is now the engine that makes marketing go, ”said Joe Pulizzi, Junta42 founder and chief content officer.

All these factors play into any marketing strategy. In honing choices for your “marketing symphony,” keep in mind these recommendations:

  • Use good, clean data to develop a precisely targeted customer strategy.
  • Use a communications matrix to generate the highest return for marketing dollars spent.
  • Low Propensity, Future Potential, High Propensity and Best Bets describe the customer potential for revenue generation.
  • Use relevant, personalized messaging aligned to patrons in each segment of the matrix to gain the most benefit from your marketing dollars.

Email vs. Direct Mail

Marketers have often asked me whether it is better to use email or direct mail for a marketing campaign. From much research and many case studies, I have found that the answer is not an “either/or” choice. A sound integrated marketing strategy is like an orchestra, with all the different parts coming together at the right moment to create the patron experience. To develop a “Boston Pops” approach to your campaign, I recommend a model based score based on good data, a communications matrix to understand where your potential patrons are in the buying cycle, and personalized, relevant messaging to a potential buyer.

Good, clean data and modeling are necessary for strategic decision-making. Data does not lie. “Tried-and-true” gut decisions may mislead and misdirect strategic actions and funds. Through data-driven insight, a venue can achieve a deeper understanding of a customer’s actual value and propensities to purchase. This insight, in turn, drives the strategy and determines the campaign, delivery channels, tactics and offers.

With good data in hand, take the next step in a disciplined, precision marketing approach. Use a communications matrix to chart what channel, message, or offer should go to which segment of your potential patrons. A matrix can help avoid over-communicating and redundancy, which can be costly both from a financial and from a patron-relations standpoint. By mapping messages to specific segments, the tool can help you organize a prescriptive, customer-centric approach across all product lines of your company.
If you are part of a large venus, over-communicating may be a greater problem than you realize. At a bank in Asia, I found more than 1,080 requests for names out of their database were requested by ten different product departments within six months. One potential customer received 10 product offers in one day!

You can avoid such budget-wasting tactics. Set up a simple communications matrix in four quadrants with two key axes: current revenue and potential revenue. The quadrants identify responders in four categories: low propensity, future potential, high propensity and “best bets.”

Best Bets. This grouping refers to patrons who represent high existing revenue and high potential revenue, clearly the most attractive group –or best bets for your marketing dollars. Consider both email and direct mail for this population. Home Depot uses this successful strategy. When a family buys a new house, that homeowner becomes a best bet. Home Depot knows new owners will purchase fans, paint and wall coverings. Given this knowledge, Home Depot invests a larger percent of its marketing dollars in sending new owners slick, direct mailers with appropriate offers.
Low Propensity. This segment represents low existing revenue and low potential. Many times this segment represents patrons in which we have limited data or understanding. Consequently, it has the lowest chance of generating revenue for your company. Sending expensive direct mail would not be the best use of funds. Rather, this segment lends itself to electronic contact with lead-nurturing e-mails, surveys, or invitations to visit your booth at a tradeshow. At a minimum of 75 cents per unit, plus creative costs, direct mailers are too expensive an investment for patrons in this segment.

Future Potential. The population in this segment currently generates revenue for the company but does not have a high propensity to create significant new revenue in the future. Targeting the occasional user does not represent the best allocation of marketing budget dollars but staying engaged is key to continual nurturing and retaining this loyal customer.

High Propensity. This segment refers to prospects or patrons who represent low existing revenue but high potential revenue. The “high propensity” segment has greater potential than the other low and future potential, yet the strategy needs to consider a less costly communication engage and grow this segment. Emails with special offers could be effective with this segment. In keeping with the homebuyer example, a campaign may target renters that are considering a significant home purchase based on data and demographics.

A communications matrix helps you avoid a wasteful “spray-and-pray” or “one-size-fits-all” campaign loaded with generic messaging. Such messages are irrelevant regardless of how often they are repeated or by which means they are delivered. By understanding your audience segments, you can develop relevant, personalized messaging, which is ranked as one of the top strategies for realizing greater revenue and profitability from existing patrons. According to one study, business marketers spend an average of 30 percent of their marketing budgets on the creation and execution of content. “Content is now the engine that makes marketing go, ”said Joe Pulizzi, Junta42 founder and chief content officer.

All these factors play into any marketing strategy. In honing choices for your “marketing symphony,” keep in mind these recommendations:

  • Use good, clean data to develop a precisely targeted customer strategy.
  • Use a communications matrix to generate the highest return for marketing dollars spent.
  • Low Propensity, Future Potential, High Propensity and Best Bets describe the customer potential for revenue generation.
  • Use relevant, personalized messaging aligned to patrons in each segment of the matrix to gain the most benefit from your marketing dollars.

 

Precision Marketing Defined

Research for my book, “Precision Marketing: Maximizing Revenue through Relevance “ began about 2008.  Read more