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DMA Research
STATISTICAL FACT BOOK
2015
The Definitive Source for
Marketing’s Most Important
Benchmarks
Research
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theDMA.org/bookstore |2015 Statistical Fact Book
Research
This edition includes editorial pieces from key thought leaders
from the industry. Special thanks to: Bruce Biegel,
Samantha Braverman, Kevin Dean, Laurie B. Beasley,
Justin Honaman, Lois Brayfield, Jim Davidson, Scott Ellis,
Matt Blumberg, Michael J. Becker, Murray Izenwasser,
Angie Moore, and Jerry Cerasale. We hope these chapter
introductions will help the data tell a story of the trends and
positive outlooks by channel or industry segments.
The production of this report required the skills and
perseverance of several people. The DMA research team
reviewed thousands of documents to find the information most
relevant for marketers. A special thanks to: Robert Traino,
Creative Director and Yvonne Polanco, Production Lead, who
made it possible to deliver a beautiful book to market in both
print and digital formats. And especially to Michelle Tiletnick,
Editor, and Meaghan Bradley, Research Coordinator, who
spent countless hours working at the individual level with
contributors, as well as going through advertising journals,
news sites, blogs and research studies to find relevant
information.
Finally, thank YOU, the marketeer, who lives - data-driven
and omnichannel - and learns from their customers and
campaigns each and every day.
Please feel free to contact me if you have questions or
comments regarding this publication.
Gina Scala
Vice President, DMA Education & Research
Direct Marketing Association, Inc.
(212) 790-1440
theDMA.org/bookstore |2015 Statistical Fact Book i
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Table of Contents
DIRECT MARKETING OVERVIEW .................................................................. 1
Do You Plan to Reduce Head Count? ................................................................. 4
Do You Plan to Add Staff in the Next Three Months? .................................... 4
Do You Have a Hiring Freeze? ............................................................................ 5
2014 Direct Response Advertising Salaries ...................................................... 6
2014 Direct Response Advertising Salaries (Continued) ............................... 7 Demographics of Consumers Purchasing by Mail, Phone or
Internet ................................................................................................................. 8 Demographics of Consumers Purchasing by Mail, Phone or
Internet (Continued) ........................................................................................... 9 Purchasing Behavior of Mail, Phone or Internet Buyers ............................... 10 Key Demographics of Smart or Connected Device Users Versus
Non-Users ........................................................................................................... 11 Top Cross-Channel Barriers and Challenges for Marketers ........................ 11 How is Your Marketing Integrated Across Channels? ................................... 12 Marketing Team Structure .................................................................................. 12 Top Challenges to Creating a Complete Customer View ............................ 13 Which Three Marketing Channels Offer the Greatest
Opportunities over the Next Year? ............................................................... 14 Single Most Important Factor which Enables Effective
Orchestration of Cross-Channel Marketing Activities ................................ 15 Average Face Values Distributed and Redeemed for Coupons ................. 16 Average Coupon Redemption Rates ................................................................ 17 2014 US “Measured Media” Spending .......................................................... 18 2014 US “Direct & Digital” Spending ............................................................. 18 Spending on Various Data-Driven Marketing Media Channels .................. 19 Process for Reusing and Repurposing Content ............................................... 20 Content Creation for Targets/Segments ......................................................... 20 Frequency of Content Audit................................................................................ 21
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Most Important Factors in Choosing a Marketing Automation System ................................................................................................................. 21
Most Useful Metrics Used for Measuring Marketing Automation Performance ...................................................................................................... 22
Most Important Objectives for Your Inbound Marketing Strategy in the Year Ahead ............................................................................................ 22
Most Effective Tactics Used for Inbound Marketing Purposes Versus Most Difficult to Execute ..................................................................... 23
Marketing Vehicle Frequency ............................................................................ 24 When Buyers Reveal Themselves to Vendors ................................................. 25 Sales Closure Rate ............................................................................................... 25 Why the Sales Team Isn’t Closing with Qualified Prospects........................ 26 Contact Center Measurements Relied on ......................................................... 27 Contact Center Technology Being Used........................................................... 27 Primary Benefits of Personalization .................................................................. 28 Personalization Capabilities .............................................................................. 28
DATA ........................................................................................ 29
Data-Driven Marketing Economy (DDME) Value Added .............................. 32
Total Data-Driven Marketing Economy (DDME) Value Added Employment ........................................................................................................ 33
Summary of DDME Value Added Revenues by Dependence on ILCD Exchanged Among Firms ........................................................................ 34
DDME 2012 Employment: Total, and Dependent on Exchange of Data Among Firms ............................................................................................ 35
DDME Induced Employment ................................................................................ 36
Worldata List Price Index ................................................................................... 37 Top Data Marketing Challenges ....................................................................... 38 Sources of Data ................................................................................................... 39 How Soon do you Expect to See a Positive ROI From Data-
Related Marketing Expenditures? ................................................................ 40 Frequency of Data Cleaning ............................................................................ 40 Benefit of Using Data in Making Decisions ..................................................... 41 Status of Data-Driven Marketing Today and Vision for the Future ........... 42 Department with Primary Responsibility for Marketing Data ..................... 43 Top Obstacles to Data Driven Marketing ....................................................... 43 Collaboration Between IT and Marketing When it Comes to
Sharing Customer Data ................................................................................... 44 Priority of Integrating Marketing Technology and Data ............................. 44 In-house Capabilities Dependent on Data ...................................................... 45 Spending on Data-Driven Marketing, Compared to Previous
Quarter ............................................................................................................... 45 Revenue Derived From Data-Driven Marketing, Compared to
Previous Quarters ............................................................................................. 46 Profitability Derived From Data-Driven Marketing, Compared to
Previous Quarters ............................................................................................. 46
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Data-Driven Marketing Staffing Levels, Compared to
Previous Quarters ............................................................................................. 47 Most Effective Sources of Marketing Data Used ......................................... 47 Types of Data Used for Marketing Purposes.................................................. 48 Importance of Data Quality/Completeness for Marketing
Segmentation and Targeting ......................................................................... 48 Drivers for Turning Data into Insights ............................................................... 49 Use of Predictive Analytics ................................................................................. 50 Value of Data ....................................................................................................... 50 Reason for Data Inaccuracy ............................................................................... 51 Owner of Central Data Quality Strategy ....................................................... 51 Data Hygiene Techniques Used ........................................................................... 52 Channels to Collect Consumer Contact Data................................................... 52
DIRECT MAIL ................................................................................ 53
Number of Mail Order Purchases Within the Last Year by Education of Household Head ........................................................................ 56
Mail Received by Households ............................................................................ 57 Response Rates to Standard Mail (A) Advertising
Solicitations ....................................................................................................... 57 Response Rates to First-Class Advertising Solicitations ................................ 58 Treatment of Standard Mail (A) Piece by Shape .......................................... 59 Usefulness of Standard Mail (A) Piece by Shape ......................................... 60 Standard Mail (A) Reaction by Industry .......................................................... 61 Response to Standard Mail (A) Pieces by Income ......................................... 62 Response to Standard Mail (A) Piece by Age of Head of
Household ........................................................................................................... 63 Standard Mail (A) Response to Advertising by Shape ................................. 64 Intended Response Rates for Major Industries by Enclosure
of Reply Envelopes/Cards .............................................................................. 65 Standard Mail Industry Usage of Reply Mail ................................................ 66 Standard Mail (A) Response to Advertising by Familiarity
with Organization ............................................................................................. 67 Receipt of First-Class and Standard Mail (A) by Number of
Mail Order Purchases Made in the Past Year ............................................ 67 Advertising Generating Response ................................................................... 68 Response to Standard Mail (A) Piece by Age of Head of
Household ........................................................................................................... 68 Standard Mail (A) Addressee by Industry — Merchants ............................. 69 Standard Mail (A) Addressee by Industry — Financial .............................. 69 Standard Mail (A) Addressee by Industry — Services ............................... 70 Standard Mail (A) Addressee by Industry — Fundraising ......................... 70 Treatment of Advertising Mail ........................................................................... 71 Standard Mail (A) Content of Mail Piece ....................................................... 71 Standard Mail (A) by Shape ............................................................................. 72 Average Number of Mail Pieces Received Per Week ................................ 72
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Response to First-Class Advertising from Financial Services Subsegments .................................................................................................... 73
Response to Standard Mail (A) Envelopes and Cards from Financial Services Subsegments .................................................................... 73
Standard Mail (A) Receipt by Number of Credit Cards .............................. 74 Standard Mail (A) Receipt by Number of Financial Accounts
and Insurance Policies ..................................................................................... 74 Standard Mail (A) Pieces from Insurance Companies ................................... 75 Standard Mail (A) Pieces from Credit Card Industry ................................... 76 Lettershop Operations ......................................................................................... 77 Brochures ................................................................................................................ 78 Self-Mailing Formats ............................................................................................ 79 Reply Cards/Order Forms ................................................................................. 79 Outer (or Carrier) Envelopes ............................................................................. 80 Bind-In Order Form Envelopes ........................................................................... 80 Litho Letters (Not Personalized) ........................................................................ 81 Laser Letters (Personalized) .............................................................................. 81 Business Reply Envelopes (BRE) ......................................................................... 81 Direct Mail — Sample Working Budget ......................................................... 82 Total Number of Mail Pieces (All Classes) Attributed to
Direct Mail: 1990 – 2013 .............................................................................. 83 Percent of Coupons Distributed, Food vs. Non-Food ..................................... 84 Coupons Redeemed, Food vs. Non-Food ......................................................... 84 Coupon Redemption ............................................................................................. 85 Redemption Rates By Method ............................................................................ 86 US Direct Mail Marketing Spend ...................................................................... 87 Total Data Spend for Direct Mail ..................................................................... 88
RETAIL & CATALOG .................................................................... 89
Estimated Quarterly US Retail Sales: Total and E-commerce* ........................................................................................................ 93
Loyalty Program Memberships .......................................................................... 93 Loyalty Program Membership Activity ............................................................. 94 Loyalty Program Membership Type ................................................................. 94 How Willing Would You Be to Shop at Retailers Who Have
Experienced Credit card Security Breaches in the Last Year? ................................................................................................................... 95
Which of the Following Payment Methods Would you Use to Purchase Winter Holiday Gifts? ............................................................... 96
Smartphone Owners Shopping Preferences ................................................... 97 Tablet Owners Shopping Preferences ............................................................. 97 Online Shoppers Preference .............................................................................. 97 Online Shoppers Who Own a Smartphone .................................................... 97 Purchasing Behavior of Mail, Phone or Internet Buyers ................................ 98 Top Sites Searched for Coupons .................................................................... 100 Categories Searched Online for Coupons ................................................... 101 Effect of Amazon on Your Business ................................................................ 102
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Use of Amazon ................................................................................................... 102 The Top 100 Fastest-Growing Omnichannel Retailers .............................. 103 Reasons for Cart Abandonment ..................................................................... 107 Importance of Customer Reviews when Making a Buying
Decision ............................................................................................................ 107 Likelihood of Purchasing a Product Suggested by a
Website Based on your Interests and Past Purchases ............................ 108 Why do you Buy Products Online Instead of In -Store? ........................... 109 Why do you Buy Products In-store Instead of Online? .............................. 110 Which of the Following In-store Technologies Would Make
Your Shopping Experience Better?............................................................. 111 How Often do you Buy Products Using the Following
Shopping Channels? ...................................................................................... 112 Catalogs .............................................................................................................. 113 Catalogs Mailed Per Year (2001 – 2014) ................................................ 116 Number of Print and Online Catalogs .......................................................... 116 2014 Direct Response Catalog Advertising Salaries ............................... 117 2014 Direct Response Catalog Advertising Salaries
(continued) ....................................................................................................... 118 Catalog Effectiveness ....................................................................................... 118 Belief About Print as a Marketing Vehicle ................................................... 119 10 Biggest Mistakes in Catalog Merchandise Presentation ..................... 119 Purpose of Print Catalogs ................................................................................ 120 Changes in Catalog Circulation ...................................................................... 120 Methods of Prospecting To Be Used in the Next 12 months ..................... 121 Catalogers Offering Free Shipping .............................................................. 121 Catalogers Offering Free Shipping in Emails .............................................. 122
INTERNET ................................................................................... 123
Hours Spent Online Per Week ...................................................................... 125 Internet Purchasers Who Browse in Retail and Buy Online ....................... 125 Views about Buying Online and in Local Stores .......................................... 126 Does Buying Online Affect Purchasing in Traditional Retail
Stores? ............................................................................................................ 126 Average Monthly Purchasing ......................................................................... 127 US Adult Digital Coupon Users, 2011 – 2016 ............................................ 127 Pricing Guidelines for PURL and Landing Page Marketing ..................... 128 2014 Internet Marketing Salaries ................................................................. 129 Demographics of Consumers Purchasing Online.......................................... 130 Purchasing Behavior of Online Buyers .......................................................... 132 Percent of Adults with Internet-Connected TV .............................................. 133 Percent of Adults who Find Video Ads on Each Device
Useful ............................................................................................................... 133 Digital Ad Spending Worldwide, 2012 – 2018 ........................................ 134 US Digital Ad Spending, 2012 – 2018........................................................ 134 Spending on Digital Advertising, 2014 ........................................................ 135 Preferred Method of Access to Multichannel Retailers .............................. 136
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Appeal of Shopping Conveniences to Millennials ....................................... 136 Importance of Options When Checking Out Online ................................... 137 Actions Taken to Qualify for Free Shipping ................................................ 137 Preference in Delivery Location ...................................................................... 138 Digital Marketing Goals .................................................................................. 138 Digital Marketing Success Metrics .................................................................. 139 Digital Marketing Challenges ......................................................................... 139 The Changing Importance of Video as Content .......................................... 140 Marketing Videos Produced Annually........................................................... 140 Conversion Performance of Video Compared to Other
Content Types ................................................................................................. 141 How Is the ROI of Video Changing? .............................................................. 141 Video Content Budget ...................................................................................... 142 Video as Lead Quality & Opportunity Indicator ........................................ 142 Single Most Exciting Opportunity – 2014 vs. 2015 ................................... 143 We are Going to be Experimenting Heavily with Digital
Next Year........................................................................................................ 143 Monthly Online Radio Listening ...................................................................... 144 Devices Used to Listen to Online Radio ........................................................ 144 Channel Most Essential to Consumers ............................................................ 145 How is your Organization’s Digital Marketing Effectiveness
Changing? ....................................................................................................... 145 Comparing the Most Effective Tactics Used with the Most
Difficult Tactics to Execute ............................................................................ 146 Marketing to Shopping Cart Abandoners .................................................... 147 Top Goals of Website Redesign .................................................................... 148 Changes in Digital Marketing Budgets ......................................................... 148 Positions Being Hired in the Next 12-18 Months ........................................ 149 Programmatic Advertising CPM Growth – Mobile vs.
Desktop ............................................................................................................ 150
SEARCH ..................................................................................... 151
Most Effective SEO Tactics Versus Most Difficult to Execute ..................... 155 Most Important Objectives for Your SEO Strategy in the
Year Ahead .................................................................................................... 156 Most Challenging Obstacles to Achieving Important SEO
Objectives ....................................................................................................... 156 Satisfaction with Monthly Lead Volume ........................................................ 157 Demand Generation Metrics ........................................................................... 157 Understanding of Demand Generation ROI ................................................ 158 Demand Generation Investment Increase Outlook ..................................... 158 Location-Related Searches on Google ......................................................... 159 Same Day Delivery-Related Searches on Google ..................................... 159 Nearby-Related Searches on Google .......................................................... 159 Google Share of US Paid Search .................................................................. 160 Year-Over-Year Growth by Device Class ................................................... 160 Share of US Mobile Organic Search by Engine Q4 2014 ....................... 161
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Search Spend Growth YOY by Quarter 2013 - 2014 ............................. 162 Mobile Search Advertising YOY Growth by Device Q4
2014 ................................................................................................................ 162 Q4 2014 US Mobile Search Spend Share by Device ............................... 163 Search Metrics .................................................................................................. 163 Search Metrics Year Over Year – by Device .............................................. 164 Programmatic Display Metrics ........................................................................ 164 Programmatic Display Metrics – by Vertical ............................................... 164 Programmatic Display Metrics – by Publisher Growth YOY .................... 164 Which of the Following Types of Activities Does Your
Organization Carry Out, or Manage on Behalf of Clients? ............................................................................................................. 165
The Most Important Success Metrics for Search Engine Optimization ................................................................................................... 166
Objectives for Search Engine Optimization ................................................. 167 Most Important Metrics for Measuring Paid Search
Marketing ........................................................................................................ 168 Impacts of Trends and Technologies .............................................................. 169 Objectives for Paid Search ............................................................................. 170 Integration of SEO Efforts with Digital Marketing Disciplines .................. 171
EMAIL ........................................................................................ 173
Household Email Capability by Income ........................................................ 176 Household Email Capability by Age of Household .................................... 177 Click Rates by Industry ..................................................................................... 178 Click Rates by Personalization ........................................................................ 179 Click Rates by Subject Line Length ................................................................. 179 Open Rates by Personalization ...................................................................... 180 Non-Bounce, Open and Click Rates ............................................................... 180 Most Effective Tactic for Email List Growth Purposes Versus
Most Difficult to Execute ............................................................................... 181 What are the Most Challenging Obstacles to Your Email List
Growth Success? ............................................................................................. 182 What is the Average Number of Fields you Require on
Registration Forms Used for Email List Growth Purposes? ..................... 182 How Email Customers are Segmented .......................................................... 183 Email Remarketing Campaigns ....................................................................... 184 How Email Creative Is Optimized .................................................................. 184 Types of Email Tests Conducted ..................................................................... 185 Retailers Using Shopping Cart Recovery Campaigns ................................ 185 What Email Subscribers Want ........................................................................ 186 Email Campaign Cadence – Top 500 Retailers.......................................... 187 Amount of US Emails Sent per Month as Part of Marketing
Efforts or Transactional and Business Email .............................................. 188 Amount of US Emails Sent per Month as Part of Marketing
Efforts or Transactional and Business Email .............................................. 188
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Percent of US Companies Who Used a Tool or Feature in Past 12 Months ............................................................................................... 189
Mobile Email Opens in 2014 .......................................................................... 190 Mobile Email Opens in 2014 .......................................................................... 190 Mobile Email Opens in 2014 – Women ....................................................... 190 Mobile Email Opens in 2014 – Men ............................................................. 190 Reasons for Signing Up to Receive Email from Companies
Seeking Business ............................................................................................. 191 Types of Discounts or Offers Preferred ........................................................ 191 How Comfortable Are You Providing Each of These
Personal Information Elements to a Company That Has Products or Services you are Considering Purchasing? .......................... 192
Types of Welcome Messages ......................................................................... 192 Types of Discounts ............................................................................................. 193 Inbox Placement Rates ..................................................................................... 193 Inbox Placement by Industry ........................................................................... 194 Complaints per 10,000 Messages ................................................................. 195 Daily Messages Received (Inbox only) ......................................................... 195 Total Data Spend for Email ............................................................................ 196 From Which of the Following Places Have you Made
Purchases That Were Influenced by a Company’s Email? ..................... 196 How Often Would You Like to Receive Promotional Emails
From Companies That You Do Business With? .......................................... 197 What Are Your Views of Reminder Emails That Tell You
When ou Have an Item in Your Online Shopping Cart That Has Not Yet Been Purchased? ............................................................ 198
In Which of the Ways Would You Like Company Emails to Change? ........................................................................................................... 199
MOBILE MARKETING ................................................................. 201
US Adult Mobile Coupon Users, 2013 ― 2016 .......................................... 205 Use of Mobile Phone Functions ....................................................................... 205 What Types of Mobile Advertising is Your Company
Engaged In? ................................................................................................... 206
US Retail m-commerce Sales, 2013―2019 ................................................ 206
US Retail m-commerce Sales, By Device, 2013―2019 ........................... 207 How Often Do You Incorporate Mobile Promotions into
Your Annual Marketing Calendar? ............................................................ 207 What Percentage of your Total Marketing Budget Will Go
to Mobile in 2014? ........................................................................................ 208 What Can Users Do with Your App? ............................................................. 208 What Are Your Aims for Your Mobile Apps? .............................................. 209 Total US Internet Usage in Minutes (Billions) by Platform ......................... 210 Share of Mobile App Time Spent .................................................................. 210 m-Commerce Share of Total Digital Commerce Dollars ............................ 211 Top 15 Smartphone Apps ............................................................................... 212
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Mobile Engagement* Frequency .................................................................... 213 Mobile Engagement* Time of Day ................................................................ 214 Mobile Channel Preference ........................................................................... 214 Monthly Global Mobile Data Traffic ............................................................. 215 Mobile-Connected Devices .............................................................................. 215 Smartphones and Mobile Data Traffic ......................................................... 215 Opinions on Access to Protections for Advertising-Related
Data Collection............................................................................................... 216 Opinions on Tools that Provide Transparency and Control
Over How Data Is Collected on Mobile Devices ..................................... 216 Appeal of Mobile Apps ................................................................................... 217 Free Mobile Apps .............................................................................................. 217 What Would Make You More Likely to Shop on Mobile? ........................ 218 Mobile Purchases by Device ........................................................................... 218 Mobile Phone Activity by Device ................................................................... 219 What Would Be the Right Number of Text Messages per
Month That Would Keep You Engaged and Opted in? ........................ 219 If You Could Select a Communication Preference From a
Business, Which Would You Choose? ......................................................... 220
SOCIAL MEDIA .......................................................................... 221
Benefits of Social Media Marketing .............................................................. 224 Commonly Used Social Media Platforms ...................................................... 225 Weekly Time Commitment for Social Media Marketing ........................... 225 2014 Social Media Salaries ........................................................................... 226 What is the Most Important Objective Your Clients are
Trying to Achieve Through Social Media Marketing? ........................... 227 Effective Ratings of Tactics Among B2B Users ............................................. 228 Effective Ratings of Tactics Among B2C Users ............................................ 229 Percentage of B2B Marketers Who Use Various Social
Media Sites to Distribute Content ............................................................... 230 Percentage of B2C Marketers Who Use Various Social
Media Sites to Distribute Content ............................................................... 231 How Often B2C Marketers Publish New Content ....................................... 231 B2B Content Marketing Spending (Over Next 12 Months) ..................... 232 B2C Content Marketing Spending (Over Next 12 Months) ...................... 232 Coupon Method Usage .................................................................................... 233 How Do You Feel about the Number of Deals/Savings You
Receive in a Given Day via Email, Text, and Social?............................. 233 Why Millennials “Like” a Company/Brand on Social Media ................... 234 Where Millennials Make Purchases after Viewing
Something on a Social Media Platform .................................................... 235 Likelihood of Millennials Making a Purchase If Twitter and
Facebook Had a “Buy” Button .................................................................... 235 Social Networking Sites ................................................................................... 236 Twitter .................................................................................................................. 237 Pinterest ............................................................................................................... 238 Instagram ............................................................................................................ 239
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LinkedIn ................................................................................................................ 240 Facebook ............................................................................................................. 241 Social Media Spending as a Percentage of Marketing
Budgets ............................................................................................................ 242 How Well Social Media Is Integrated with Strategy Over
Time .................................................................................................................. 242 How Effectively Social Media Is Integrated with Strategy ....................... 243 Changes in Social Media Spending Across Sectors .................................... 243 Social Network Ad Spending per Social Network User,
2013−2016 .................................................................................................... 244 To What Extent are Analytics Used to Gauge Social Media
Marketing Performance? .............................................................................. 245 Which of the Following Metrics Are Tracked to Gauge
Social Media Marketing Performance? .................................................... 245 How Well Buyer’s “Convert” Because of Content ....................................... 246 Buying Stage with Content Marketing Most Effective ................................ 246 Content Marketing Problems ........................................................................... 247 Content Marketing Barriers ............................................................................. 248 Content Effectiveness Measurements ............................................................. 248 Social Media Audience Demographics by Gender .................................... 249 Social Media Audience Demographics by Age .......................................... 249 Social Media Audience Demographics by Income ..................................... 250 Social Media Posts per Week by Industry................................................... 250 Image Posts per Week by Industry ................................................................ 251 Facebook Posts per Week by Industry ......................................................... 251 Tweets per Week by Industry ......................................................................... 252 Case Study: Coordinating Email and Facebook ......................................... 253 Case Study: Coordinating Email and Facebook ......................................... 254
NONPROFIT ............................................................................... 255
Nonprofit Volumes 2008–2011* ................................................................... 258
Nonprofit Standard Mail (A) Treatment of Mail Piece by Shape ............................................................................................................... 258
Nonprofit Standard Mail (A) Usefulness of Mail Piece by Shape ............................................................................................................... 259
Nonprofit Standard Mail (A) Industry by Shape ........................................ 260
Nonprofit Standard Mail Reaction by Industry ........................................... 261
Nonprofit Standard Mail (A) by Content by Industry ................................ 261
Nonprofit Standard Mail (A) Response to Advertising by Shape ............................................................................................................... 262
Percent of Nonprofit Standard Mail (A) Containing A Request for Donations by Age of Head of Household .......................... 262
Median Average Gift by Vertical and Donation Type ............................. 263 Median Conversion Rates for Donation Emails and Year-
Over-Year Percent Change ......................................................................... 264 Types of Nonprofits / Charities Donated to in the Past Year
by Donors ........................................................................................................ 265 Giving Channels Used in Past Two Years by Donors ................................. 266
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Effectiveness Ratings of Social Media Platforms ........................................ 267 Content Marketing Challenges that Nonprofit Professionals
Face .................................................................................................................. 268 Nonprofit Content Marketing Usage ............................................................. 269 US Charitable Giving By Year ....................................................................... 270 12-Month Giving Trend .................................................................................... 270 Sector Forecast 2015 ....................................................................................... 271 Importance of Communications Channels to Nonprofits ............................. 271 How Often Nonprofits Expect to Email Appeals in 2015 ......................... 272 How Often Nonprofits Expect to Direct Mail Appeals in
2015 ................................................................................................................ 272 How Often Nonprofits Expect to Send E-Newsletters in
2015 ................................................................................................................ 273 If Americans had $10 to Give or Donate Online, Who
Would they Give to? .................................................................................... 273 How Americans Support Social or Environmental Issues
Online ............................................................................................................... 274 What Motivates Americans to Participate in a Social or
Environmental Effort Online ......................................................................... 275 Average Funds Raised on Individual Crowd-funded Pages ..................... 275 Average Funds Raised on Campaign Crowd-funded Pages ................... 275
HISTORICAL POSTAL RATES ....................................................... 277
Postal Rate Changes: Standard Mail (A) — (Formerly
Third Class) ...................................................................................... 279-286
APPENDIX: CONSUMER DEMOGRAPHICS ................................. 287
Total Population By Sex and Race: 2010 .................................................... 287
Median Income by Race: 2009 ...................................................................... 288
Average Annual Expenditures by Age: 2009 ............................................. 288
Income per Capita by Large Metropolitan Area: 2007–2009 ................................................................................................................ 289
Income per Capita by State: 2000 vs. 2010 .............................................. 297
SOURCE CONTACT INDEX ......................................................... 299
Research
Overview
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Chapter 1: Direct Marketing Overview
Following a strong 2014—where the economy expanded steadily and data-driven marketing quietly and consistently surpassed spending forecasts—the marketing community, including marketers as well as the vast supply chains that support them, has good reason to feel confident about its prospects for 2015. Overall, the economy is expected to continue growing, and as unemployment rates continue to drop and wages rise, practitioners will feel increasingly emboldened about investment opportunities (in talent, training, data, technology and related solutions). Appetite for investment among the marketing services community has been robust for some time; the complex marketing technology and services landscape has consolidated over the last several years as technology solutions have been acquired by larger “end-to-end” stack providers or adjacent point solutions. In 2015, while investment priorities may begin to shift and marketing organizations are likely to prioritize realizing value from investments made previously (including with respect to integrating disparate point solutions, aggregating data sources and re-engineering processes to fuel omnichannel efforts), technology and solutions providers may increasingly turn to a new type of investment—the data that brings their capabilities to life. Though data and technology have had a symbiotic relationship for some time, 2015 will see a full convergence as vendors will increasingly integrate (and offer) data products and solutions to drive value from their tools and marketers begin to realize that a dual focus on technology and data (as well as the infrastructure changes required to support use of both) will drive transformative value in 2015 and beyond.
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Highlighting this tremendous trend, Winterberry Group recently released its proprietary data market sizing numbers for the first time since 2010, revealing that U.S. marketers are expected to spend $11.5 billion on data and related solutions in support of their targeted marketing efforts across the three most prominent channels (direct mail, email and display advertising) in 2015. This expected spending represents aggregate growth of more than a billion dollars over five years and is being driven, in large part, by advances in technology, including the growth of data management platforms (DMPs) and programmatic media buying and execution solutions.
Though the convergence of data and technology is likely to drive substantial growth—and value—for marketers and the broad range of solutions providers that support them, additional trends for 2015 will likely include the following:
Programmatic approaches are poised to continue rapid ascension; these data- and technology-driven transactions accounted for $10.6 billion in spending in 2014 (up from $4.24 billion the previous year), and we expect that number to rise to $14.88 billion in 2015, accounting for 55 percent of all display advertising spending;
Programmatic opportunities for TV—or “data-driven TV”—will begin to emerge as an area of interest among sophisticated marketers. Early use cases are likely to center on audience buying rather than real-time bidding transactions, as prices and processes are still being sorted. However, major brands are looking to invest as they increasingly expect the same performance and accountability from their TV investments that they have become accustomed to in the digital display space;
Social media marketing will continue its rise to prominence; social CRM went mainstream in 2014 for acquisition and retention efforts, offering noticeable lift for clients. We expect marketers to apply social IDs to cross-device audience recognition in 2015 and begin to focus on social commerce, attribution and measurement;
Audience engagement tools (campaign management, ESPs, etc.) have begun adopting the “customer journey mapping” term in support of omnichannel efforts, and we expect to see enhanced integration—from data architecture, channel support and measurement—in the year ahead. Practitioners may engage with “orchestration” solutions to help deliver on omnichannel objectives;
The Internet of Things (“IoT”), which will include 50 billion connected devices over the next five years, will reach a tipping point in 2015; marketers will begin parsing some of this information to establish high priority use cases and connect the appropriate data;
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Research Chapter 1: Direct Marketing Overview
Beacon technology, offering location recognition for relevant targeting, will become commonplace, while a more substantial opportunity will emerge around data collection. Some retailers have begun testing use cases, but 2015 should see wider adoption—along with consumer opt in; and
More consolidation, IPOs and deals: 2014 saw $126.1 billion in addressable merger and acquisition deal value, and high valuations are likely to continue through the start of 2015. Companies with first-party and compiled data will be in high demand as will those with early adoption as larger players continue building “stacks” to own (or offer) the entire audience insight, management, engagement and measurement continuum.
Authored by:
Bruce Biegel Senior Managing Director Winterberry Group DMA Board Member
Samantha Braverman Manager Winterberry Group
Chapter Highlights
62% of companies planned to add staff in the first quarter of 2015.
In 2014, an account executive of an advertising agency made on average $75,400.
Over 55% of adult mail, phone or Internet purchasers are women.
45% of marketers say that social media marketing offers them the greatest opportunity in the next year.
Direct and digital spending was $142.7 billion in 2014.
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DO YOU PLAN TO REDUCE HEAD COUNT?
Percentage of Companies Expecting to Reduce Head Count
Source: Bernhart Associates Executive Search Employment Survey, 2015. The survey was not conducted for Q3 2011 and 2012 or Q2 2013. As of 2014, the survey was conducted on an annual basis instead of quarterly.
DO YOU PLAN TO ADD STAFF IN THE NEXT THREE MONTHS?
Percentage of Companies Expecting to Add Staff
Source: Bernhart Associates Executive Search Employment Survey, 2015. The survey was not conducted for Q3 2011 and 2012 or Q2 2013. As of 2014, the survey was conducted on an annual basis instead of quarterly.
4% 4%
8%
6%
4%
5%
6%
5%
3%
0%
2%
4%
6%
8%
10%
Q1 2011 Q2 2011 Q4 2011 Q1 2012 Q2 2012 Q4 2012 Q1 2013 Q3 2013 Q1 2015
52%
45% 40%
52% 50% 46% 47% 49%
62%
0%
10%
20%
30%
40%
50%
60%
70%
Q1 2011 Q2 2011 Q4 2011 Q1 2012 Q2 2012 Q4 2012 Q1 2013 Q3 2013 Q1 2015
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DO YOU HAVE A HIRING FREEZE?
Percentage of Companies That Have a Hiring Freeze
Source: Bernhart Associates Executive Search Employment Survey, 2015. The survey was not conducted for Q3 2011 and 2012 or Q2 2013. As of 2014, the survey was conducted on an annual basis instead of quarterly.
16% 16%
20%
19%
13%
21%
14%
12%
5%
0%
10%
20%
30%
Q1 2011 Q2 2011 Q4 2011 Q1 2012 Q2 2012 Q4 2012 Q1 2013 Q3 2013 Q1 2015
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2014 DIRECT RESPONSE ADVERTISING SALARIES
Crandall Associates, Inc., an executive recruiting firm, has determined the salaries by the following process: 1) Discussions with employers, from presidents to personnel officers, nationally, in companies varying in geographic areas, number of employees, and sales volume; 2) Personal interviews and discussions with professionals in Direct Marketing and Online Marketing at all salary levels, working from coast to coast; 3) Analysis of information collected as a result of discussions with potential candidates nationally, with adjustments made for the “fudge” factor. Copies of the full salary guide with 52 functions and regional salary variations are available for $75 from Crandall Associates, Inc., 6 Litchfield Road, Suite 316, Port Washington, NY 11050, 516.767.6800.
Account Executive — Advertising Agency
The Account Executive is the point person for the clients to whom they are assigned.
DUTIES: Assigned to specific clients, the Account Executive is responsible for advising the client, and the development and execution of programs designed by the agency, including direct mail, space ads, television, e-marketing, and in some agencies, catalogs. Works with creative directors, art directors
and copywriters, media experts, market researchers, and production and traffic professionals to insure maintenance of media schedule within budgetary guidelines. Responsible for reflecting client thoughts and the final acceptance of agency’s program.
Salary Range
Low $61,100
Average $75,400
High $80,200
General Manager — Advertising Agency
The “last word” on the client accounts under his or her
direction, this position has the final approval of all agency client projects. This person is the primary contact to senior level marketing professionals on the client side, and must meet with the expectations while ensuring the integrity of the agency’s beliefs.
DUTIES: Oversees the development of internal and client
business strategy, builds external relationships while maintaining internal ones, develops expertise in a client’s product/service and industry, oversees account reviews and analysis, participates in new business development and pitches, provides input for annual and quarterly revenue
forecasts, and negotiates contractual agreements between client and agency.
Salary Range
Low $143,700
Average $172,700
High $216,500
Director Client Services — Advertising Agency
Client Service Directors solve marketing problems for the
agency’s clients, maintaining a friendly and profitable relationship, and manage a team of account professionals.
DUTIES: Responsible for development of the staff, day-to-day supervision and monitoring of agency account executives, and for the strategic development and implementation of client programs within budgetary guidelines. Guides marketing, creative, media and production activities, and participates in
securing client approval of cost estimates. As a senior manager, participates in the acquisition of new clients as a member of the new business team. With a keen understanding of the realities of agency competition, insures maximum cost-effectiveness for clients and relentlessly pursues the achievement of client goals.
Salary Range
Low $85,600
Average $101,800
High $126,400
Database Manager
In corporations both large and small, there has been an
increased importance placed on the database function. The database manager models and manipulates the data to create meaningful insights about the customers.
DUTIES: Designs and/or enhances databases in alliance with the marketing department and research professionals, incorporating significant information including, but not limited to, customer psychographic and demographic
attributes, purchasing patterns and preferences. Develops models, including response, predictive, conversion and zip, providing insight for marketing decisions to increase sales, market share and profitability. Expert at segmentation and list enhancement techniques. Ability to use information to gain meaningful insight into customer purchase motivation.
Salary Range
Low $90,700
Average $99,800
High $117,000
Note: All salary information from Crandall Associates, Inc. is absolutely copyright-protected. This material may not be photocopied or otherwise reprinted in any other communication unless permission is directly granted by Crandall Associates, Inc. 516.767.6800. Source: Crandall Associates, 2015.
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2014 DIRECT RESPONSE ADVERTISING SALARIES (CONTINUED)
Marketing Analytics Director
Always in demand, even in the ancient epoch of the slide rule, the market research professional has risen in eminence with the development of the computer and analytical tools, and now plays a leading role in all phases of Direct Marketing.
DUTIES: Responsible for evaluation, analysis and
implementation of research and statistical techniques to develop marketing insights, improve marketing plans, increase response rates, minimize credit risks and decrease buyer attrition. Develops and initiates market segmentation programs utilizing demographic, psychographic and usage
data. Conducts front- and back-end analysis and product performance measures. Tracks competitor mailing and product programs. Prepares departmental reports. Presents forecasts to management. May supervise a staff of manager(s) and analyst(s).
Salary Range
Low $131,900
Average $142,200
High $151,000
Director Marketing
Computers, seminars, toys or dog food…all are the domain of Marketing Directors, selling to corporations or individual consumers. They are charged with turning merchandise or services into profits.
DUTIES: Full profit and loss and budgetary responsibility for
the marketing of products and services to business and institutional customers, as well as consumers, through non-catalog media. Supervises internal creative department, or advertising agency, in development and execution of promotional material. Oversees marketing staff, research
activities and production departments. Final decision on media selection often, but not always, limited to direct mail, e-marketing efforts and space ads in trade and business-oriented publications. Determines positioning and pricing to increase market share and monitors competitors.
Salary Range
Low $103,100
Average $122,500
High $146,900
Media Planner/Analyst Multichannel
Long after the lights have dimmed in other offices, this professional evaluates the past and ponders the future to ensure that the next Direct Marketing or Telesales program achieves its goals, within an established budget.
DUTIES: For the needs of the client, recommends the size and scope of a myriad of media options, including, but not restricted to, direct mail, space, TV, broadcast, co-op vehicles, package inserts and, more recently, cable and Internet promotions. Maintains current status reports of promotion
budget, plans media schedules and proposes new test vehicles and formats. Meets with list brokers, space salespeople, and other media vendors. Analyzes front- and back-end results on a timely basis, determines seasonal trends, and maintains an alertness for statistical inferences and variances in response rates.
Salary Range
Low $51,200
Average $55,900
High $63,800
Marketing Manager
Hitting a target that’s always shifting, demographically and geographically, is the specialty and challenge of the Consumer Direct Marketer. Lifestyle changes, aging
populations, and dual income families impact on all promotions.
DUTIES: Responsible for the development of the budget. Determines the marketing position and pricing, directs creative department in production of a myriad of direct marketing promotional vehicles, including but not limited to,
direct mail, space advertisements, e-marketing efforts, freestanding inserts, bounce backs, billing and package inserts, and even matchbook covers. Participates in the selection of product or services sold, credit and collection policies, list approval. Reviews results of front- and back-end
analysis, sometimes presented by research department, and uses information to improve the profit picture.
Salary Range
Low $79,900
Average $87,500
High $102,500
Note: All salary information from Crandall Associates, Inc. is absolutely copyright-protected. This material may not be photocopied or otherwise reprinted in any other communication, unless permission is directly granted by Crandall Associates, Inc. 516.767.6800. Source: Crandall Associates, 2015.
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DEMOGRAPHICS OF CONSUMERS PURCHASING BY MAIL, PHONE OR INTERNET
Mail, Phone or Internet Buyers
(000) % of Total
Total adult mail, phone or Internet purchasers 148,450 100%
Gender
Male 65,810 44.3%
Female 82,640 55.7%
Age
18 – 24 15,435 10.4%
25 – 34 27,555 18.6%
35 – 44 27,134 18.3%
45 – 54 27,562 18.6%
55 – 64 25,847 17.4%
65+ 24,917 16.8%
Mean Age 47
Education
Post Graduate 24,303 16.4%
Graduated College 29,643 20.0%
Attended College 45,705 30.8%
Graduated High School 39,166 26.4%
Did not graduate high school 9,633 6.5%
Marital status - respondent
Never married 37,874 25.5%
Presently married 83,803 56.5%
Divorced/separated/widowed 26,774 18.0%
Employment status
Employed full-time (30+ hours) 80,064 53.9%
Employed part-time (<30 hours) 16,664 11.2%
Retired 24,102 16.2%
Homemaker 8,964 6.0%
Household income
<$10,000 7,259 4.9%
$10,000 – $14,999 5,063 3.4%
$15,000 – $24,999 8,915 6.0%
$25,000 – $34,999 11,608 7.8%
$35,000 – $49,999 17,325 11.7%
$50,000 – $74,999 27,814 18.7%
$75,000 – $99,999 22,414 15.1%
$100,000 – $149,999 25,218 17.0%
$150,000 – $249,999 16,435 11.1%
>$250,000 8,809 5.9%
(Continues on following page)
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DEMOGRAPHICS OF CONSUMER PURCHASING BY MAIL, PHONE OR INTERNET
(Continued)
Mail, Phone or Internet Buyers
(000) % of Total
Number of adults in household
One 25,524 17.2%
Two 85,348 57.5%
Three or four 33,226 22.4%
Five or more 4,335 2.9%
Number of children
One 22,785 15.3%
Two 20,130 13.6%
Three or more 10,274 6.9%
None 95,261 64.2%
Presence of children by age
< 2 years 8,017 5.4%
2 – 5 years 18,378 12.4%
6 – 11 years 21,079 14.2%
12 – 17 years 20,271 13.7%
Anyone in this household expecting a baby 3,790 2.6%
Census regions
Northeast 28,310 19.1%
Midwest 31,515 21.2%
South 53,291 35.9%
West 35,334 23.8%
Kind of residence
Own (any) 106,800 71.9%
Rent (any) 38,314 25.8%
Moved into present residence in last 12 months 11,231 7.6%
Source: Experian Marketing Services, 2015.
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PURCHASING BEHAVIOR OF MAIL, PHONE OR INTERNET BUYERS
Types of merchandise purchased in the last 3 months Mail, phone or Internet Buyers
(000) % of Total
Accessories 16,666 11.2%
Apparel – men’s 23,135 15.6%
Apparel – women’s 32,636 22.0%
Apparel – children’s 12,754 8.6%
Automotive products 8,984 6.1%
Airline tickets 19,496 13.1%
Hotels/tours 18,968 12.8%
Other travel services/packages 3,632 2.4%
Alcoholic beverages 3,117 2.1%
Baby supplies 6,201 4.2%
Banking/financial services 8,045 5.4%
Books/e-books 30,539 20.6%
Computers 4,141 2.8% Other computer products (software/accessories) 9,470 6.4%
Cosmetics 8,970 6.0%
DVDS/Blu-rays 15,933 10.7%
Electronics/appliances 11,162 7.5%
Flowers 6,348 4.3%
Food/groceries 9,868 6.6%
Footwear/shoes 20,112 13.5%
Gardening 3,998 2.7%
Gourmet gift baskets/assortment 1,884 1.3%
Home furnishings 8,789 5.9%
Housewares 8,769 5.9%
Insurance 4,755 3.2%
Music (downloads/CDs) 18,682 12.6%
Office supplies 5,883 4.0%
Pet supplies/products 8,873 6.0%
Prescription drugs 12,613 8.5%
Other health/medical items 5,942 4.0%
Sporting goods/equipment 9,092 6.1%
Tickets for movies 9,253 6.2%
Tickets for concerts 10,241 6.9%
Tickets for sporting events 4,635 3.1%
Tickets for other events 6,091 4.1%
Toys/games 13,079 8.8%
Video games/systems 7,782 5.2%
Other products/services 22,993 15.5%
Source: Experian Marketing Services, 2015.
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KEY DEMOGRAPHICS OF SMART OR CONNECTED DEVICE USERS VERSUS NON-USERS
Male Age Graduated
college
Racial or ethnic
minority
Household income
Kids in home
Use any smart device 54% 39.3 37% 39% $120,466 66%
Use wearable device 53% 39.3 42% 35% $184,281 70%
Use smart entertainment device
58% 38.2 38% 44% $135,120 65%
Use smart home device 56% 38.5 38% 41% $135,709 69%
Do not use any smart device 45% 50.5 25% 32% $62,042 56%
Source: Experian Marketing Services, “The Internet of Things: Opportunities through the rise in smart devices,” November 2014.
TOP CROSS-CHANNEL BARRIERS AND CHALLENGES FOR MARKETERS
Source: Experian Marketing Services, “2015 Digital Marketer: Benchmark and Trend Report.”
5%
10%
18%
19%
22%
24%
25%
25%
31%
31%
32%
0% 5% 10% 15% 20% 25% 30% 35%
Other
Too many vendors/agencies
Accurate contact data
Revenue attribution
Budget
Campaign coordination/execution
No clear roadmap - unsure what to do next
Understanding customer behavior
Company's current technology
Organizational structure
Linkage - no single customer view
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HOW IS YOUR MARKETING INTEGRATED ACROSS CHANNELS?
Source: Experian Marketing Services, “2015 Digital Marketer: Benchmark and Trend Report.”
MARKETING TEAM STRUCTURE
Source: Experian Marketing Services, “2015 Digital Marketer: Benchmark and Trend Report.”
Siloed, unaligned, 17%
Siloed, aligned, 50%
Coordinated, 29%
Customer journeys through channels,
4%
35%
32%
33%
30%
31%
32%
33%
34%
35%
36%
Our marketing team is fullyintegrated
Our marketing teams are somewhatintegrated
Our marketing teams are brokenout by channel
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Research Research Chapter 1: Direct Marketing Overview
TOP CHALLENGES TO CREATING A COMPLETE CUSTOMER VIEW
Source: Experian Marketing Services, “2015 Digital Marketer: Benchmark and Trend Report.”
4%
7%
7%
10%
34%
37%
39%
43%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Don't know
We don't have challenges creating a completecustomer view
Other
Too much data
Lack of relevant technology
Inability to link different technologies
Siloed departments
Poor data quality
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WHICH THREE MARKETING CHANNELS OFFER THE GREATEST OPPORTUNITIES OVER THE NEXT YEAR?
Source: Econsultancy, “Cross-Channel Marketing Report,” 2014.
5%
1%
2%
3%
3%
5%
7%
8%
10%
12%
13%
15%
18%
20%
23%
31%
34%
40%
45%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Other
Radio
Outdoor advertising
Newspapers (print media)
Telemarketing
Direct mail
Mobile messaging (SMS/MMS)
Television
Affiliate marketing
Online display advertising
Mobile and web push notifications
Mobile apps
Web retargeting
Paid search
Mobile web
SEO (natural search)
Website
Social media marketing
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SINGLE MOST IMPORTANT FACTOR WHICH ENABLES EFFECTIVE ORCHESTRATION OF CROSS-CHANNEL MARKETING ACTIVITIES
Source: Econsultancy, “Cross-Channel Marketing Report,” 2014.
1%
3%
7%
8%
8%
10%
11%
11%
21%
22%
1%
4%
4%
10%
5%
14%
8%
12%
23%
21%
0% 5% 10% 15% 20% 25%
Other
Automated marketing programs
Ownership and accountability
Single customer view
Joined-up organizational structure
Sufficient resources (including budget and staff)
Team knowledge and experience
Joined-up technology and systems
Understanding customer journey
A clearly defined strategy
Agency Respondents Company Respondents
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AVERAGE FACE VALUES DISTRIBUTED AND REDEEMED FOR COUPONS Total US CPG Coupon Distribution and Redemption Volume/All Media
Source: Valassis, “NCH Annual Topline US CPG Coupon Facts,” 2015.
$1.35
$1.43
$1.54 $1.55 $1.53
$1.62
$1.72
$1.12 $1.16
$1.22 $1.29 $1.27 $1.26
$1.32
$0.00
$0.20
$0.40
$0.60
$0.80
$1.00
$1.20
$1.40
$1.60
$1.80
$2.00
2008 2009 2010 2011 2012 2013 2014
Average Face Value Distributed Average Face Value Redeemed
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Research Research Chapter 1: Direct Marketing Overview
AVERAGE COUPON REDEMPTION RATES
Percent of Manufacturers’ Coupons Distribution Quantity That Is Redeemed by Media
Channel Market 2014
Free-standing insert Non-Food 0.5%
Food 0.8%
Magazine Non-Food 0.5%
Food 0.9%
Direct mail Non-Food 2.7%
Food 6.5%
Regular in-pack Non-Food 3.3%
Food 3.2%
In-pack cross-ruff Non-Food 1.3%
Food 2.5%
Instant on-pack Non-Food 28.6%
Food 22.9%
On-shelf distributed Non-Food 7.5%
Food 12.1%
Handout electronic checkout Non-Food 6.7%
Food 6.9%
All other handouts in-store Non-Food 2.8%
Food 4.9%
All other handouts away from store Non-Food 2.4%
Food 4.3%
Digital home-printed Non-Food 11.5%
Food 15.7%
Digital paperless Non-Food 4.9%
Food 9.2%
Military Non-Food 5.2%
Food 11.9%
Source: Valassis/NCH Marketing Services, Inc., “Coupon Facts Report,” 2015.
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Research Chapter 1: Direct Marketing Overview
2014 US “MEASURED MEDIA” SPENDING: $124.3BB
Source: Winterberry Group, 2015.
2014 US “DIRECT & DIGITAL” SPENDING: $142.7BB
Note: Insert Media includes FSIs and statement inserts; Display and Search reflect spending on desktop and mobile. Source: Winterberry Group, 2015.
Television, $68.5
Newspapers, $16.9
Magazines, $15.1
Radio, $15.9
Outdoor, $7.2 Cinema, $0.7
Direct Mail, $46.0
Teleservices, $41.5
Search, $24.2
Display, $23.4
Other Digital, $5.5 Email, $2.1
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Research Research Chapter 1: Direct Marketing Overview
SPENDING ON VARIOUS DATA-DRIVEN MARKETING MEDIA CHANNELS SCALE OF 1 TO 5, WHERE 1 INDICATES SPEND DECREASED SIGNIFICANTLY AND 5 INDICATES SPEND INCREASED
SIGNIFICANTLY.
Source: Winterberry Group/DMA Quarterly Business Review, Q4 2014.
3.2
3.4
3.2
2.9
2.8
3.5
3.3
3.0
3.3
3.4
3.4
2.9
3.0
3.2
3.4
3.2
2.9
2.9
3.4
3.3
3.0
3.3
3.3
3.4
2.9
3.0
3.1
3.4
3.3
2.9
2.9
3.5
3.4
3.0
3.3
3.3
3.5
2.9
2.9
0 0.5 1 1.5 2 2.5 3 3.5 4
Tablets
Search (SEO/content optimization)
Rich media / video
Gaming
Teleservices
Social media
Search (SEM)
Place-based media / Digital out-of-home
Online display advertising
Mobile
Direct response broadcast
Direct mail (inc. catalog)
2014 2013 2012
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Research Chapter 1: Direct Marketing Overview
PROCESS FOR REUSING AND REPURPOSING CONTENT
Source: Curata, “Content Marketing Tactics & Technology Planner,” 2015.
CONTENT CREATION FOR TARGETS/SEGMENTS
Source: Curata, “Content Marketing Tactics & Technology Planner,” 2015.
22%
60%
15%
4%
29%
56%
13%
2%
0%
10%
20%
30%
40%
50%
60%
70%
We have a specificprocess in place to ensureoptimal content reuse and
repurpose
Content reuse andrepurpose happens
sporadically
We do not reuse orrepurpose content today,but this will change in the
coming year
We do not reuse orrepurpose content and
have no plans to changethat
All Companies Leaders
68%
55%
36% 36%
25%
61%
66%
44%
50%
24%
0%
10%
20%
30%
40%
50%
60%
70%
80%
By product/businessunit
By buyer persona By vertical By stage in buyingcycle
By geography
All Companies Leaders
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Research Research Chapter 1: Direct Marketing Overview
FREQUENCY OF CONTENT AUDIT
Source: Curata, “Content Marketing Tactics & Technology Planner,” 2015.
MOST IMPORTANT FACTORS IN CHOOSING A MARKETING AUTOMATION SYSTEM
Source: Ascend2 and Research Partners, “Marketing Automation Benchmark Summary Reports,” July 2014.
Quarterly, 18%
Semiannually, 14%
Annually, 24%
Biannually, 8%
Never, 36%
8%
12%
17%
19%
25%
25%
27%
33%
34%
40%
41%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Landing page builder
Message personalization
Website visitor ID and tracking
CRM included
Lead capture and management
Lead segmentation and scoring
Pricing and/or pricing model
Email and campaign management
All-in-one solution
Ease of use
Analytics and reporting
22 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 1: Direct Marketing Overview
MOST USEFUL METRICS USED FOR MEASURING MARKETING AUTOMATION PERFORMANCE
Source: Ascend2 and Research Partners, “Marketing Automation Benchmark Summary Reports,” July 2014.
MOST IMPORTANT OBJECTIVES FOR YOUR INBOUND MARKETING STRATEGY IN THE YEAR AHEAD
Source: Ascend2 and Research Partners, “Inbound Marketing Research Summary Report,” September 2014.
17%
21%
29%
32%
32%
40%
42%
57%
0% 10% 20% 30% 40% 50% 60%
Website traffic
Open/click-through rate
Pipeline value generated
Leads generated
Cost per lead
Lead generation ROI
Revenue generated
Lead conversion rate
9%
16%
29%
31%
44%
46%
48%
49%
0% 10% 20% 30% 40% 50% 60%
Reduce Marketing Costs
Improve Analytics and Reporting
Increase Web Page Traffic
Increase Brand Awareness
Increase Lead Quality
Increase Sales Revenue
Improve Lead Quality
Increase Conversion Rates
theDMA.org/bookstore | 2015 Statistical Fact Book 23
Research Research Chapter 1: Direct Marketing Overview
MOST EFFECTIVE TACTICS USED FOR INBOUND MARKETING PURPOSES VERSUS MOST DIFFICULT TO
EXECUTE
Source: Ascend2 and Research Partners, “Inbound Marketing Research Summary Report,” September 2014.
20%
20%
39%
24%
26%
26%
30%
54%
8%
15%
21%
27%
33%
38%
54%
59%
0% 20% 40% 60% 80%
Mobile marketing
Press and public relations
Inbound tactic integration
Blogging or guest blogging
Website design optimization
Social media/social networking
Search engine optimization
Marketing content creation
Most effective tactics Most difficult tactics
24 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 1: Direct Marketing Overview
MARKETING VEHICLE FREQUENCY
Source: Real Results Marketing, “Distributor Marketing Survey,” October 2014.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Not At All
Annually
Quarterly
Monthly
Weekly
Daily
theDMA.org/bookstore | 2015 Statistical Fact Book 25
Research Research Chapter 1: Direct Marketing Overview
WHEN BUYERS REVEAL THEMSELVES TO VENDORS
Source: Demand Metric, “Enhancing the Buyer’s Journey: Benchmarks for Content & the Buyer’s Journey,” 2014.
SALES CLOSURE RATE
Source: Demand Metric, “The Metrics of Bad Sales Interactions: A Sales Experience Benchmark Report,” 2014.
25%
53%
22%
0%
10%
20%
30%
40%
50%
60%
Early: as soon as they know theyhave a need
Midway: after they have a shortlistof solutions
Late: when they're ready to buy
8%
14%
22%
16%
11%
8%
6%
10%
4%
0%
1%
0% 5% 10% 15% 20% 25%
I don't know
10% or less
11 to 20%
21 to 30%
31 to 40%
41 to 50%
51 to 60%
61 to 70%
71 to 80%
81 to 90%
Over 90%
26 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 1: Direct Marketing Overview
WHY THE SALES TEAM ISN’T CLOSING WITH QUALIFIED PROSPECTS
Source: Demand Metric, “The Metrics of Bad Sales Interactions: A Sales Experience Benchmark Report,” 2014.
9%
14%
15%
15%
18%
21%
31%
35%
60%
0% 10% 20% 30% 40% 50% 60% 70%
Company reputation
Product or service availability
Product or service quality issues
Other reasons
Failure of marketing team to perform
Terms or conditions of doing business
Lack of compelling product/service
Failure of sales team to perform
Product or service price
theDMA.org/bookstore | 2015 Statistical Fact Book 27
Research Research Chapter 1: Direct Marketing Overview
CONTACT CENTER MEASUREMENTS RELIED ON
Source: Multichannel Merchant, “MCM Outlook: Contact Center,” 2014.
CONTACT CENTER TECHNOLOGY BEING USED
Source: Multichannel Merchant, “MCM Outlook: Contact Center,” 2014.
20%
31%
21%
32%
34%
24%
32%
18%
46%
35%
30%
31%
36%
48%
50%
0% 10% 20% 30% 40% 50% 60%
Conversion Rate
Average call handle time
First-call resolution rate
Service level
Customer satisfaction scores
2014 2013 2012
18%
15%
20%
42%
17%
18%
25%
21%
16%
19%
25%
25%
27%
30%
33%
35%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Automatic Call Distributors (ACDs)
Quality monitoring software
Voice over Internet Protocol (VoIP)
None
Workforce management software
Web chat
CRM applications
Live chat
2014 2013
28 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 1: Direct Marketing Overview
PRIMARY BENEFITS OF PERSONALIZATION
Source: Teradata and Econsultancy, “Enterprise Priorities in Digital Marketing,” September 2014.
PERSONALIZATION CAPABILITIES
Source: Teradata and Econsultancy, “Enterprise Priorities in Digital Marketing,” September 2014.
14%
29%
34%
36%
37%
47%
0% 10% 20% 30% 40% 50%
Lower acquisition costs
Increase conversions
Increased revenue from existing lines
New revenue
Improved performance
Improved customer experience
14%
19%
30%
33%
39%
45%
51%
0% 10% 20% 30% 40% 50% 60%
No personalization
Real-time personalization(dynamic content delivery based on behavior and/or
profile data)
Prospecting personalization(profiling prospects during lead gen process by role,
industry, etc.)
Backward-looking personalization(based on past purchases, content viewed in past visits,
etc.)
Segment-level personalization(frequent customer, M/F, etc.)
Basic personalization(unique naming in emails, etc.)
Customer lifecycle personalization(phase of purchase process, new customer, retention,
etc.)
Overview
theDMA.org/bookstore | 2015 Statistical Fact Book 29
Research
DA
TA
NO
NP
RO
FIT
RETA
IL
CA
TALO
G
MA
IL
SO
CIA
L
MO
BILE
SEA
RC
H
INTER
NET
EMA
IL
CO
NS
UM
ER
PO
STA
L
DIR
ECT
M
AR
KETIN
G
Chapter 2: Data
It’s sure to be a tumultuous and exciting year as consumers become ever more connected and powerful, data becomes more prolific, and marketers seek revolutionary new ways to win the ongoing affection of their best customers. Successful omnichannel marketing requires more personalized and relevant brand experiences with consumers that are delivered at the right place and at the right time. As confirmed by this
year’s DMA Statistical Fact Book, marketers recognize that robust
technology, automation, and data and analytics will continue to be the pervasive success factor to ensure that direct marketers and the advertising world effectively collaborate to architect the ultimate omnichannel consumer experience. One of the more exciting marketing trends transforming the advertising world is programmatic media buying. I predict that in this coming year we will see programmatic hasten the transformation of advertising from a media-driven to an audience-driven model to enable marketers to purchase their audiences across any media. Targeting will shift from building an audience to meet a publisher’s demographics to finding your ideal audience and engaging them where they live online and beyond with greater precision. In the past, a marketer trying to reach 18-34-year-old males probably wouldn’t buy many ads on Gourmet or Bon Appetit’s digital platforms. Common logic dictates that they would be more likely to subscribe to other publications such as Details or Men’s Health. But through
30 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 2: Data
addressable media and programmatic buying, marketers can now find that 1 to 5 percent of men in that age group do in fact visit Gourmet or Bon Appetit. It’s quite possible today to cost-effectively target that exact segment of visitors through the purchase of audience-specific segments across several digital mediums. Why will this be the year where addressability and programmatic drive better audience targeting? A short history lesson is required. Every time a medium becomes digital it becomes addressable at the household level and every time that happens the data and the tools for planning, targeting and communicating in that medium change. Throughout the history of direct marketing, this has always been the case. Nearly four decades ago, this happened in direct mail, then it was telemarketing, then it was email, then it was site optimization, then it was social, then it was display, and now we're seeing the evolution take hold in TV. So it's very reasonable to believe that at some point in the near future most media will be transacted around a household level audience and resemble something that very much looks like a mailing list. To make this work, marketers must ensure that their consumer data is accurate, insightful and, most importantly, that customers’ identities are resolved across various channels and devices. They’re seeking platforms that provide data hygiene, segmentation, modeling, identification and linkage tools to enable a comprehensive view of consumers that will fuel precise interactions. In 2015, marketers will increasingly turn to technologies that automate and measure customer interactions. And while there may be a number of platforms and suites to choose from, marketers can’t simply buy technology and expect nirvana. They’ll need to strike the right balance between business strategy, automation technology, service, data expertise, and advanced analytics in order to execute successful cross-channel campaigns. And they will face many challenges along the way. A new global survey from Experian Marketing Services shows that organizational silos are hindering a single customer view and exacerbating data quality issues. In fact, 32 percent of marketers surveyed cited data linkage issues and 31 percent cited their company’s current technology as barriers to cross-channel marketing success.
theDMA.org/bookstore | 2015 Statistical Fact Book 31
Research Chapter 2: Data
Given this trend, I predict that 2015 will also be the year that marketing planning systems truly accommodate audience-driven advertising. In recent years, Data Management Platforms (DMPs) have been all about enabling display advertising, but now they’re expanding into mobile Web, mobile apps and television ad delivery. Over the next year-plus, marketers will expect the planning screen on their DMP software to show them who is watching a sporting event on television, on the Internet or on their smartphone at a given moment in time so they can address them instantaneously and simultaneously. The year 2015 will be about buying audiences across channels, devices and platforms in a precisely targeted and effective way. Authored by:
Kevin Dean Senior Vice President, Global Product Management Experian Marketing Services
Chapter Highlights
The US data-driven marketing economy was responsible for employment of about 676,000 people.
47% of marketers are already seeing a positive ROI from data-related marketing expenditures.
43% of companies say that marketing owns or control customer data.
Over one-fifth (21.4%) of marketers say that analyzing data is their top data marketing challenge.
99% of companies think some form of data is essential to marketing success.
32 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 2: Data
DATA-DRIVEN MARKETING ECONOMY (DDME) VALUE ADDED
Total DDME Value-Added Revenues and Dependence on Data Exchange
$ Millions Percent
Total contribution to the data-driven marketing economy $156,000
100%
Value added by services that depend directly on data exchanged or rented among firms
$32,000
21%
Value added by services that indirectly depend on data exchanged or rented among firms
$78,000
50%
Subtotal: Combined value added by services directly or indirectly dependent on data exchanged or rented among firms
$110,000 71%
Remainder: Value added by services that do not depend on data exchanged or rented among firms because it is generated and captured within single firms
$46,000 29%
Source: “The Value of Data: Consequence for Insight, Innovation & Efficiency in the U.S. Economy,” John Deighton, Harold M. Brierley, Professor of Business Administration, Harvard Business School and Peter A. Johnson, Adjunct Professor, Columbia University.
For the full report, please visit ddminstitute.thedma.org.
theDMA.org/bookstore | 2015 Statistical Fact Book 33
Research Research Chapter 2: Data
TOTAL DATA-DRIVEN MARKETING ECONOMY (DDME) VALUE-ADDED EMPLOYMENT
Total DDME Value-Added Employment and Dependence on Data Exchange Employees Percent
Total Employment Attributable to DDME Value-Added Revenues
676,000 100%
Employment added by services that depend directly on data exchanged or rented among firms
139,000 21%
Employment added by services that indirectly depend on data exchanged or rented among firms
336,000 50%
Subtotal: Combined Employment added by services directly or indirectly dependent on data exchanged or rented among firms
475,000 70%
Remainder: Employment added by services that do not depend on data exchanged or rented among firms because it is generated and captured within single firms
201,000 30%
Source: “The Value of Data: Consequence for Insight, Innovation & Efficiency in the U.S. Economy,” John Deighton, Harold M. Brierley, Professor of Business Administration, Harvard Business School and Peter A. Johnson, Adjunct Professor, Columbia University.
For the full report, please visit ddminstitute.thedma.org.
34 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 2: Data
SUMMARY OF DDME VALUE-ADDED REVENUES BY DEPENDENCE ON ILCD EXCHANGED AMONG
FIRMS
The Data-Driven Marketing Economy Value created by firms that rely on individual-level consumer data computed by summing firm revenues net of data that they purchase or media for which they are reimbursed
DDME Business Segment
Total contribution of the sector to the data-driven
marketing economy
Value added by
services that depend directly
on data exchanged or rented among
firms
Value added by services
that indirectly depend on data exchanged or rented among
firms
Value-added by services that do not depend on
data exchanged or rented among firms because it
is generated and captured within
single firms
($ Millions)
% of Total
($ Millions)
% of Total
($ Millions)
% of Total
($ Millions)
% of Total
Agency holding companies $7,000 4% $1,000 3% $4,000 5% $2,000 4%
General independent agencies $6,000 4% $1,000 3% $4,000 5% $1,000 2%
Digital agencies $2,000 1% $0 0% $1,000 1% $1,000 2%
Direct/CRM agencies $2,000 1% $1,000 3% $1,000 1% $0 0%
Measurement/analytics $3,000 2% $1,000 3% $0 0% $2,000 4%
Digital audience assembly
$14,000 9% $7,000 22% $4,000 5% $3,000 7%
Search audience assembly
$19,000 12% $2,000 6% $2,000 3% $15,000 33%
Audience targeting $4,000 3% $4,000 13% $0 0% $0 0%
List and database service providers
$7,000 4% $3,000 9% $4,000 5% $0 0%
Postal production $32,000 21% $1,000 3% $24,000 31% $7,000 15%
Email customer delivery $1,000 1% $1,000 3% $0 0% $0 0%
Teleservices $10,000 6% $2,000 6% $6,000 8% $2,000 4%
Mobile customer targeting
$2,000 1% $0 0% $0 0% $2,000 4%
Commerce – eCommerce
$34,000 22% $4,000 13% $22,000 28% $8,000 17%
Commerce – Loyalty $5,000 3% $2,000 6% $1,000 1% $2,000 4%
Commerce – Fulfillment $9,000 6% $0 0% $4,000 5% $5,000 11%
Total $156,000 100% $32,000 100% $78,000 100% $46,000 100%
Source: “The Value of Data: Consequence for Insight, Innovation & Efficiency in the U.S. Economy,” John Deighton, Harold M. Brierley, Professor of Business Administration, Harvard Business School and Peter A. Johnson, Adjunct Professor, Columbia University.
For the full report, please visit ddminstitute.thedma.org.
theDMA.org/bookstore | 2015 Statistical Fact Book 35
Research Research Chapter 2: Data
DDME 2012 EMPLOYMENT: TOTAL AND DEPENDENT ON EXCHANGE OF DATA AMONG FIRMS
(DIRECT PLUS INDIRECT DEPENDENCE.)
DDME Business Segment
DDME Employment
Employment added by
services directly or indirectly dependent on
data exchanged or rented among firms
% of Total % of Total
Agency holding companies 30,000 4% 21,000 4%
General independent agencies 25,000 4% 24,000 5%
Digital agencies 7,000 1% 6,000 1%
Direct/CRM agencies 8,000 1% 11,000 2%
Measurement/analytics 12,000 2% 6,000 1%
Digital audience assembly 62,000 9% 48,000 10%
Search audience assembly 82,000 12% 17,000 4%
Audience targeting 18,000 3% 18,000 4%
List and database service providers 31,000 5% 30,000 6%
Postal production 138,000 20% 110,000 23%
Email customer delivery 5,000 1% 4,000 1%
Teleservices 43,000 6% 35,000 7%
Mobile customer targeting 11,000 2% 1,000 0%
Commerce – eCommerce 146,000 22% 115,000 24%
Commerce – Loyalty 21,000 3% 15,000 3%
Commerce – Fulfillment 37,000 5% 18,000 4%
Total 676,000 100% 475,000 100%
Source: “The Value of Data: Consequence for Insight, Innovation & Efficiency in the U.S. Economy,” John Deighton,
Harold M. Brierley, Professor of Business Administration, Harvard Business School and Peter A. Johnson, Adjunct Professor, Columbia University.
For the full report, please visit ddminstitute.thedma.org.
36 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 2: Data
DDME-INDUCED EMPLOYMENT
DDME Business Segment
DDME Incremental-Induced
Employment
Portion of previous column
that depends on data exchanged from firms
Agency holding companies 46,000 33,000
General independent agencies 39,000 37,000
Digital agencies 11,000 9,000
Direct/CRM agencies 12,000 10,000
Measurement/analytics 21,000 11,000
Digital audience assembly 96,000 67,000
Search audience assembly 127,000 13,000
Audience targeting 23,000 23,000
List and database service providers 47,000 33,000
Postal production 213,000 137,000
Email customer delivery 7,000 6,000
Teleservices 66,000 54,000
Mobile customer targeting 16,000 1,000
Commerce – eCommerce 224,000 77,000
Commerce – Loyalty 32,000 16,000
Commerce – Fulfillment 58,000 14,000
Total 1,038,000 540,000
Source: “The Value of Data: Consequence for Insight, Innovation & Efficiency in the U.S. Economy,” John Deighton, Harold M. Brierley, Professor of Business Administration, Harvard Business School and Peter A. Johnson, Adjunct Professor, Columbia University.
For the full report, please visit ddminstitute.thedma.org.
theDMA.org/bookstore | 2015 Statistical Fact Book 37
Research Research Chapter 2: Data
WORLDATA LIST PRICE INDEX
Source: Worldata Inc., 2015.
$132
$108
$137
$124
$111
$91
$92
$93
$116
$84
$162
$171
$93
$137
$140
$248
$74
$388
$510
$595
$134
$115
$140
$129
$115
$93
$94
$96
$121
$88
$165
$167
$92
$140
$143
$251
$68
$407
$460
$545
$136
$110
$133
$129
$116
$92
$93
$95
$115
$87
$164
$165
$92
$134
$112
$212
$64
$402
$415
$527
$0 $75 $150 $225 $300 $375 $450 $525 $600 $675
Attendees/members
Books and CDs
Business mags, controlled
Business mags, paid circulation
Business merchandise buyers
Consumer book buyers
Consumer magazines
Consumer merchandise buyers
Databases/masterfiles
Donors
Newsletters
Public sector
Small business
Medium-large business
Permission-based small business email
Permission-based email mediumlarge BtoB
Permission-based BtoC email
Permission-basedinternational email
Data purchase - small business
Data purchase - medium-large business
Winter 2015
Winter 2014
Winter 2013
38 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 2: Data
TOP DATA MARKETING CHALLENGES
Source: Infogroup, “Big Data’s Big Payday: Marketers Approach ROI Tipping Point in 2015.”
21.9%
17.0%
13.8%
13.4%
10.7%
11.2%
5.8%
20.5%
17.4%
15.2%
15.2%
18.9%
4.5%
5.3%
21.1%
14.2%
15.5%
13.8%
12.1%
10.8%
7.3%
21.3%
16.0%
14.8%
13.9%
13.1%
9.5%
6.3%
0% 5% 10% 15% 20% 25%
Analyzing data
Applying data
Collecting data
Protecting customer data and privacy
Cleaning data
Real-time data
Personalization
Overall
Leaders
Up-and-Comers
Laggards
theDMA.org/bookstore | 2015 Statistical Fact Book 39
Research Research Chapter 2: Data
SOURCES OF DATA
Source: Infogroup, “Big Data’s Big Payday: Marketers Approach ROI Tipping Point in 2015.”
9.4%
10.7%
14.7%
14.3%
28.1%
23.2%
25.4%
35.7%
37.1%
11.5%
13.8%
17.7%
12.3%
29.2%
34.6%
43.8%
49.2%
53.1%
14.3%
12.6%
14.8%
20.9%
36.1%
38.3%
34.3%
47.8%
56.1%
11.8%
12.2%
15.4%
16.4%
31.5%
31.7%
33.0%
43.5%
48.1%
0% 10% 20% 30% 40% 50% 60%
Co-op Lists
Social media profiles/posts
Contact center interactions
Web browsing history
Sales database
Data append services
Email interactions
Third-party lists
Customer purchase history
Overall
Leaders
Up-and-Comers
Laggards
40 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 2: Data
HOW SOON DO YOU EXPECT TO SEE A POSITIVE ROI FROM DATA-RELATED MARKETING
EXPENDITURES?
Source: Infogroup, “Big Data’s Big Payday: Marketers Approach ROI Tipping Point in 2015.”
FREQUENCY OF DATA CLEANING
Source: Infogroup, “Big Data’s Big Payday: Marketers Approach ROI Tipping Point in 2015.”
1%
1%
5%
20%
20%
47%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
We have no plans
More than 5 Years
2-5 years
Within 2 years
2015
We have already started
34%
25%
24%
17%
22%
21%
30%
27%
19%
26%
29%
27%
26%
24%
27%
23%
0% 5% 10% 15% 20% 25% 30% 35% 40%
Annually
Quarterly
Monthly
Weekly
Overall
Leaders
Up-and-Comers
Laggards
theDMA.org/bookstore | 2015 Statistical Fact Book 41
Research Research Chapter 2: Data
BENEFIT OF USING DATA IN MAKING DECISIONS
Source: Teradata, “2015 Teradata Global Data-Driven Marketing Survey.”
31%
43%
44%
49%
58%
59%
43%
56%
57%
67%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Faster decision
Identified a new opportunity, new competitiveadvantage
More efficient use of resources, reduced cost
Better business result
More accurate decision
2014 2013
42 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 2: Data
STATUS OF DATA-DRIVEN MARKETING TODAY AND VISION FOR THE FUTURE
Source: Teradata, “2015 Teradata Global Data-Driven Marketing Survey”.
4%
4%
6%
8%
43%
34%
3%
3%
7%
9%
48%
30%
4%
12%
47%
6%
28%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Data marketing is not on our radar screen
Tried to integrate data-driven strategy, gave up dueto challenges/inefficiencies
Thinking about it, planning, nothing done yet
Some experience, have begun using it on an ad hocbasis
Strategic, interacting with business systems, productdevelopment, customer experience, etc.
Embedded and used system-wide, part of the standardway of doing business
Status of Data-Driven Marketing in Your Company (2013)
Status of Data-Driven Marketing in Your Company (2014)
Vision for the Role of Data-Driven Marketing One Year from Now
theDMA.org/bookstore | 2015 Statistical Fact Book 43
Research Research Chapter 2: Data
DEPARTMENT WITH PRIMARY RESPONSIBILITY FOR MARKETING DATA
Source: Teradata, “2015 Teradata Global Data-Driven Marketing Survey.”
TOP OBSTACLES TO DATA DRIVEN MARKETING
Source: Teradata, “2015 Teradata Global Data-Driven Marketing Survey.”
43% Marketing
owns/controls customer data
12% Marketing accesses
data through external vendors
42% Marketing accesses data from internal IT
46%44%
36%34%
29%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Data security challenges Not a funding priority Commitment - lack of consensusthat data-driven marketing is
important
Lack of appropriate CRMdatabase
Lack of needed data within thedepartment
44 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 2: Data
COLLABORATION BETWEEN IT AND MARKETING WHEN IT COMES TO SHARING CUSTOMER DATA
Source: Teradata, “2015 Teradata Global Data-Driven Marketing Survey.”
PRIORITY OF INTEGRATING MARKETING TECHNOLOGY AND DATA
Source: Teradata and Econsultancy, “Enterprise Priorities in Digital Marketing,” September 2014.
0% 0%
13%
37%
56%
0% 1%
10%
40%
49%
0%
10%
20%
30%
40%
50%
60%
They do notcollaborate
Not well at all Fairly well Somewhat well Extremely well
Among Senior Executive
Among Day-to-Day Teams
12%
32% 31%
6%
19%
14%
45%
25%
6%
10%
0%
10%
20%
30%
40%
50%
The highest priorityfor our marketing
organization
A top priority A medium-levelpriority
A low priority Not a priority forour marketingorganization
Technology Integration
Data Integration
theDMA.org/bookstore | 2015 Statistical Fact Book 45
Research Research Chapter 2: Data
IN-HOUSE CAPABILITIES DEPENDENT ON DATA
Source: Teradata and Econsultancy, “Enterprise Priorities in Digital Marketing,” September 2014.
SPENDING ON DATA-DRIVEN MARKETING, COMPARED TO PREVIOUS QUARTER
Scale of 1 to 5, where 1 indicates spending decreased significantly and 5 indicates spending increased significantly
Source: Winterberry Group/DMA Quarterly Business Review, Q4 2014.
22%
25%
33%
34%
37%
38%
49%
0% 10% 20% 30% 40% 50%
Real-time content optimization
Advanced segmentation (recency-frequency-monetaryanalysis, etc.)
Real-time media buying/optimization
Behavioral retargeting
Single customer view
Analyzing multiple datasets for correlations
Customer journey analysis
3.30
3.40
3.30
3.50
3.20
3.30
3.20
3.10
3.19 3.21
3.12
3.23
3.32
3.12 3.13
2.90
3.00
3.10
3.20
3.30
3.40
3.50
3.60
Q12011
Q22011
Q32011
Q42011
Q12012
Q22012
Q32012
Q42012
Q12013
Q22013
Q32013
Q42013
Q12014
Q32014
Q42014
46 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 2: Data
REVENUE DERIVED FROM DATA-DRIVEN MARKETING, COMPARED TO PREVIOUS QUARTERS
Scale of 1 to 5, where 1 indicates revenue decreased significantly and 5 indicates revenue increased significantly
Source: Winterberry Group/DMA Quarterly Business Review, Q4 2014.
PROFITABILITY DERIVED FROM DATA-DRIVEN MARKETING, COMPARED TO PREVIOUS QUARTERS
Scale of 1 to 5, where 1 indicates profitability decreased significantly and 5 indicates profitability increased significantly
Source: Winterberry Group/DMA Quarterly Business Review, Q4 2014.
3.30
3.60
3.30
3.40
3.30
3.44
3.34 3.38
3.32
3.42
3.32
3.46
3.24
3.36 3.34
2.90
3.00
3.10
3.20
3.30
3.40
3.50
3.60
3.70
Q12011
Q22011
Q32011
Q42011
Q12012
Q22012
Q32012
Q42012
Q12013
Q22013
Q32013
Q42013
Q12014
Q32014
Q42014
3.30
3.40
3.20 3.20 3.20
3.26 3.23 3.23 3.24
3.33 3.36
3.28
3.18
3.23
3.30
2.90
3.00
3.10
3.20
3.30
3.40
3.50
Q12011
Q22011
Q32011
Q42011
Q12012
Q22012
Q32012
Q42012
Q12013
Q22013
Q32013
Q42013
Q12014
Q32014
Q42014
theDMA.org/bookstore | 2015 Statistical Fact Book 47
Research Research Chapter 2: Data
DATA-DRIVEN MARKETING STAFFING LEVELS, COMPARED TO PREVIOUS QUARTERS
Scale of 1 to 5, where 1 indicates staffing decreased significantly and 5 indicates staffing increased significantly
Source: Winterberry Group/DMA Quarterly Business Review, Q4 2014.
MOST EFFECTIVE SOURCES OF MARKETING DATA USED
Source: Ascend2/Research Partners, “Data-Drive Marketing Research Summary Report,” November 2014.
3.20 3.20 3.20 3.20 3.20
3.10 3.09
3.01
3.16 3.15
3.13
3.10
3.16
3.09
3.12
2.90
2.95
3.00
3.05
3.10
3.15
3.20
3.25
Q12011
Q22011
Q32011
Q42011
Q12012
Q22012
Q32012
Q42012
Q12013
Q22013
Q32013
Q42013
Q12014
Q32014
Q42014
8%
16%
17%
27%
28%
44%
45%
60%
0% 10% 20% 30% 40% 50% 60% 70%
Online ads
3rd party lists
Paid search
Organic search
Social media
Website
Analytics
48 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 2: Data
TYPES OF DATA USED FOR MARKETING PURPOSES
Source: Ascend2/Research Partners, “Data-Drive Marketing Research Summary Report,” November 2014.
IMPORTANCE OF DATA QUALITY/COMPLETENESS FOR MARKETING SEGMENTATION AND TARGETING
Source: Ascend2/Research Partners, “Data-Drive Marketing Research Summary Report,” November 2014.
91%
46% 41%
0%
20%
40%
60%
80%
100%
Internally owned data Data from channel or marketingpartners
Data purchased from third parties
Very Important 84%
Somewhat Important
15%
Not Important 1%
theDMA.org/bookstore | 2015 Statistical Fact Book 49
Research Research Chapter 2: Data
DRIVERS FOR TURNING DATA INTO INSIGHTS
Source: Experian, “The Data Quality Benchmark Report,” 2015.
1%
2%
4%
28%
51%
37%
49%
45%
37%
53%
0% 10% 20% 30% 40% 50% 60%
Don't know
None
Other
Driving more traffic from onechannel to another
Wanting to find new customers
Customization of future campaigns
Wanting to increase the value ofeach customer
Secure future budgets
Wanting to determine pastmarketing campaign performance
Wanting to understand customerneeds
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Research Chapter 2: Data
USE OF PREDICTIVE ANALYTICS
Source: Experian Data Quality, “The Data Quality Benchmark Report,” 2015.
VALUE OF DATA
Source: Experian Data Quality, “The Data Quality Benchmark Report,” 2015.
7%
6%
3%
27%
20%
35%
36%
32%
33%
30%
0% 10% 20% 30% 40%
Don't know
None
Other
Influence productdevelopment
Influence M&A activity
Enter new markets
Modify business processes
Predict lifetime value ofeach customer
Drive marketing automation
Influence marketingmessaging
99%
of companies think some
form of data is essential to marketing success
theDMA.org/bookstore | 2015 Statistical Fact Book 51
Research Research Chapter 2: Data
REASON FOR DATA INACCURACY
Source: Experian Data Quality, “The Data Quality Benchmark Report,” 2015.
OWNER OF CENTRAL DATA QUALITY STRATEGY
Source: Experian Data Quality, “The Data Quality Benchmark Report,” 2015.
3%
35%
61%
28%
22%
22%
26%
23%
16%
0% 10% 20% 30% 40% 50% 60% 70%
Other
Lack of internal communication betweendepartments
Human error
Inadequate data strategy
Inadequacies in relevant technology
A lack of relevant technology
Lack of internal manual resources
Insufficient budget
Inadequate senior management support
Chief Data Officer 29%
Chief Information Officer/Chief
Technology Officer 23%
Chief Financial Office 12%
Data Governance Officer 13%
Chief Marketing Officer 11%
Chief Customer Service Officer
4%
Other 3%
Don't Know 6%
52 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 2: Data
DATA HYGIENE TECHNIQUES USED
Source: Experian Data Quality, “The State of Cross-Channel Marketing Report,” December 2014.
CHANNELS TO COLLECT CONSUMER CONTACT DATA
Source: Experian Data Quality, “The Data Quality Benchmark Report,” 2015.
45%
40%
29% 27%
55%
36%
44%
33% 35%
44%
16%
23%
0%
10%
20%
30%
40%
50%
60%
Data hygiene provider Confirmed Opt In(COI) at acquisition
Confirmed Opt In(COI) for inactives
None
Total Retail Only Nonretailers
60%
54%
46% 44%
34% 32%
26%
10%
0%
10%
20%
30%
40%
50%
60%
70%
Website Face-to-face Call center Physicalstore
Mobilewebsite
Mobileapplication
Catalog Other
Overview
theDMA.org/bookstore | 2015 Statistical Fact Book 53
Research
DA
TA
NO
NP
RO
FIT
RETA
IL
CA
TALO
G
MA
IL
SO
CIA
L
MO
BILE
SEA
RC
H
INTER
NET
EMA
IL
CO
NS
UM
ER
PO
STA
L
DIR
ECT
M
AR
KETIN
G
Chapter 3: Direct Mail
For decades, direct mail was the workhouse of direct marketing. Then came the Internet, and some marketers migrated to far less expensive contact methods like email, online advertising and search marketing. The total number of direct mail pieces mailed each year steadily declined. However, direct mail has been holding its own in recent years and some indicators point to resurgence. According to the most recent USPS Household Diary Study, overall mail volume was down only slightly and standard mail volume actually increased. In fact, the percentage of total mail volume attributed to direct mail has steadily grown year by year, from 39.9% in 1990 to 56.9% in 2014.1 Lower overall mail volumes should make it easier for a marketer’s piece to stand out in the mailbox. But since the decline is primarily in first class, the competition in standard class advertising mail has become more intense. Marketers might want to consider making their pieces less promotional and more “official looking” like increasingly rare bills and statements (since more and more transactions are done online) to get the attention of a busy consumer. As in past years, there are some encouraging trends. Response rates for most marketers have declined significantly since 1987, which accounts for a lower mail volume. But response rates for department store direct mail have increased 2.5 times during that same period. When mailing first class, both department stores and
1 The DMA/USPS Revenue, Pieces and Weight by Classes of Mail and Special Services for fiscal years 1990 – 2014, p. 66.
54 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 3: Direct Mail
credit card marketers have seen their response rates double between 1987 to 2013.2 Department stores may have better geographic and customer information that allows them to target more selectively. Credit card companies may have better data on their best prospects, justifying the higher cost of first class mail. Does better data translate to better response? That hypothesis is supported by user diaries, where most retailers get very high scores for “read immediately” and “found useful”3 Better targeting with higher response rates makes direct mail more affordable. But the ultimate cost per order or per lead are always what count, and better response rates and better conversion with direct mail can offset the postage and printing costs that you don’t have with electronic media. Direct mail is also one of the most track-able and measurable of all media, boosting the quality of analytics for the campaign overall. A multichannel marketer knows when mail is arriving, and can use this knowledge to turn on the tap for such other touch points as email and telemarketing. Thus direct mail benefits other media and can boost the overall effectiveness of the multi-touch campaign. For a final bright spot, take a look at the “will respond by age” numbers on page 63 of our report. Positive intent by 18-21 year olds more than tripled from 2012 to 20134. Perhaps marketers have learned how to target emerging consumers with relevant messages and offers. A new generation is reading your mail, and paying attention. Now it’s up to you to train them and nurture them to become lifelong consumers and enthusiasts for direct mail marketing. Authored by:
Laurie B. Beasley President, Beasley Direct Marketing, Inc., www.BeasleyDirect.com President, The Direct Marketing Association of Northern California www.DMAnc.org
2 USPS Household Diary Study, 2014, p. 61. 3 USPS Household Diary Study, 2014, p. 61. 4 USPS Household Diary Study, 201, p. 61.
theDMA.org/bookstore | 2015 Statistical Fact Book 55
Research Chapter 3: Direct Mail
Chapter Highlights
Among mail piece types, postcards are most likely to be read; 51% are read by recipients.
More people actually respond when a courtesy-reply, rather than a business-reply, envelope is provided.
Standard mail comprises a greater share of the mail received over first-class, most noticeably in households in which 11+ mail order purchases are made.
The overall volume of direct mail went down in 2014 to 84.4 billion, but direct mail as a percentage of all mail went up from last year to 56.9%.
2.8 billion coupons were redeemed in 2014.
US direct mail marketing spend was up in 2014 to $46.0 billion.
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Research Chapter 3: Direct Mail
NUMBER OF MAIL ORDER PURCHASES IN THE LAST YEAR BY EDUCATION OF HOUSEHOLD HEAD
PERCENTAGE OF HOUSEHOLDS, POSTAL YEARS 1987, 2012 AND 2013
No. of Purchases
<8th Grade Some High School High School Some College
1987 2012 2013 1987 2012 2013 1987 2012 2013 1987 2012 2013
0 65.5 74.0 66.6 53.9 61.3 65.4 41.7 55.0 56.7 38.0 50.4 54.6
1 – 2 14.8 7.4 17.9 16.8 7.7 10.7 22.5 10.9 10.6 20.7 11.8 11.9
3 – 5 10.7 5.3 3.8 17.2 11.6 7.6 19.0 10.7 10.6 22.0 9.9 12.0
6 – 10 4.7 4.3 3.3 6.1 6.8 8.3 9.1 8.7 8.5 11.1 10.7 9.1
11 – 15 2.9 4.2 5.2 2.4 1.9 2.0 4.1 5.7 3.8 2.7 5.2 3.8
16 – 30 0.5 1.8 2.6 1.1 4.3 1.9 2.4 4.8 4.6 2.8 5.5 4.0
31+ 0.2 3.1 0.7 0.5 4.2 3.1 0.6 3.9 3.9 0.5 5.7 3.0
Don’t know/ No answer
0.7 0.0 0.0 2.1 2.1 0.9 0.8 0.3 1.3 2.1 0.8 1.5
Total 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0
No. of Purchases
Technical School College Post Graduate Total*
1987 2012 2013 1987 2012 2013 1987 2012 2013 1987 2012 2013
0 37.2 47.9 52.8 38.0 44.1 50.8 27.0 38.0 46.0 42.2 50.6 54.6
1 – 2 16.3 11.4 12.7 18.5 12.4 12.9 19.5 10.9 12.6 19.6 11.1 12.0
3 – 5 20.2 11.4 11.2 21.8 11.6 10.4 22.7 13.0 11.4 19.5 10.8 10.4
6 – 10 12.8 14.1 8.1 11.9 12.0 9.8 16.4 12.6 11.2 10.0 10.2 9.0
11 – 15 6.2 4.3 5.1 4.1 6.2 4.8 7.2 7.3 5.1 3.9 5.5 4.1
16 – 30 3.7 5.6 5.7 2.6 6.8 5.4 5.2 9.0 6.7 2.5 5.8 4.7
31+ 2.6 4.9 3.4 0.9 5.6 4.7 1.1 7.9 5.0 0.7 5.1 3.8
Don’t know/ No answer
1.2 0.3 1.1 2.1 1.3 1.3 1.3 1.2 2.0 1.4 0.9 1.3
Total 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0
*Includes pieces for which no response was given for education attainment. Source: USPS Household Diary Study, 2014.
theDMA.org/bookstore | 2015 Statistical Fact Book 57
Research Research Chapter 3: Direct Mail
MAIL RECEIVED BY HOUSEHOLDS
Percentage of Total Mail Received
*Includes First-Class and Standard Mail packages. Source: USPS Household Diary Study, 2014
RESPONSE RATES TO STANDARD MAIL (A) ADVERTISING SOLICITATIONS
Percentage of Pieces
*Fluctuations may be due to small sample sizes. Source: USPS Household Diary Study, 2014.
First-class, 43.8%
Standard regular mail, 56.7%
Standard nonprofit mail, 13.1.8%
Periodicals, 4.8%
Packages & shipping services*, 3.0%
12.0
8.0 7.2
15.1
10.2
6.6
31.0
4.7 3.8 3.0
10.1
4.7
0
5
10
15
20
25
30
35
Department store Credit card Auto dealers Telephone Medical Insurance
Perc
ent
ag
e o
f Pie
ces
1987 2013
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Research Chapter 3: Direct Mail
RESPONSE RATES TO FIRST-CLASS ADVERTISING SOLICITATIONS
Percentage of Pieces
*Fluctuations may be due to small sample sizes. Source: USPS Household Diary Study, 2014.
9.5
5.8
4.1
6.7
21.2
8.9
18.7
11.0
2.8 3.4
10.1
1.6
0
5
10
15
20
25
30
Departmentstore
Credit card Auto dealers Telephone Medical Insurance
Perc
enta
ge o
f Pie
ces
1987 2013
theDMA.org/bookstore | 2015 Statistical Fact Book 59
Research Research Chapter 3: Direct Mail
TREATMENT OF STANDARD MAIL (A) PIECE BY SHAPE AS PERCENTAGE OF MAIL PIECES RECEIVED BY HOUSEHOLDS
Treatment
Letter-Sized Envelope Larger than Letter
Envelope Detached Label
Postcard Postcard
2012 2013 2012 2013 2012 2013 2012 2013
Read by member of household
33.2 32.7 39.9 41.1 30.8 24.7 55.9 50.5
Read by more than one member of household
4.2 4.0 8.2 7.3 3.0 4.7 10.3 7.2
Looked at, but not read
18.7 19.0 17.7 18.9 22.8 25.3 12.3 11.6
Discarded 31.8 34.3 23.4 23.0 36.5 36.6 17.1 23.5
Set aside 3.6 2.8 6.5 4.9 1.7 1.8 2.3 4.1
Don’t know/No response
8.5 7.1 4.4 4.8 5.3 6.9 2.1 3.2
Total mail received by households
100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0
Treatment
Catalog not enclosed in Envelope
Flyers Newspapers/ Magazines
Total*
2012 2013 2012 2013 2012 2013 2012 2013
Read 33.0 34.1 34.3 36.4 35.8 32.4 35.3 34.7
Read by more than one member of household
11.0 9.9 16.7 8.5 13.7 16.0 7.6 7.1
Looked at, but not read
13.7 13.0 9.0 17.0 12.5 11.3 16.6 16.9
Discarded 18.2 18.6 13.2 25.6 15.9 15.8 25.6 27.5
Set aside 14.7 13.7 13.8 5.3 10.3 10.3 6.0 5.7
Don’t know/No response
9.4 10.7 13.0 7.3 11.9 14.1 8.8 8.1
Total mail received by households
100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0
Source: USPS Household Diary Study, 2014. *Total includes pieces for which no response was given as to shape.
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Research Chapter 3: Direct Mail
USEFULNESS OF STANDARD MAIL (A) PIECE BY SHAPE As Percentage of Mail Pieces Received by Households
Usefulness
Letter-Size Envelope Larger than Letter
Envelope Detached Label Postcard Postcard
2012 2013 2012 2013 2012 2013 2012 2013
Useful 28.1 26.8 43.3 42.9 24.0 25.2 50.7 50.9
Interesting 12.3 12.0 13.7 12.9 11.8 8.4 13.2 8.8
Not interesting 50.1 53.2 37.7 38.4 58.8 58.9 33.0 36.3
Objectionable 0.9 0.9 0.7 0.6 0.1 0.5 0.9 0.9
Don’t know/No response
8.7 7.1 4.5 5.2 5.3 6.9 2.2 3.2
Total mail received by households
100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0
Usefulness
Catalog not enclosed in Envelope Flyers Newspapers/Magazines
Total*
2012 2013 2012 2013 2012 2013 2012 2013
Useful 51.4 51.1 46.2 44.6 53.0 56.8 39.9 38.7
Interesting 22.0 20.3 11.7 12.4 15.7 11.6 13.6 13.3
Not interesting 16.9 17.6 33.3 35.0 18.9 17.4 36.9 39.1
Objectionable 0.2 0.3 0.5 0.6 0.6 0.2 0.6 0.7
Don’t know/No response
9.5 10.8 8.4 7.3 11.9 14.1 8.9 8.2
Total mail received by households
100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0
Source: USPS Household Diary Study, 2014. *Total includes pieces for which no response was given as to shape.
theDMA.org/bookstore | 2015 Statistical Fact Book 61
Research Research Chapter 3: Direct Mail
STANDARD MAIL (A) REACTION BY INDUSTRY As Percentage of Mail Received by Households
Industry
Percent Pieces Read Immediately
Set Aside Percent Pieces Found Useful
Percent Pieces Will Respond
To*
2012 2013 2012 2013 2012 2013 2012 2013 Financial Credit card 27.3 26.3 1.7 2.4 17.1 18.1 3.4 4.7 Bank 41.9 39.2 1.7 2.5 28.1 25.7 7.3 5.5 Insurance company 38.2 30.4 3.4 3.2 47.2 22.3 9.6 4.7 Real estate/mortgage 32.6 30.8 6.8 1.2 23.2 15.3 5.5 2.3 Investments 30.5 40.3 10.4 7.3 20.8 49.2 1.7 8.3 Total Financial 32.2 30.9 3.2 3.0 23.4 22.6 5.0 5.0 Merchants Supermarkets 70.1 70.7 6.2 4.0 74.5 73.7 42.9 43.3 Department store 70.7 68.2 6.3 7.6 72.5 72.5 30.4 31.0 Specialty store 41.1 57.4 7.2 7.0 45.9 59.9 11.5 19.5 Mail Order company 57.4 42.1 13.9 13.2 60.8 47.6 19.8 11.9 Restaurant 48.7 44.9 4.2 9.6 39.5 53.5 13.2 18.6 Publisher 50.9 47.0 5.2 4.8 53.4 41.5 25.6 15.1 Auto Dealer 40.6 36.1 2.3 1.7 18.8 18.4 7.2 3.8 Online auction 49.9 71.2 2.9 0.0 44.0 37.6 10.4 12.1 Total Merchants 53.2 52.7 8.5 8.6 54.2 54.5 19.2 19.4 Services Telephone 25.9 28.0 3.1 2.3 16.5 17.3 4.2 3.0 Other utilities 56.4 47.5 4.9 4.4 46.7 37.6 11.4 8.7 Medical 38.1 38.3 2.2 3.0 27.7 29.0 10.7 10.1 Other professional 40.7 45.3 5.2 1.5 30.5 19.4 13.0 4.9 DVD/Blu-ray/Video game rental 54.1 61.8 2.5 0.0 45.4 44.5 11.3 14.1 Craftsman 53.0 23.2 1.9 1.3 46.2 15.7 15.2 2.4 Leisure service 40.5 48.8 3.3 5.2 32.3 42.9 11.6 10.9 Auto maintenance 57.3 53.8 1.8 1.9 28.0 46.3 22.8 14.7 Roadside assistance 26.4 35.4 4.5 3.6 18.5 29.8 2.8 12.5 Total Services 36.5 35.9 2.9 2.7 27.5 26.1 7.9 6.9 Government Federal 57.4 63.5 6.6 8.4 54.2 64.9 22.8 21.1 Non-federal 61.7 64.4 5.3 9.1 57.1 63.1 24.3 18.3 Social, Charitable or Political Union/professional 49.9 55.8 7.8 8.9 43.5 52.3 7.1 11.7 Church 45.8 33.9 14.9 3.7 54.6 21.9 23.7 8.1 Veterans 58.7 54.0 4.8 1.6 51.3 42.5 17.2 8.2 Educational 44.0 33.6 6.2 4.7 39.4 25.9 10.8 8.1 Charities 59.1 53.1 2.8 10.0 59.6 40.5 29.3 17.0 Political 41.8 26.8 2.2 0.4 32.2 14.9 8.9 4.8 AARP 42.8 52.0 8.1 7.5 47.6 47.7 7.7 16.1 Total Social, Charitable or Political 45.6 34.6 4.5 3.2 38.8 25.1 10.8 8.5
*Of pieces containing an advertisement or request for funds.
Source: USPS Household Diary Study, 2014.
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Research Chapter 3: Direct Mail
RESPONSE TO STANDARD MAIL (A) PIECES BY INCOME
Postal Years 1987, 2012 and 2013
READ IMMEDIATELY
Income Percent Pieces Per Household Per Week
1987 2012 2013 1987 2012 2013 Less Than $7k 43.0 42.4 38.9 1.6 1.6 1.3 $7k – $9.9k 41.0 56.6 49.8 2.1 1.9 .1
$10k – $14.9k 45.0 41.0 41.8 2.6 1.9 2.0
$15k – $19.9k 45.0 50.0 45.3 2.9 2.9 2.4 $20k – $24.9k 42.5 42.6 44.0 2.8 2.4 2.6 $25k – $29.9k 44.2 47.2 43.7 3.5 3.4 3.0 $30k – $34.9k 41.4 47.2 43.7 3.6 3.4 3.0
$35k – $49.9k 41.4 45.1 46.7 3.9 3.5 3.7 $50k – $64.9k 41.1 47.0 43.6 4.4 4.0 3.9 $65k – $79.9k 40.4 45.0 41.2 6.1 4.5 4.1 $80k – $99.9k 31.4 41.2 40.9 4.4 4.4 4.2 $100k+ 34.5 38.4 39.0 5.3 5.3 5.1
FOUND USEFUL
Income Percent Pieces Per Household Per Week
1987 2012 2013 1987 2012 2013 Less Than $7k 36.0 33.5 30.4 1.4 1.2 1.0 $7k–$9.9k 37.1 37.1 42.1 1.9 1.3 1.8 $10k – $14.9k 39.6 33.0 35.2 2.3 1.5 1.7 $15k – $19.9k 41.9 38.2 36.8 2.7 2.2 2.0 $20k – $24.9k 42.8 34.0 36.1 2.8 1.9 2.2 $25k – $29.9k 40.4 40.8 35.8 3.2 3.0 2.5 $30k – $34.9k 40.4 40.8 35.8 3.5 3.0 2.5 $35k – $49.9k 41.9 41.4 40.7 4.0 3.1 3.2 $50k – $64.9k 42.2 43.6 40.3 4.6 3.7 3.6 $65k – $79.9k 40.5 42.6 38.5 6.1 4.3 3.9 $80k – $99.9k 34.7 40.1 39.3 4.9 4.3 4.1 $100k+ 32.0 38.4 39..4 4.9 5.3 5.1
WILL RESPOND*
Income Percent Pieces Per Household Per Week
1987 2012 2013 1987 2012 2013 Less Than $7k 17.5 14.1 16.1 0.5 0.4 0.4 $7k–$9.9k 12.6 16.0 19.2 0.5 0.4 0.7 $10k – $14.9k 17.7 14.1 15.2 0.8 0.5 0.6 $15k – $19.9k 15.3 18.1 11.5 0.8 0.8 0.5 $20k – $24.9k 15.6 14.2 12.5 0.9 0.6 0.6
$25k – $29.9k 14.8 17.0 13.3 1.0 1.1 0.8 $30k – $34.9k 14.8 17.0 13.3 1.1 1.1 0.8 $35k – $49.9k 14.8 15.3 13.4 1.1 1.0 1.0 $50k – $64.9k 14.8 13.2 12.9 1.3 1.0 1.1 $65k – $79.9k 11.1 13.6 12.0 1.4 1.3 1.1 $80k – $99.9k 10.9 11.3 12.8 1.3 1.1 1.3 $100k+ 10.1 10.9 10.7 1.3 1.4 1.3
*Of pieces identified by respondents as containing an advertisement or request for funds. Note: 2010/2011 numbers for income levels $25–$29.9K are identical to those in $30–$34.9K since categories used to collect data only included $25–$34.9K. Source: USPS Household Diary Study, 2014.
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Research Research Chapter 3: Direct Mail
RESPONSE TO STANDARD MAIL (A) PIECE** BY AGE OF HEAD OF HOUSEHOLD
(Indicating Will Respond**) Postal Years 2012 and 2013
**Of pieces containing an advertisement or request for funds. Source: USPS Household Diary Study, 2014.
12.4%
8.2% 9.0%
10.8%
14.1% 12.9%
13.8% 13.6% 13.1%
4.1%
9.5% 9.6%
13.5% 13.8% 13.3%
13.2%
12.1%
14.8%
0%
10%
20%
18-21 22-24 25-34 35-44 45-54 55-64 65-69 70-74 75+
2013 2012
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Research Chapter 3: Direct Mail
STANDARD MAIL (A) RESPONSE TO ADVERTISING BY SHAPE
(If Mail Piece Contained Advertising or Request for Donation)
Response Letter Size Envelope Larger Than Letter Size Envelope
1987 2012 2013 1987 2012 2013
Yes 12.8 8.8 8.5 16.5 15.4 16.0 No 69.6 79.9 80.9 62.1 71.4 71.1
Maybe 13.1 11.3 10.6 16.7 13.1 12.2
No Answer 4.5 0.0 0.0 4.8 0.0 0.0 Total 100.0 100.0 100.0 100.0 100.0 100.0
Response Detached Label Postcard Postcard
1987 2012 2013 1987 2012 2013
Yes 8.6 8.6 5.0 15.4 21.8 20.4
No 69.5 80.7 80.5 63.6 58.1 61.6
Maybe 10.5 10.7 14.5 13.6 20.1 18.1
No Answer 11.4 0.0 0.0 7.4 0.0 0.0 Total 100.0 100.0 100.0 100.0 100.0 100.0
Response Catalog Not in Envelope Flyers
1987 2012 2013 1987 2012 2013
Yes 16.1 12.6 12.5 15.6 17.0 15.6 No 46.6 51.9 50.1 54.2 63.2 65.2
Maybe 32.5 35.6 37.4 21.2 19.8 19.2
No Answer 4.8 0.0 0.0 9.1 0.0 0.0 Total 100.0 100.0 100.0 100.0 100.0 100.0
Response Newspapers/Magazines Total*
1987 2012 2013 1987 2012 2013
Yes 10.2 8.4 11.0 14.6 12.9 12.3 No 44.3 73.7 73.7 58.6 68.4 69.6
Maybe 16.9 17.9 15.3 19.9 18.7 18.1
No Answer 28.6 0.0 0.0 7.0 0.0 0.0 Total 100.0 100.0 100.0 100.0 100.0 100.0
Source: USPS Household Diary Study, 2014.
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Research Research Chapter 3: Direct Mail
INTENDED RESPONSE RATES FOR MAJOR INDUSTRIES BY ENCLOSURE OF REPLY ENVELOPES/CARDS
Postal Years 2012 and 2013
Source: USPS Household Diary Study, 2014.
13.6%
25.9%
34.6%
12.6%
24.0%
12.9%
44.9%
1.2%
0% 10% 20% 30% 40% 50%
Publisher
Mail order
Department store
Credit card
Percentage of Households
Business-Reply Envelopes
2013
2012
17.2%
17.7%
38.8%
10.2%
30.1%
12.0%
23.0%
11.1%
0% 10% 20% 30% 40% 50%
Publisher
Mail order
Department store
Credit card
Percentage of Households
Courtesy-Reply Envelopes
2013
2012
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Research Chapter 3: Direct Mail
STANDARD MAIL INDUSTRY USAGE OF REPLY MAIL
Postal Fiscal Years 1987, 2012 and 2013
Industry Business Reply Courtesy Reply
1987 2012 2013 1987 2012 2013
Financial
Credit card 57.8 60.0 58.8 15.4 6.7 5.9
Bank 36.1 14.6 16.8 10.4 4.8 5.2
Insurance company 62.7 29.7 31.0 10.1 5.7 5.2
Real estate/mortgage 19.1 7.5 7.5 4.1 1.0 2.1
Investments N/A 7.8 10.0 N/A 2.9 1.7
Total Financial 48.7 36.4 36.7 11.1 5.5 5.1
Merchants
Supermarkets 1.1 1.0 1.5 0.8 1.7 0.9
Department store 7.0 1.0 1.0 4.4 2.6 1.6
Specialty store 6.9 0.8 0.7 12. 1.4 1.8
Mail order company 21.9 6.4 7.2 47.2 18.3 16.3
Restaurant 2.1 0.1 1.1 0.6 0.4 0.8
Publisher 30.2 44.7 46.2 25.2 17.3 13.9
Auto dealer 8.9 1.7 1.9 2.5 2.5 1.2
Online auction N/A 5.0 27.1 N/A 8.2 1.7
Total Merchants 15.8 8.0 7.9 21.3 9.4 8.6
Services
Telephone 53.1 3.8 3.7 9.0 2.2 1.9
Other utilities 24.7 38.1 26.7 9.4 7.4 5.2
Medical 13.2 7.1 4.8 4.0 3.6 2.6
Other professional 26.2 9.1 8.1 12.6 0.9 3.8
DVD/Blu-ray/Video game rental N/A 3.6 25.7 N/A 6.6 0.0
Craftsman 60.7 4.8 6.7 6.4 3.1 1.6
Leisure service 21.2 6.3 5.5 10.2 5.7 3.2
Auto maintenance N/A 1.3 1.4 N/A 1.2 0.7
Roadside assistance N/A 56.8 50.8 N/A 17.9 12.6
Total Services 26.8 10.1 8.3 9.3 4.0 2.9
All Manufacturers 10.4 8.6 9.2 5.3 8.5 13.4
Government
Federal N/A 9.3 6.0 N/A 3.5 2.6
Non-federal 5.7 4.2 4.3 14.4 15.4 10.6
Total Social, Charitable or Political 18.0 16.2 10.4 .
10.4N/A
10.9 7.2
Total Non-household Mail Received by Households 18.7 15.5 15.1 16.4 6.7 5.9
Total Pieces Per Household Per Week 1.5 1.4 1.3 1.3 0.6 0.5
Source: USPS Household Diary Study, 2014.
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Research Research Chapter 3: Direct Mail
STANDARD MAIL (A) RESPONSE TO ADVERTISING BY FAMILIARITY WITH ORGANIZATION
Would Respond to Advertising if Pieces Contained an Advertisement or Request for Donation and was from One Organization Only
Source: USPS Household Diary Study, 2014.
RECEIPT OF FIRST-CLASS AND TOTAL STANDARD MAIL (INCLUDING NON-PROFIT MAIL) BY MAIL
ORDER PURCHASES MADE IN THE PAST YEAR
Postal Fiscal Years 1987, 2012 and 2013
Mail Order Purchases First-Class Mail Standard Mail (Including Nonprofit Mail)
1987 2012 2013 1987 2012 2013
0 7.0 7.4 6.8 7.5 10.5 10.4
1 8.7 7.7 7.3 9.5 11.3 12.0
2 8.2 7.9 8.0 9.5 13.2 12.7
3-5 9.5 8.3 7.8 10.8 12.7 13.5
6-10 11.3 9.3 7.9 13.8 15.8 14.5
11+ 12.3 9.6 8.8 15.2 15.7 16.9
Source: USPS Household Diary Study, 2014.
21.6
5.7 4.6
18.9
2.3
4.6
18.4
2 1.4
0
5
10
15
20
25
Previous customer Organization known Organization unknown
Per
cent
age
of R
ecip
ient
s In
dica
ting
Wou
ld
Res
pond
to
1987 2012 2013
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Research Chapter 3: Direct Mail
ADVERTISING GENERATING RESPONSE
By Mail Class, Postal Years 1987, 2012 and 2013
*Includes both advertising only and advertising stuffer-enclosed mail for 1987. For 2011/2012, includes advertising only. **Standard Mail (A) and nonprofit Standard Mail (A) include requests for donations. Source: USPS Household Diary Study, 2014.
RESPONSE TO STANDARD MAIL (A) PIECE BY AGE OF HEAD OF HOUSEHOLD
Postal Years 1987, 2012 and 2013 (Percentage of Mail Received by Household)
Age of Head Set Aside Found Useful Read Immediately
1987 2012 2013 1987 2012 2013 1987 2012 2013
18 – 21 10.3 7.1 2.3 53.5 31.0 30.9 46.9 62.8 23.5
22 – 24 6.9 4.3 5.3 35.7 43.1 29.8 35.6 45.0 41.2
25 – 34 8.4 4.1 4.6 42.7 36.8 35.5 40.4 38.4 37.1
35 – 44 7.8 6.0 6.5 40.8 42.0 39.2 39.9 42.2 40.6
45 – 54 7.8 6.0 6.9 38.8 41.2 40.2 39.6 43.9 41.3
55 – 64 9.2 7.9 5.4 41.2 42.2 40.5 45.0 43.3 44.4
65 – 69 7.4 4.6 5.5 38.1 37.3 43.0 42.5 44.5 47.1
70 - 74 7.3 6.3 4.4 37.6 36.7 36.6 43.8 43.1 44.6
75+ 7.3 5.9 4.8 37.6 36.4 35.0 43.8 45.0 40.2
62.8 Source: USPS Household Diary Study, 2014.
11.1
14.6
17.9
9.9
12.3
14.8
10.2
11.8
14.1
0
5
10
15
20
First-class* Standard mail (A) Standard mail (A) nonprofit**
Perc
ent
ag
e o
f Pie
ces
Will
Resp
ond
to
1987 2012 2013
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Research Research Chapter 3: Direct Mail
STANDARD MAIL (A) ADDRESSEE BY INDUSTRY — MERCHANTS
Postal Years 1987, 2012, and 2013 (Percentage of Pieces Addressed to Household Members or Occupant/Resident)
Merchants
Percentage of Pieces Addressed to Specific Household Members
Percentage of Pieces Addressed to
Occupant/Resident
1987 2012 2013 1987 2012 2013
Supermarkets 11.1 61.2 64.9 87.7 38.1 34.0
Department store 68.3 90.9 91.9 30.9 8.4 7.6
Mail order company 95.8 96.4 95.5 3.3 1.8 2.3
Specialty store 56.4 84.7 83.9 43.0 14.5 15.0
Publisher 72.0 79.6 76.7 25.8 16.9 20.4
Restaurant 21.3 15.5 11.4 77.6 84.3 87.8
Auto dealers 88.7 81.6 84.8 8.6 18.2 14.8
Online auctions N/A 85.1 94.5 83.3 14.9 5.5
Total Merchants* 72.1 85.3 84.8 26.7 13.4 13.7 *Totals may not equal exactly 100% due to unreported categories.
Source: USPS Household Diary Study, 2014.
STANDARD MAIL (A) ADDRESSEE BY INDUSTRY — FINANCIAL
Postal Years 1987, 2012 and 2013 (Percentage of Pieces Addressed to Household Members or Occupant/Resident)
Financial
Percentage of Pieces Addressed to Specific Household Members
Percentage of Pieces Addressed to
Occupant/Resident
1987 2012 2013 1987 2012 2013
Credit card 97.1 96.8 96.2 2.0 0.8 1.7
Bank 89.8 84.3 86.9 8.7 14.0 10.6
Investments N/A 96.0 95.1 N/A 3.2 3.8
Insurance company 93.2 90.9 93.5 5.5 5.9 3.2
Real estate/mortgage 72.8 70.9 79.8 26.7 17.5 19.6
Total Financial 92.1 92.5 93.0 6.8 5.1 4.6
*Fluctuations may be due to small sample size. Source: USPS Household Diary Study, 2014.
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Research Chapter 3: Direct Mail
STANDARD MAIL (A) ADDRESSEE BY INDUSTRY — SERVICES
Postal Years 1987, 2012 and 2013 (Percentage of Pieces Addressed to Household Members or Occupant/Resident)
Services
Percentage of Pieces Addressed to Specific Household Members
Percentage of Pieces Addressed to Occupant/Resident
1987 2012 2013 1987 2012 2013
Telephone 94.6 69.2 73.1 4.7 27.9 24.0
Other utilities 90.4 90.1 90.2 2.4 7.8 7.6
Medical 77.2 73.5 70.0 22.7 24.7 28.2
Other professional 91.0 89.7 78.9 6.5 9.4 20.9
Leisure service 85.2 94.5 95.1 14.5 3.8 3.8
DVD/Blu-ray/video game rental company
N/A 47.0 68.3 N/A 53.0 31.7
Auto maintenance N/A 81.6 84.8 N/A 17.8 14.6
Roadside assistance N/A 93.3 95.6 N/A 1.5 1.6
Craftsman 41.9 71.2 73.8 57.2 26.6 24.9
Total Services 81.5 76.0 77.2 17.5 21.7 20.9 87.5
Source: USPS Household Diary Study, 2014.
STANDARD MAIL (A) ADDRESSEE BY INDUSTRY — FUNDRAISING
Postal Years 1987, 2012 and 2013 (Percentage of Pieces Addressed to Household Members or Occupant/Resident)
Fundraising
Percentage of Pieces Addressed to Specific Household Members
Percentage of Pieces Addressed to Occupant/Resident
1987 2012 2013 1987 2012 2013
Union or professional organization
89.6 95.2 86.9 10.4 3.0 12.7
Church 79.4 90.6 47.1 15.9 9.4 50.7
Veterans N/A 63.6 85.9 N/A 26.8 14.1
Educational 87.9 91.5 93.3 11.4 6.4 6.2
Charities 98.1 69.3 82.5 1.9 30.7 12.4
Political campaign 87.3 90.4 88.4 12.1 9.3 9.4
AARP* 100.0 95.1 91.8 0.0 1.6 4.8
Total Fundraising 88.3 90.0 87.5 10.7 8.9 10.7
Source: USPS Household Diary Study, 2014.
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Research Research Chapter 3: Direct Mail
TREATMENT OF ADVERTISING MAIL
Postal Years 2012 and 2013
Source: USPS Household Diary Study, 2014.
STANDARD MAIL (A) CONTENT OF MAIL PIECE
(Percentage of Standard Mail (A) Received by Households) Postal Years 1987, 2012 and 2013
Source: USPS Household Diary Study, 2014.
20.6
21.4 22.8
20.8
24.2
20.1
0
5
10
15
20
25
30
Read Scan Don’t read
2013 2012
Perc
enta
ge o
f Hou
seho
lds
80.9
1.2
10.9 7.0
82.9
0.7
12.7
2.2
84.6
0.5
11.2
1.9
0
20
40
60
80
100
Advertisement Fund request Newsletter/information/other
Don't know/no response
Perc
ent
ag
e o
f Pie
ces
1987
2012
2013
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Research Chapter 3: Direct Mail
STANDARD MAIL (A) BY SHAPE
Postal Years 1987, 2012 and 2013 (Number of Pieces)
Shape 1987 2012 2013
Letter-Size Envelope 1.8 3.5 3.5
Larger Envelope 1.3 0.2 0.2
Total Envelope 3.1 3.7 3.7
Detached Label Card 0.6 0.1 0.1
Postcard 0.2 0.2 0.2
Catalog (Not in Envelope) 1.5 1.4 1.3
Flyers/Circulars 2.1 3.2 3.3
Magazines/Newsletters 0.2 0.3 0.2
Other/Don’t know/No answer 0.1 0.1 0.1
Total Pieces Received per Household
7.8 8.9 8.9
Source: USPS Household Diary Study, 2014.
AVERAGE NUMBER OF MAIL PIECES RECEIVED PER WEEK
Source: USPS Household Diary Study, 2014.
13.8
11.7
9.6 9.8 8.9 8.9
10.9 10.1
11.4 10.9 10.4 10.2
24.7
21.8 21.0 20.7
19.3 19.1
0
5
10
15
20
25
30
2008 2009 2010 2011 2012 2013
Pie
ces
of
Standard Mail All Other Total
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Research Research Chapter 3: Direct Mail
RESPONSE TO FIRST-CLASS ADVERTISING FROM FINANCIAL SERVICES SUBSEGMENTS
Source: USPS Household Diary Study, 2014. RESPONSE TO STANDARD MAIL (A) ENVELOPES AND CARDS FROM FINANCIAL SERVICES SUBSEGMENTS
Source: USPS Household Diary Study, 2014.
3.4
7.3
5.5
1.7
4.75.5
4.7
2.3
0
5
10
15
Credit card Bank Insurance companies Real estate/mortgage
Perc
enta
ge
of P
iece
s El
iciti
ng R
esp
onse
2012
2013
5.9
2.9
5.3
1.3
11.0
3.8
1.62.4
0
3
6
9
12
15
Credit card Bank Insurance companies Real estate/mortgage
Per
cent
age
of P
iece
s E
liciti
ng R
espo
nse
20122013
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Research Chapter 3: Direct Mail
STANDARD MAIL (A) RECEIPT BY NUMBER OF CREDIT CARDS
Postal Years 1987, 2012 and 2013
Source: USPS Household Diary Study, 2014.
STANDARD MAIL (A) RECEIPT BY NUMBER OF FINANCIAL ACCOUNTS AND INSURANCE POLICIES
Postal Years 1987, 2012 and 2013
Source: USPS Household Diary Study, 2014.
12.5
9.3
6.4
4.0
11.9
10.0
7.0
4.8
12.2
9.8
7.4
4.9
0
5
10
15
20
High (8+) Medium (4-7) Low (1-3) None
Pie
ces
per
Hous
eho
ld p
er
Week
Number of Credit Cards
1987
2012
2013
11.0
8.0
4.9
2.7
11.1
8.2
5.5
3.7
11.2
8.1
5.9
3.7
0
5
10
15
20
High (10+) Medium (6-9) Low (1-5) None
Pie
ces
per
Hous
eho
ld p
er
Week
Number of Accounts and Policies
198720122013
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Research Research Chapter 3: Direct Mail
STANDARD MAIL (A) PIECES FROM INSURANCE COMPANIES
Actions Elicited by Mail Piece by Familiarity with Organization (Percentage of Pieces) Postal Years 1987, 2012 and 2013
READ IMMEDIATELY
FOUND USEFUL
SET ASIDE
WILL RESPOND
Note: Percentages do not add up to 100% due to multiple responses. Source: USPS Household Diary Study, 2014.
56.7
31.1
20.2
57.8
20.5 26.2
53.1
19.3 25.2
0
20
40
60
Previous customer Organization known Organization unknown
198720122013
48.2
20.8
8.5
51.1
10.9 5.8
46.8
10.8 8.5
0
20
40
60
Previous customer Organization known Organization unknown
198720122013
5.6 6.7
1.9
5.9
1.9 2.4 5.5
2.8 1.5
0
5
10
15
20
Previous customer Organization known Organization unknown
198720122013
12.9
5.4
1.9
12.3
1.7 0.3
11.1
0.7 1.1
0
5
10
15
20
Previous customer Organization known Organization unknown
1987
2012
2013
76 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 3: Direct Mail
STANDARD MAIL (A) PIECES FROM CREDIT CARD INDUSTRY
Actions Elicited by Mail Piece by Familiarity with Organization (Percentage of Pieces) Postal Years 1987, 2012 and 2013
READ IMMEDIATELY
FOUND USEFUL
SET ASIDE
WILL RESPOND
Note: Percentages do not add up to 100% due to multiple responses. Source: USPS Household Diary Study, 2014.
51.4
28.4 30.2 40.8
14.5 17.2
39.4
11.8 18.3
0
20
40
60
Previous customer Organization known Organization unknown
198720122013
40.0
17.7 21.3 29.7
5.1 4.0
29.9
4.8 7.8 0
20
40
60
Previous customer Organization known Organization unknown
198720122013
7.2 7.9 4.2
2.3 1.3 0.9 3.6
1.3 1.4 0
5
10
15
Previous customer Organization known Organization unknown
198720122013
9.3 5.6
7.8 5.9
0.3 1.2
7.7
0.6 1.4 0
5
10
15
Previous customer Organization known Organization unknown
198720122013
theDMA.org/bookstore | 2015 Statistical Fact Book 77
Research Research Chapter 3: Direct Mail
MODDERN MARKETING DIRECT MAIL BALLPARK – BUDGET COSTIMATOR™
The sole purpose of these Costimator Tables is to aid direct marketers in the initial stages of planning cost-effective direct mail campaigns. Because of production-cost variables (labor, materials, overhead, workload, markup, etc.), Costimator prices may be as much as 15% to 25% higher or lower than actual supplier quotations. Usually, however, mailers who seek competitive bids from different vendors - and who allow enough turnaround time for economical production - will be able to meet (or likely beat) these Costimator prices.
In some cases, dramatic cost reductions can be achieved by purchasing odd-lot, remnant, or surplus paper stocks (paper often accounts for 40% to 60% of printing costs)—or by scheduling out-of-season production runs (hungry suppliers may be more interested in recovering overhead expenses than making a profit). Mail marketers are well-advised to obtain quotes not only from vendors, but also from printing brokers and production-oriented agencies. (They frequently know where the real “bargain” deals are hiding and waiting to be exploited.)
Costimator prices do not include creative costs (copy, design, photography, etc.) or the expense of outputting camera-ready art. Likewise, the cost of proofing and special prepress work should also be added.
Source: Moddern Marketing – www.moddern.com.
LETTERSHOP OPERATIONS
Price includes CASS, postal qualification, base laser programming, simplex laser 11" as 2-up rolls, bowed and fold, insert, sort, and mail.
Cost Per Thousand
Inserted into #10 or 25,000 50,000 100,000 250,000 500,000
6 x 9 Envelopes One item $41.40 $35.55 $32.00 $29.45 $28.25
Two items $42.00 $36.15 $32.55 $30.00 $28.75
Three items $42.60 $36.75 $33.15 $30.50 $29.25
Four items $43.15 $37.35 $33.75 $31.00 $29.80
Five items $43.75 $37.90 $34.35 $31.55 $30.30 Affix stamp (price per thousand) $5.55
Source: Moddern Marketing – www.moddern.com
78 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 3: Direct Mail
BROCHURES
Cost Per Thousand
Color 10,000 50,000 100,000 250,000 500,000
Brochure 6 x 7 plus bleed fold to 3 ½ x 6
Printed on 60# text coated two sides—file output included with proof. Carton pack.
2/1 $85.30 $24.45 $16.60 $12.00 $10.35
2/2 $91.20 $25.80 $17.30 $12.35 $10.55
Brochure 8 ½ x 11 no bleed fold to 3 5/8 x 8 ½
Printed on 60# white offset—file output included with price. Carton pack.
2/1 $93.60 $30.90 $23.40 $18.55 $16.70
2/2 $100.75 $32.45 $24.20 $18.95 $17.00
4/4 $114.75 $35.35 $25.65 $19.55 $17.35
Brochure 11 x 17 no bleed fold to 5 ½ x 8 ½
Printed on 60# white offset—file output included with proof. Carton pack.
2/1 $114.30 $48.10 $39.40 $33.90 $31.75
2/2 $121.50 $49.70 $40.25 $34.45 $32.20
4/4 $135.20 $52.55 $41.85 $35.15 $32.60
Brochure 11 x 17 no bleed fold to 5 ½ x 8 ½
Printed on 60# text coated on two sides—file output included with proof. Carton pack.
2/2 $168.00 $84.65 $77.40 $67.90 $64.95
4/4 $195.05 $90.70 $81.70 $70.10 $66.30
Brochure 17 x 22 no bleed fold to 8 ½ x 11 and spine glued
Printed on 60# text coated on two sides—file output included with proof. Carton pack.
2/2 $262.90 $92.50 $71.45 $59.60 $55.70
4/4 $304.10 $101.05 $76.00 $61.85 $57.10
Brochure 17 x 22 plus bleed fold to 8 ½ x 11 and saddle wire stitched
Printed on 60# text coated on two sides—file output included with proof. Carton pack.
2/2 $224.70 $120.20 $102.60 $89.65 $85.15
4/4 $255.25 $127.00 $107.70 $92.10 $86.65
Source: Moddern Marketing – www.moddern.com.
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Research Research Chapter 3: Direct Mail
SELF-MAILING FORMATS
Cost Per Thousand
Color 10,000 50,000 100,000 250,000 500,000
Self-Mailing format — 6 x 7 double postcard fold to 3 ½ x 6 Printed on 7-point BRC matte—file output included with proof. Price includes paper, manufacturing, inkjet address spot glue close, and mail. NCOA, CASS, data processing, and postage would be additional.
2/1 $154.80 $62.60 $47.25 $38.15 $34.05
2/2 $158.20 $63.35 $47.90 $39.00 $34.75
Self-Mailing format — 8 ½ x 11 fold to 5 ½ x 8 ½ Printed on 7-point BRC matte—file output included with proof. Price includes paper, manufacturing, inkjet address spot glue close, and mail. NCOA, CASS, data processing, and postage would be additional.
2/1 $173.75 $76.60 $61.20 $50.45 $44.85
2/2 $180.45 $79.75 $73.25 $52.45 $45.85
Self-Mailing format — 11 x 17 fold to 8 ½ x 11 Printed on 9-point BRC matte—file output included with proof. Price includes paper, manufacturing, inkjet address spot glue close, and mail. NCOA, CASS, data processing, and postage would be additional.
2/1 $193.95 $200.40 $112.95 $103.50 $98.00
2/2 $277.05 $134.95 $116.15 $104.80 $99.05
4/4 $315.95 $156.80 $111.75 $111.75 $93.80
Source: Moddern Marketing – www.moddern.com.
REPLY CARDS/ORDER FORMS
Source: Moddern Marketing – www.moddern.com.
COST PER THOUSAND
COLOR 10,000 50,000 100,000 300,000
3 ½ x 5 ½ no bleed, flat trim Printed on 7-point hi-bulk offset.
2/1 $67.25 $16.80 $9.90 $5.60
2/2 $73.85 $18.10 $10.55 $5.85
5 ½ x 8 ½ no bleed, flat trim Printed on 7-point hi-bulk offset.
2/1 $72.65 $20.95 $10.94 $9.85
2/2 $78.80 $22.35 $11.49 $10.20
Order form — 3 ½ x 5 ½ no bleed, flat trim Printed on 60# white offset—file output included with proof. Carton pack.
2/1 $64.85 $15.85 $9.15 $4.90
2/2 $70.85 $17.05 $9.75 $5.15
Order form 5 ½ x 8 ½ no bleed, flat trim Printed on 60# white offset—file output included with proof. Carton pack.
2/2 $68.55 $19.10 $12.65 $8.45
4/4 $74.30 $20.35 $13.50 $8.75
80 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 3: Direct Mail
OUTER (OR CARRIER) ENVELOPES
Printed on 24# white wove, flexo print, and standard window placement. Web side seam style envelopes.
Cost per Thousand
Number Size Color Window 10,000 50,000 100,000 250,000
6 3/4 3 5/8 x 6 1/2 1 none $49.05 $21.60 $15.50 $13.90
6 3/4 3 5/8 x 6 1/2 1 cello $51.85 $24.30 $18.10 $16.45
6 3/4 3 5/8 x 6 1/2 1 open $50.25 $22.75 $16.50 $14.90
6 3/4 3 5/8 x 6 1/2 2 none $56.35 $23.30 $16.45 $14.45
6 3/4 3 5/8 x 6 1/2 2 cello $59.20 $26.10 $19.00 $17.05
6 3/4 3 5/8 x 6 1/2 2 open $57.75 $24.50 $17.45 $14.45
9 3 7/8 x 8 7/8 1 none $51.15 $23.55 $17.25 $15.60
9 3 7/8 x 8 7/8 1 cello $53.70 $20.10 $19.60 $18.10
9 3 7/8 x 8 7/8 1 open $52.10 $24.80 $18.00 $16.40
9 3 7/8 x 8 7/8 2 none $58.60 $25.35 $18.15 $16.20
9 3 7/8 x 8 7/8 2 cello $61.15 $27.85 $20.55 $18.55
9 3 7/8 x 8 7/8 2 open $59.55 $26.30 $18.95 $16.95
10 4 1/8 x 9 1/2 1 none $52.70 $25.15 $18.80 $17.20
10 4 1/8 x 9 1/2 1 cello $55.30 $27.70 $21.15 $19.55
10 4 1/8 x 9 1/2 1 open $53.70 $26.05 $19.60 $17.95
10 4 1/8 x 9 1/2 2 none $60.20 $26.90 $19.70 $17.75
10 4 1/8 x 9 1/2 2 cello $62.75 $29.45 $22.10 $20.15
10 4 1/8 x 9 1/2 2 open $61.15 $27.85 $20.50 $18.55
N/A 6 x 9 1 none $59.45 $31.60 $24.00 $22.40
N/A 6 x 9 1 cello $62.30 $34.35 $26.60 $24.95
N/A 6 x 9 1 open $60.70 $32.75 $25.00 $23.30
N/A 6 x 9 2 none $66.90 $33.35 $24.95 $22.95
N/A 6 x 9 2 cello $69.75 $36.10 $27.50 $25.55
N/A 6 x 9 2 open $68.15 $34.50 $25.95 $23.95
Source: Moddern Marketing – www.moddern.com
BIND-IN ORDER FORM ENVELOPES
Cost Per Thousand
Ink 10,000 50,000 100,000 250,000 500,000
8.5 x 17, no bleed, trim, fold to 8.5 x 8.5 with a 3.5 formed envelope, with remoist glue and perforation. Stock: 60# white offset
1/1 $137.85 $49.00 $38.15 $28.90 $25.25
2/2 $160.00 $53.75 $40.70 $30.40 $26.30
8.5 x 13, no bleed, trim, fold to 8.5 x 5.5 with a 3.5 formed envelope, with remoist glue and perforation Stock: 60# white offset
1/1 $139.40 $44.90 $33.15 $23.30 $19.20
2/2 $162.10 $49.65 $35.70 $24.30 $20.15
Source: Moddern Marketing – www.moddern.com.
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Research Research Chapter 3: Direct Mail
LITHO LETTERS (NOT PERSONALIZED)
Cost Per Thousand
Ink 10,000 50,000 100,000 300,000
8.5 x 11, no bleed, fold to #10 or 6 x 9 OSE, on 60# offset; file output with proof. Carton pack.
1/1 $84.00 $27.50 $20.70 $16.15
2/1 $90.10 $28.80 $21.50 $16.55
11 x 17, no bleed, fold to #10 or 6 x 9, on 60# supplied offset; file output with proof. Carton pack.
2/1 $105.10 $43.25 $35.30 $28.30
2/2 $111.40 $44.75 $36.15 $30.65
Source: Moddern Marketing – www.moddern.com.
LASER LETTERS (PERSONALIZED)
Cost Per Thousand
Ink 10,000 50,000 100,000 300,000
8.5 x 11, no bleed, printed on 60# offset; supplied 2-up for laser imaging.
1/1 $156.80 $51.80 $39.95 $29.40
2/1 $183.00 $59.90 $43.00 $30.60
8.5 x 11, no bleed, printed on 60# offset; supplied as cut sheet for laser imaging.
2/1 $180.95 $89.00 $72.15 $56.25
2/2 $205.80 $94.35 $75.05 $57.40
Source: Moddern Marketing – www.moddern.com.
BUSINESS REPLY ENVELOPES (BRE)
Printed on 24# white wove
Cost per Thousand
Number Size Color Window 10,000 50,000 100,000 250,000
6 ¾ 3 5/8 x 6 1/2 1 none $49.05 $21.60 $15.50 $13.90
6 ¾ 3 5/8 x 6 1/2 1 cello $51.85 $24.30 $18.10 $16.45
6 ¾ 3 5/8 x 6 1/2 1 open $50.25 $22.75 $16.50 $14.90
6 ¾ 3 5/8 x 6 1/2 2 none $56.35 $23.30 $16.45 $14.45
6 ¾ 3 5/8 x 6 1/2 2 cello $59.20 $26.10 $19.00 $17.05
6 ¾ 3 5/8 x 6 1/2 2 open $57.75 $24.50 $17.45 $14.45
Source: Moddern Marketing – www.moddern.com.
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Research Chapter 3: Direct Mail
DIRECT MAIL — SAMPLE WORKING BUDGET
Great N. American Widget Corporation, Consumer Solo-Mailing Campaign, Two-for-One Widget Offer (Approximate Net Quantity 100,000 — Scheduled Drop Date 6/30/13)
CREATIVE
1. Preliminary copy/headlines/layout/dummies $750.00
2. Copy including revisions $6,500.00
3. Computer layouts (headlines, text, illustrations) $3,500.00
4. Contingency $500.00
SUBTOTAL $11,250.00
ART AND PREPARATION
1. Photography $1,800.00
2. Model fees $1,000.00
3. Photo direction $750.00
4. Prepress $3,500.00
5. Contingency $2,000.00
SUBTOTAL $9,050.00
PRINTING AND PRODUCTION — 105,000 (5% overs)
1. 2-page letter 2/1, 8.5 x 11 — folds to 5 ½ x 8 ½ - $ 30.85/M $3,239.25
2. 8-page brochure, 4/4, 17 x 22 flat-folded to final size 5 ½ x 8 ½ — no binding — $77.40/M $8,127.00
3. Reply Card 3 ½ x 5 ½; 2/2 @ $10.55/M $1,107.75
4. BRE — #6 ¾; 1/0; no window — $15.50/M $1,627.50
5. Outer envelope — 6 x 9; 2/0; one window — $27.50/M $2,887.50
6. Contingency $1,000.00
SUBTOTAL $17,989.00
MAILING LISTS
1. Mail order respondents 80M — $100.00/M $8,000.00
2. Active magazine subscribers 45M — $ 70.00/M $3,150.00
3. Contingency $1,200.00
SUBTOTAL $12,350.00
COMPUTER PROCESSING
1. Reformatting, data conversion, etc. $650.00
2. Laser programming — $195 (base) $162.50 (add’l programs) $195.00
2. Merge/purge (115M) — up to 3 lists — $1.95/M $224.25
3. Reports and lookup directory printout (per lot) $65.00
4. Contingency $500.00
SUBTOTAL $1,634.25
LETTERSHOP PRODUCTION
1. Image letter (1 side), split, fold, insert components, sort, tie, and mail @ $33.75/M $3,375.00
2. Apply standard A stamp — $5.55/M $555.00
3. Audit and pull samples $350.00
4. Contingency $400.00
SUBTOTAL $4,680.00
ALLOCATED FEES
1. Ad agency $9,000.00
2. Consultant $3,500.00
3. Contingency $1,050.00
SUBTOTAL $13,550.00
POSTAGE — includes no discounts $25,500.00
1. Automated standard A base rate — $255.00/M
BUDGETED GRAND TOTAL $96,003.25
Source: Moddern Marketing – www.moddern.com
theDMA.org/bookstore | 2015 Statistical Fact Book 83
Research Research Chapter 3: Direct Mail
TOTAL NUMBER OF MAIL PIECES (ALL CLASSES) ATTRIBUTED TO DIRECT MAIL: 1990 – 2014
Year Total # USPS Pieces Total # Direct Mail Pieces Percentage of Total Volume
attributed to Direct Mail
1990 166,300,000 66,340,332 39.9%
1991 165,850,000 66,404,601 40.0%
1992 166,443,391 66,577,261 40.0%
1993 171,219,994 69,715,897 40.7%
1994 177,062,220 73,382,560 41.4%
1995 180,733,705 75,194,773 41.6%
1996 182,680,802 75,831,380 41.5%
1997 190,888,060 81,329,049 42.6%
1998 197,943,197 87,163,478 44.0%
1999 201,576,282 89,637,850 44.4%
2000 207,882,151 93,816,885 45.1%
2001 207,462,563 93,709,170 45.2%
2002 202,821,854 91,479,395 45.1%
2003 202,184,664 94,248,011 46.6%
2004 206,105,744 99,105,938 48.1%
2005 211,742,711 104,258,020 49.2%
2006 213,137,703 105,672,117 49.6%
2007 210,603,097 113,057,605 53.8%
2008 201,128,003 108,151,636 53.8%
2009 175,363,436 91,093,787 51.9%
2010 169,154,120 91,699,510 54.2%
2011 166,460,877 92,429,764 55.5%
2012 159,858,854 86,659,650 54.2%
2013 155,280,499 87,298,707 56.2%
2014 151,926,681 84,419,007 56.9%
*The total number of direct mail volume is determined from the following percentage approximations agreed upon by the USPS and DMA. Due to changes in USPS classifications and marketer practices, DMA’s methodology for calculating direct mail has changed. In the old calculation, before 2006, numbers are for 95% of standard mail (A), 7.5% of First Class, 85% of Standard Mail (B) Bounded Print Matter, and 2% International. In the new calculation after 2007, numbers are 15% of First Class, 95% of Standard Mail, 85% of BPM.
Source: The DMA/USPS Revenue, Pieces and Weight by Classes of Mail and Special Services for fiscal years
1990 – 2014.
84 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 3: Direct Mail
COUPONS DISTRIBUTED, FOOD VS. NON-FOOD In Billions
Source: Inmar “2015 Coupons Trends: 2014 Year-End Report.”
COUPONS REDEEMED, FOOD VS. NON-FOOD In Billions
Source: Inmar “2015 Coupons Trends: 2014 Year-End Report.”
128.9139.6
125.0 129.9 133.8119.2
180.2196.6
186.8 183.3194.9 199.9
0
50
100
150
200
2009 2010 2011 2012 2013 2014
Num
ber
of
Cou
pon
s
Food Non-Food
2.1 2.22.3
2.0 2.01.8
1.21.1
1.2
0.91.0 1.0
0
1
2
3
2009 2010 2011 2012 2013 2014
Num
ber
of
Cou
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s
Food Non-Food
theDMA.org/bookstore | 2015 Statistical Fact Book 85
Research Research Chapter 3: Direct Mail
COUPON REDEMPTION
In Billions
Source: Inmar “2015 Coupons Trends: 2014 Year-End Report.”
2.6
3.3 3.3 3.5
2.9 2.9 2.8
0
1
2
3
4
2008 2009 2010 2011 2012 2013 2014
Num
ber o
f Cou
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Red
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ed
86 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 3: Direct Mail
REDEMPTION RATES BY METHOD
Method 2011 2012 2013 2014
Bounceback 7.08% 4.50% 8.00% 5.56%
Color run-of-press 0.38% 0.47% 0.30% 2.73%
Consumer relations 17.82% 19.51% 17.68% 28.08%
Direct home delivery 14.97% 0.63% 1.29% 1.07%
Direct mail 3.22% 4.29% 4.43% 3.90%
Direct mail co-op 2.38% 1.80% 1.75% 2.31%
Direct mail with sample 1.44% 3.00% 0.92% 1.44%
Electronic checkout 7.03% 7.73% 6.63% 6.93%
Electronic kiosk 4.24% 5.54% 3.32% 5.30%
Electronic shelf 8.74% 13.42% 11.17% 9.48%
Freestanding insert 0.51% 0.55% 0.48% 0.42%
Handout 2.86% 3.66% 3.95% 3.40%
Handout co-op 1.54% 1.334% 2.77% 2.49%
Handout in-store with sample 3.68% 4.53% 4.40% 5.45%
Handout off-store location 3.11% 3.14% 2.98% 2.45%
Handout off-store location co-op 0.74% 1.81% 2.34% 1.12%
Handout off-store location with sample 2.36% 2.71% 3.09% 2.47%
Hospital sample 4.02% 2.51% 3.91% 2.36%
In-ad 0.64% 0.61% 0.46% 0.48%
In-pack 5.20% 5.63% 3.63% 3.50%
In-pack cross ruff 1.75% 2.08% 1.75% 0.93%
Instant redeemable 23.78% 18.68% 23.80% 20.28%
Instant redeemable cross ruff 10.21% 13.72% 12.15% 10.03%
Internet 7.57% 12.61% 10.09% 12.17%
Magazine on-page 0.38% 0.42% 0.29% 0.31%
Magazine pop-up 0.55% n/a n/a n/a
Military handout 9.97% 9.18% 10.07% 8.67%
Military magazine 1.85% 2.41% 2.62% 2.55%
Military shelf pad 20.33% 16.83% 18.02% 8.54%
Newspaper co-op 0.24% 0.45% 0.37% 0.33%
Newspaper run-of-press 0.26% 0.19% 0.41% 0.23%
On-pack 13.27% 12.76% 12.49% 10.93%
On-pack cross ruff 3.44% 3.72% 3.16% 4.65%
Shelf box 12.12% 9.71% 10.08% 9.60%
Shelf pad 12.32% 11.94% 10.88% 11.42%
Sunday supplement 0.33% 0.07% 0.66% 0.19%
Source: Inmar “2015 Coupons Trends: 2014 Year-End Report”.
theDMA.org/bookstore | 2015 Statistical Fact Book 87
Research Research Chapter 3: Direct Mail
US DIRECT MAIL MARKETING SPEND
In Billions
Source: Winterberry Group, 2014.
45.6 45.3 44.3 44.8
46.0
$0
$10
$20
$30
$40
$50
2010 2011 2012 2013 2014
88 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 3: Direct Mail
TOTAL DATA SPEND FOR DIRECT MAIL
In Billions
Source: Winterberry Group, 2014.
$9.80 $9.76 $9.53
$8.74
$9.09 $9.30
$6
$7
$8
$9
$10
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90 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 4: Retail & Catalog
messaging and content through each. Very few retailers have achieved this “state” but the ones that have invested, are seeing reduced cost of inventory, reduced out-of-stocks, and increased ability to forecast, target and promote products to specific consumer segments. A top priority for retailers will be to connect the dots – breaking down internal organizational silos limiting cross-channel shopper engagement – and creating a comprehensive customer profile and thus, relevant marketing and engagement messages. Content-Rich Experiences. If you shop online, you will note the many new and different ways that products are curated to you as a shopper. No longer are “flat” product pictures the norm. We now have 3-D images, 360-views of products, close-up views of fabric, video that demonstrates the product, YouTube mini-ads showing products “at play,” and live, real-time updated customer reviews of the product. Content sells the product as much as look, fit, and feel. Savvy retailers are using multimedia content to make the shopping experience more engaging. Retailers recognize that shoppers want to be entertained and informed as they browse the web (or store) and make purchase decisions. Content-rich experiences extend beyond the web to the store. Retailers will continue to find new ways to differentiate the in-store shopp0ing experience from the one shoppers find online – testing, trialing, and sampling new ways of engaging with shoppers in store thereby keeping the store relevant in the retail landscape. Big Data “Buzz” Disappears. Analytics Shines Bright. Retail, like many other industries, is looking to leverage new and different types of data to maximize profits. Expect technology investments to pick up as political, economic (housing, jobs, salaries), market, and consumer sentiment indicators point in a positive direction. While retailers are, at times, slow to adopt data-enabled insights and analytics best practices, a small subset of global retailers are heavily investing in new people resources, data and analytic discovery platforms, and new analytic tools that go well beyond traditional vertical and horizontal views of the business. New analytics, insights, and resulting decisions will fuel the “potential” for growth while maximizing existing investments – and allow for faster business decisions based on new performance metrics. From a customer experience perspective, in a world of increasing choice, algorithms curate and drive a unique data-driven experience focused on convenience for customers. Built in feedback loops, ease of access and user experience are at the heart of marketing strategy.
theDMA.org/bookstore | 2015 Statistical Fact Book 91
Research Chapter 4: Retail & Catalog
Mobility No Longer The E-xception. E-commerce has been growing for years, but now consumers are shifting away from purchasing items on their laptop or desktop and are now buying via their phone or tablet (a trend that has grown substantially the last two years). Mobile payment capabilities will grow exponentially as retailers look to deploy apps with capability similar to Starbucks and with the growing adoption of Apple Pay. While cash is still accepted at many retailers, cashless check-out will be an evolving trend (airlines are already training customers for this eventuality). Note that most retailers will say that cash can never go away completely (due to consumers not having credit cards, bank accounts, or smartphones) but cashless will grow substantially with the capability. Financial institutions, payment networks, mobile network operators, merchants, and mobile technology providers all have a vested interest in the deployment of a profitable mobile wallet solution and are battling for their own piece of the action. From a loyalty perspective, expect an increase in personalized offers, services, and rewards (vs. traditional points programs). Digital Marketing Spend Blast-Off. Mobile is quickly becoming the primary mechanism consumers are using to consume media. Because mobile is being used in conjunction with other devices, retailers must connect behaviors and interactions across channels. If not, retailers are missing out on the context in which the consumer is engaging. From an engagement perspective, according to a recent survey, over 80% of marketers are doing some sort of personalization, but only 19% are doing it in real time. Most are missing out on context. Digital channels represent 25% of today's total marketing budgets, and with the adoption of smartphones, digital commerce, and growth of social networks, digital marketing spend is expected to grow to one third by 2017. The rise of digital channels comes with its own challenges as they can be difficult to integrate with existing systems in place within the retailer’s ecosystem (due to inflexible, costly-to-change back-end IT systems). Integration is essential to communicating across departments, and focusing the business in support of strategy, be it customer centricity or operational. Marketers will continue to look to agencies over internal IT resources to help move forward marketing capabilities creating more CIO-CMO dynamic tension. When marketers have the ability to manage some or all of their key digital technologies without having to rely on IT/technical resources -- the effects are found in: time to market, ability to quickly trial new capabilities, ability to react quickly to consumer preference changes, and on the ability to test/learn creative concepts.
92 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 4: Retail & Catalog
Marketers are increasingly aware of inconsistencies between their own marketing channels (emails, websites) and paid channels (display, mobile and social advertising), and they are grappling with how to bring this all together. Retail marketers are realizing that they need a more holistic approach to interaction management. Bottom Line…to win with shoppers your competition is pursuing, you must do things your competition is not doing! Authored by:
Justin Honaman Managing Partner - CPG / Retail North America Teradata
Chapter Highlights: Retail
There were 3.3 billion loyalty program memberships in 2014.
The average US household is enrolled in 29 loyalty programs but is active in only 12.
Because of Amazon, 18.4% of merchants have had to offer more competitive pricing.
Michael Kors is the #1 fastest-growing omnichannel retailer.
28% of consumers have abandoned their shopping cart because of unexpected shipping costs.
theDMA.org/bookstore | 2015 Statistical Fact Book 93
Research Research Chapter 4: Retail & Catalog
ESTIMATED QUARTERLY US RETAIL SALES: TOTAL AND E-COMMERCE*
Quarter (adjusted numbers)
Retail Sales (Millions of Dollars) E-commerce as a
Percent of Total Total E-commerce
4th quarter 2014 (p) 1,187,169 79,567 6.7
3rd quarter 2014 1,185,773 77,789 6.6
2nd quarter 2014 1,174,741 75,080 6.4
1st quarter 2014 1,149,198 69,426 6.2
4th quarter 2013 1,145,128 69,426 6.1
3rd quarter 2013 1,141,077 66,930 5.9
2nd quarter 2013 1,126,486 64,653 5.7
1st quarter 2013 1,118,329 61,720 5.5
4th quarter 2012 1,105,348 59,642 5.4
3rd quarter 2012 1,089,700 57,020 5.2
4.2
*E-commerce sales are sales of goods and services where an order is placed by the buyer or price and terms of sale are negotiated over an Internet, extranet, Electronic Data Interchange (EDI) network, electronic mail, or other online system. Payment may or may not be made online. (Estimates are based on data from the Monthly Retail Trade Survey and administrative records.)
Source: US Department of Commerce, February 2015.
LOYALTY PROGRAM MEMBERSHIPS In Billions
Source: COLLOQUY, Loyalty Census, 2015.
3.3
2.6
2.1
0 0.5 1 1.5 2 2.5 3 3.5
2014
2012
2010
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Research Chapter 4: Retail & Catalog
LOYALTY PROGRAM MEMBERSHIP ACTIVITY
Source: COLLOQUY, Loyalty Census, 2015.
LOYALTY PROGRAM MEMBERSHIP BY TYPE
Source: COLLOQUY, Loyalty Census, 2015.
Retail 39%
Travel & Hospitality 27%
Financial 17%
Emerging Platforms 13%
Other 4%
The average US household is enrolled in 29 loyalty
programs but is active in only 12.
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Research Research Chapter 4: Retail & Catalog
HOW WILLING WOULD YOU BE TO SHOP AT RETAILERS WHO HAVE EXPERIENCED CREDIT CARD
SECURITY BREACHES IN THE LAST YEAR?
Total Gender Age Marital Status
Male Female 18-34 35-49 50-59 60+ Married Not Married
Extremely willing
18% 23% 14% 20% 18% 20% 12% 18% 18%
Somewhat willing
41% 44% 40% 43% 40% 34% 44% 44% 39%
Somewhat unwilling
26% 20% 31% 26% 26% 30% 24% 27% 26%
Extremely
unwilling 14% 13% 16% 10% 16% 17% 20% 12% 17%
Education Income
Some College or Less
College Grad + Less than $50K $50K or More
Extremely willing 16% 20% 17% 20%
Somewhat willing 40% 43% 38% 45%
Somewhat unwilling 27% 26% 28% 24%
Extremely unwilling 17% 11% 18% 10%
Source: RetailMeNot, “BreakOut Report,” December 2014.
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Research Chapter 4: Retail & Catalog
WHICH OF THE FOLLOWING PAYMENT METHODS WOULD YOU USE TO PURCHASE WINTER HOLIDAY
GIFTS?
Total Gender Age Marital Status
Male Female 18-34 35-49 50-59 60+ Married Not Married
Cash 69% 65% 72% 73% 64% 76% 62% 68% 71%
Debit cards 56% 54% 58% 62% 60% 57% 42% 55% 57%
Credit cards 49% 51% 48% 40% 49% 52% 64% 57% 41%
PayPal 37% 40% 34% 44% 40% 37% 21% 38% 35%
Google Wallet 5% 8% 2% 6% 9% 3% 1% 4% 5%
Apple Pay 4% 5% 3% 5% 6% 3% 1% 4% 4%
Mobile payment apps
4% 5% 3% 7% 4% 2% - 4% 4%
Source: RetailMeNot, “BreakOut Report,” December 2014.
Education Income
Some College or Less College Grad + Less than $50K $50K or More
Cash 73% 64% 74% 63%
Debit cards 57% 54% 60% 52%
Credit cards 39% 63% 37% 64%
PayPal 35% 38% 36% 37%
Google Wallet 4% 5% 4% 6%
Apple Pay 2% 6% 2% 6%
Mobile payment apps
3% 5% 3% 5%
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Research Research Chapter 4: Retail & Catalog
SMARTPHONE OWNERS SHOPPING PREFERENCES
Source: Bronto Software, “Bronto’s Consumers Tell All Series,” 2015.
TABLET OWNERS SHOPPING PREFERENCES
Source: Bronto Software, “Bronto’s Consumers Tell All Series,” 2015.
ONLINE SHOPPERS PREFERENCE
Source: Bronto Software, “Bronto’s Consumers Tell All Series,” 2015.
ONLINE SHOPPERS WHO OWN A SMARTPHONE
Source: Bronto Software, “Bronto’s Consumers Tell All Series,” 2015.
39% prefer shopping on an app
61% prefer shopping on a mobile web browser
31% prefer shopping on an app
69% prefer shopping on a mobile web browser
10% prefer buying on a smartphone
7% prefer buying on a tablet
63% of online shoppers own a smartphone
1-in-3 reported owning a basic mobile phone
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PURCHASING BEHAVIOR OF MAIL, PHONE OR INTERNET BUYERS
Merchants purchased within the last 3 months Mail, Phone or Internet Buyers
(000) % of Total
1-800-CONTACTS 2,322 1.0%
1-800-FLOWERS 4,290 1.8%
1-800-PETMEDS 1,341 0.6%
6PM.COM 1,455 0.6%
ABERCROMBIE & FITCH 873 0.4%
AMAZON 69,445 29.7%
AMERICAN APPAREL 461 0.2%
AMERICAN EAGLE OUTFITTERS 2,034 0.9%
ANN TAYLOR 1,176 0.5%
ITUNES STORE 21,305 9.1%
APPLE STORE 6,402 2.7%
BANANA REPUBLIC 1,448 0.6%
BARNES & NOBLE 6,444 2.8%
BED BATH & BEYOND 4,684 2.0%
BELK 1,319 0.6%
BEST BUY 8,946 3.8%
BJ'S 994 0.4%
BLAIR 1,593 0.7%
BLOOMINGDALE'S 802 0.3%
BLUEFLY *196 *0.1%
BROOKSTONE 722 0.3%
CABELA'S 2,994 1.3%
CHADWICKS OF BOSTON 475 0.2%
CHICO'S 753 0.3%
COLDWATER CREEK 884 0.4%
COSTCO 4,613 2.0%
CRATE & BARREL 843 0.4%
CVS 5,231 2.2%
DELL 1,725 0.7%
DILLARD'S 1,630 0.7%
DISNEY 3,127 1.3%
DRUGSTORE.COM 1,799 0.8%
EA (ELECTRONIC ARTS) 696 0.3%
EBAY 23,283 10.0%
EDDIE BAUER 1,001 0.4%
EDIBLE ARRANGEMENTS 1,309 0.6%
FINGERHUT 1,878 0.8%
FOOT LOCKER 1,817 0.8%
FTD 833 0.4%
GAMESTOP 2,918 1.2%
GAP 2,165 0.9%
GILT 314 0.1%
GOOGLE PLAY 5,043 2.2%
GROUPON 9,879 4.2%
(Continued on next page)
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PURCHASING BEHAVIOR OF MAIL, PHONE OR INTERNET BUYERS
(Continued)
Merchants purchased within the last 3 months Mail, Phone or Internet Buyers
(000) % of Total
HALLMARK 1,426 0.6% HAMMACHER SCHLEMMER *342 *0.1% HARRY & DAVID 894 0.4% THE HOME DEPOT 7,090 3.0% HP (HEWLETT-PACKARD) 853 0.4% HSN 2,533 1.1% IKEA 1,433 0.6%
J. CREW 1,266 0.5% JCPENNEY 8,204 3.5% KMART 4,070 1.7% KOHL'S 7,612 3.3% L.L. BEAN 4,427 1.9% LANDS END 3,357 1.4% LANE BRYANT 1,751 0.7% LIVE NATION 777 0.3% LIVINGSOCIAL 2,354 1.0% LOFT 924 0.4% LORD & TAYLOR 737 0.3% LOWE'S 4,209 1.8% MACY'S 8,464 3.6% MICHAELS 1,052 0.4% MICROSOFT 1,422 0.6% NEIMAN MARCUS 1,007 0.4% NEWEGG.COM 1,884 0.8% NORDSTROM 2,954 1.3% OFFICE DEPOT 2,668 1.1% OFFICEMAX 1,252 0.5% OLD NAVY 5,013 2.1% ORIENTAL TRADING 1,136 0.5% OVERSTOCK.COM 2,195 0.9% PETCO 1,743 0.7% PETSMART 2,120 0.9% POTTERY BARN 978 0.4% QVC 4,823 2.1% RAKUTEN.COM (FORMERLY BUY.COM) *917 *0.4% REI (RECREATIONAL EQUIPMENT INC) 890 0.4% RED ENVELOPE *188 *0.1% RUE LA LA 268 0.1% SAKS FIFTH AVENUE 385 0.2% SAM'S CLUB 3,236 1.4% SEARS 4,846 2.1% SEPHORA 1,945 0.8% SHOEBUY.COM 606 0.3% SHOES.COM 669 0.3% SHOP.COM *280 *0.1% SONY 580 0.2% STAPLES 2,820 1.2%
(Continued on next page)
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PURCHASING BEHAVIOR OF MAIL, PHONE OR INTERNET BUYERS
(Continued)
Merchants purchased within the last 3 months
Mail, Phone or Internet Buyers
(000) % of Total
STUBHUB 1,040 0.4%
TALBOTS 679 0.3%
TARGET 10,450 4.5%
TELEFLORA 499 0.2%
TICKETMASTER 4,555 1.9%
TOYS "R" US/BABIES "R" US 3,972 1.7%
URBAN OUTFITTERS 412 0.2%
VICTORIA'S SECRET 4,725 2.0%
VISTAPRINT 1,497 0.6%
WALGREENS 6,884 2.9%
WALMART 21,106 9.0%
WEST ELM 402 0.2%
WILLIAMS-SONOMA 715 0.3%
ZAPPOS.COM 3,342 1.4% * Indicates small sample size. Projections may be unstable, use with caution.
Source: Experian Marketing Services, 2015.
TOP SITES SEARCHED FOR COUPONS
Source: Valassis,”2K14 Shopper Marketing Report,” 2014.
68.0%
85.0%
91.0%
92.0%
96.0%
0% 20% 40% 60% 80% 100%
Social networking
Search engines
Retailer websites
Manufacturer/brand websites
Coupon websites
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CATEGORIES SEARCHED ONLINE FOR COUPONS
Source: Valassis,”2K14 Shopper Marketing Report,” 2014.
14.0%
14.0%
17.0%
21.0%
22.0%
22.0%
25.0%
36.0%
38.0%
53.0%
0% 20% 40% 60%
Home improvement
Services
Household items
Electronics
Entertainment
Pet
Clothing
Dining
Personal care/hygiene products
Groceries
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EFFECT OF AMAZON ON YOUR BUSINESS
Source: Multichannel Merchant, “MCM Outlook: Operations and Fulfillment,” 2014.
USE OF AMAZON
Source: Multichannel Merchant, “MCM Outlook: Operations and Fulfillment,” 2014.
Have had to offer more competitive pricing, 18.4%
Pressure to ship faster, 12.8%
Pressure to offer free shipping,
23.2%
Have had to sell in the marketplaces,
16.8%
None, 28.8%
Marketplace selling, 47.2%
FBA, 2.8% Global selling, 4.6%
We are not using Amazon, 45.4%
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THE TOP 100 FASTEST-GROWING OMNICHANNEL RETAILERS
Rank Company 2012 FY Sales 2013 FY Sales Percentage
Change
1 Michael Kors $1,237,100,00 $2,094,757,000 69.33%
2 Wolverine Worldwide $1,640,838,000 $2,691,100,000 64.01%
3 PVH Corp. $5,540,821,000 $7,806,140,000 40.88%
4 Ascena Retail $3,353,300,000 $4,714,900,000 40.60%
5 Conn’s $714,267,000 $991,840,000 38.86%
6 Restoration Hardware $1,193,046,000 $1,550,961,000 30.00%
7 Under Armour $1,834,921,000 $2,332,051,000 27.09%
8 Charles & Colvard $22,450,498 $28,487187 26.89%
9 Black Diamond Equipment $48,801,000 $60,405,000 23.78%
10 Lumber Liquidators $813,327,000 $1,000,240,000 22.98%
11 Gaiam $127,242,000 $155,463,000 22.18%
12 Amazon.com $61,093,000,000 $74,452,000,000 21.87%
13 Kate Spade & Company (Formerly Fifth & Pacific)
$1,043,403,000 $1,264,935,000 21.23%
14 ULTA $2,220,256,000 $2,670,573,000 20.28%
15 Bassett Furniture $269,672,000 $321,286,000 19.14%
16 Overstock.com $1,099,289,000 $1,304,217,000 18.64%
17 SKECHERS $1,560,321,000 $1,846,361,000 18.33%
18 Joe’s Jeans $118,642,000 $140,183,000 18.16%
19 Tumi $398,551,000 $467,438,000 17.28%
20 lululemon athletica $1,370,358,000 $1,591,188,000 16.11%
21 Vitacost.com $330,680,000 $382,744,000 15.74%
22 The Finish Line $1,443,365,000 $1,670,410,000 15.73%
23 Cabela’s $2,778,903,000 $3,205,632,000 15.36%
24 Bed Bath & Beyond $9,499,890,000 $10,914,585,000 14.89%
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25 Francesca’s $296,373,000 $340,325,000 14.83%
26 Vitamin Shoppe $950,902,000 $1,087,469,000 14.36%
27 Fossil $2,857,508,000 $3,259,971,000 14.08%
28 eBay $14,072,000,000 $16,047,000,000 14.03%
29 Keurig Green Mountain $3,859,198,000 $4,358,100,000 12.93%
30 CafePress $217,786,000 $245,856,000 12.89%
31 Nautilus $193,926,000 $218,803,000 12.83%
32 Blue Nile $400,035,000 $450,008,000 12.49%
33 PriceSmart $1,999,364,000 $2,239,266,000 12.00%
34 MarineMax $524,456,000 $584,497,000 11.45%
35 Haverty Furniture $670,073,000 $746,090,000 11.34%
36 Carter’s $2,381,734,000 $2,638,711,000 10.79%
37 Tractor Supply Co. $4,664,120,000 $5,164,784,000 10.73%
38 Urban Outfitters $2,794,925,000 $3,086,608,000 10.44%
39 Decker’s Outdoor Corp. $1,414,398,000 $1,556,618,000 10.06%
40 Dollar General $16,022,128,000 $17,504,167,000 9.25%
41 Apple $156,508,000,000 $170,910,000,000 9.20%
42 ValueVision Media (ShopHQ) $586,820,000 $640,489,000 9.15%
43 99-Cent Only Stores $1,531,696,000 $1,668,651,000 8.94%
44 O’Reilly Automotive $1,488,385,000 $1,621,234,000 8.93%
45 Dover Saddlery $86,342,000 $93,843,000 8.69%
46 Williams-Sonoma $4,042,870,000 $4,387,889,000 8.53%
47 Nike $23,331,000,000 $25,313,000,000 8.50%
48 GNC $2,430,000,000 $2,630,300,000 8.24%
49 Zumiez $669,393,000 $724,337,000 8.21%
50 La-Z-Boy $1,231,676,000 $1,332,525,000 8.19%
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51 Tandy Leather Factory $72,720,624 $78,284,585 7.65%
52 Oxford Industries $855,542,000 $917,097,000 7.19%
53 Steve Madden $1,227,072,000 $1,314,223,000 7.10%
54 Neiman Marcus $4,345,374,000 $4,648,249,000 6.97%
55 The Sherwin-Williams Company $9,534,462,000 $10,185,532,000 6.83%
56 Coach $4,763,180,000 $5,075,390,000 6.55%
57 Dick’s Sporting Goods $5,836,119,000 $6,213,173,000 6.46%
58 Harley-Davidson $4,942,582,000 $5,258,290,000 6.39%
59 CDW $10,128,200,000 $10,768,600,000 6.32%
60 AutoZone $8,603,863,000 $9,147,530,000 6.32%
61 Tiffany & Co. $3,794,249,000 $4,031,130,000 6.24%
62 Crocs $1,123,301,000 $1,192,680,000 6.18%
63 Tilly’s $467,291,000 $495,837,000 6.11%
64 Dollar Tree $7,394,500,000 $7,840,300,000 6.03%
65 Advance Auto Parts $1,329,201,000 $1,408,813,000 5.99%
66 Costco $97,062,000,000 $102,870,000,000 5.98%
67 The TJX Companies $25,878,372,000 $27,422,696,000 5.97%
68 Lowe’s $50,521,000,000 $53,417,000,000 5.73%
69 Signet Jewelers $3,983,400,000 $4,209,200,000 5.67%
70 The Home Depot $74,754,000,000 $78,812,000,000 5.43%
71 Ross Stores $9,721,065,000 $10,230,353,000 5.42%
72 Foot Locker $6,182,000,000 $6,505,000,000 5.22%
73 Office Depot $10,695,652,000 $11,242,000,000 5.11%
74 V.F. Corporation $10,766,020,000 $11,302,350,000 4.98%
75 ANN Inc. $2,375,509,000 $2,493,491,000 4.97%
76 DSW $2,257,778,000 $2,368,668,000 4.91%
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77 Rocky Mountain Chocolate
Factory $34,627,000 $36,315,000 4.87%
78 Estee Lauder $9,713,600,000 $10,181,700,000 4.82%
79 HSN Inc. $3,266,739,000 $3,403,983,000 4.20%
80 Hibbett Sports $818,700,000 $851,965,000 4.06%
81 1-800-Flowers.com $707,517,000 $735,497,000 3.95%
82 Pier I Imports $1,704,885,000 $1,771,743,000 3.92%
83 Nordstrom $11,762,000,000 $12,166,000,000 3.43%
84 Tupperware $2,583,000,000 $2,671,600,000 3.40%
85 Lifetime Brands $486,842,000 $502,721,000 3.26%
86 Gap $15,651,000,000 $16,148,000,000 3.18%
87 Tuesday Morning $812,782,000 $838,314,000 3.14%
88 Sport Chalet $349,883,000 $360,645,000 3.08%
89 L Brands $10,458,651,000 $10,773,199,100 3.01%
90 CVS $123,120,000,000 $126,761,000,000 2.96%
91 PC Connection $2,158,873,000 $2,221638,000 2.91%
92 Liberty Interactive Corp. (QVC) $10,018,000,000 $10,307,000,000 2.88%
93 Express $2,157,227,000 $2,219,125,000 2.87%
94 Sally Beauty Supply $3,523,644,000 $3,622,216,000 2.80%
95 Kirkland’s $448,365,000 $460,563,000 2.72%
96 Select Comfort $934,978,000 $960,171,000 2.69%
97 American Apparel $617,310,000 $663,941,000 2.69%
98 Stein Mart $1,232,366,000 $1,263,571,000 2.53%
99 Calloway’s Nursery $45,551,000 $46,644,000 2.40%
100 PetSmart $6,758,237,000 $6,916,627,000 2.34%
Source: "Retail Online Integration, May/June 2014".
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REASONS FOR CART ABANDONMENT
Source: Visual Website Optimizer, "VWO eCommerce Survey 2014.”
IMPORTANCE OF CUSTOMER REVIEWS WHEN MAKING A BUYING DECISION
Source: Visual Website Optimizer, "VWO eCommerce Survey 2014.”
28%
23%
16%
13% 12%
8%
0%
5%
10%
15%
20%
25%
30%
Unexpectedshipping cost
Had to create anew user account
Was justconductingresearch
Payment securityconcerns
Confusingcheckout
Couldn't findcoupon code
Important, 55%
Indifferent, 22%
Not Important, 23%
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LIKELIHOOD OF PURCHASING A PRODUCT SUGGESTED BY A WEBSITE BASED ON YOUR INTERESTS AND PAST PURCHASES
Source: Visual Website Optimizer, "VWO eCommerce Survey 2014.”
Important, 55%
Indifferent, 29%Not Likely, 55%
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WHY DO YOU BUY PRODUCTS ONLINE INSTEAD OF IN -STORE?
*No 2013 comparison available.
Base: 1011 (2014), 1002 (2013)
Note: Respondents had to rank their three most important factors.
Source: PwC Total Retail Survey, 2015.
3%
4%
4%
10%
11%
18%
20%
25%
30%
33%
40%
47%
52%
3%
1%
7%
7%
16%
18%
22%
27%
29%
44%
59%
0% 10% 20% 30% 40% 50% 60%
Other
Social media interactions via Facebook, Twitter, etc.(e.g., sharing a link, liking a brand, or posting a
comment)
I have a wider variety of return options*
Better product information than in-store
Receiving a promotion via email or text/SMSmessage (e.g., coupons/vouchers)
Looking for a particular brand/product
Customer reviews of products available online
I can only get some products online
Easier to compare and research products/offers thanin-store
Wider variety of products than in-store
No need to travel to a physical store*
I can shop 24/7 online
Lower prices/better deals than in-store
2013 2014
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WHY DO YOU BUY PRODUCTS IN-STORE INSTEAD OF ONLINE?
*No 2013 comparison available.
Base: 1011 (2014), 1002 (2013)
Note: Respondents had to rank their three most important factors.
Source: PwC Total Retail Survey, 2015.
1%
2%
5%
8%
9%
13%
13%
16%
16%
22%
23%
28%
29%
55%
56%
2%
4%
5%
13%
13%
12%
17%
30%
11%
27%
27%
60%
64%
0% 10% 20% 30% 40% 50% 60% 70%
Other
I don't trust online payment methods*
My favorite retailers don't have an online store
It's easier to trust the brand/store
Store staff are very helpful*
I simply enjoy shopping in the physical store becauseof the atmosphere
I find the location convenient (e.g., close to publictransport, parking, easy access from home or work)
To support local retailers
To get the lowest price
I'm able to return items easily
Quicker delivery than if purchased online
I'm more certain about fit/suitability of the product
I'm more comfortable buying perishable products in-store
I'm able to see, touch and try merchandise
To get the product immediately
2013 2014
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WHICH OF THE FOLLOWING IN-STORE TECHNOLOGIES WOULD MAKE YOUR SHOPPING EXPERIENCE
BETTER?
*No 2013 comparison available.
Base: 1011 (2014), 1002 (2013)
Note: Respondents had to rank their three most important factors.
Source: PwC Total Retail Survey, 2015.
16%
4%
7%
9%
11%
13%
16%
18%
19%
25%
36%
40%
33%
4%
8%
12%
10%
10%
15%
21%
21%
45%
0% 10% 20% 30% 40% 50%
None of the above
"Mirrors" that can share your picture with friends
Video walls that show the product(s) selected and/oravailable
QR codes that allow you to access additional content
Pay for an item through the store's app
Using your mobile phone to pay for your shopping
Sales associates with tablets to show you alternativeproducts
Sales associates who can take payment without goingto the cash register
Real time, personalized offers*
In-store WiFi with fast, simple login
Self-service checkout*
Ability to check other store or online stock quickly
2013 2014
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HOW OFTEN DO YOU BUY PRODUCTS USING THE FOLLOWING SHOPPING CHANNELS?
Note: The definition provided for next generation wearables in the survey was (e.g., Google glass).
Source: PwC Total Retail Survey, 2015.
3%
3%
4%
4%
4%
5%
8%
4%
4%
9%
5%
9%
21%
37%
6%
4%
14%
8%
13%
38%
30%
10%
4%
13%
20%
14%
25%
18%
9%
4%
7%
17%
7%
5%
3%
67%
80%
53%
47%
53%
6%
4%
0% 20% 40% 60% 80% 100%
TV shopping
Next generationwearables
Online via tablet
Catalog/magazine
Online via mobile phoneor smartphone
Online via PC
In-store
Daily Weekly Monthly Few times a year Once a year Never
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Chapter Overview: Catalog
Despite prognosticators heralding its demise, catalog is experiencing a resurgence, as the amount of mailed catalogs rose in 2014 to 11.1 billion. Even in a growing digital economy, 68% of companies surveyed rated the catalog as “effective” or “highly effective.” Why? Because the “ink on paper” experience provides a unique marketing experience that only a catalog can provide. It provides a proactive, three-dimensional, tactile experience that is not easily ignored (or deleted) while offering an opportunity to present a collection of stories around a brand and its products. However, it is NOT business as usual as marketers agree that best practices are no longer formulaic. For catalog executives, I’ve found the following topics remain top of mind: 1. The role of the catalog has evolved. Most agree that it is NOT
a channel but rather an opportunity to drive both prospects and customers alike to DO something. It is a strong, proactive call-to-action, driving customers to a retail store, website or social media. Multichannel Merchant conducted a study in 2014, in which they asked marketers to rate the importance of a catalog’s roles. The top three most highly ranked purposes of the catalog were 1) as a mobile traffic driver, 2) customer retention tool and 3) web traffic driver. In fact, many new catalogs mailed are from traditional brick-and-mortar brands, manufacturers interested in selling direct to the consumer and even online brands interested in driving more traffic to their site. In many cases, a catalog is part of a multi-touch strategy, driving engagement to position the brand for a future product or service sale. Another rising trend is that of the brand “look book” that leans heavily on editorial content positioned alongside a collection of products. This indicates that marketers understand that a catalog is not just a transactional tool; it’s a critical part of the overall marketing mix and an important vehicle for brand engagement.
2. Acquisition and retention models are challenged. Relying on cooperative databases for customer acquisition and reactivation has garnered mixed results. While it still remains the go-to resource for many, those that do not challenge or test the models find that it provides shrinking response rates. The KPIs that measure success of customer acquisition and retention efforts are becoming more customized than in the
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past, while more powerful tools for match-backs and attribution have become available. Innovative software allows for unprecedented integration for online and offline channels allowing one to inform the other. Astute marketers glean individualized web browsing data to serve up dynamic content and personalized offers, and the most engaged online shoppers become valuable prospects in the print channel.
3. The consumer is responding to a new aesthetic. The proliferation of design shows (Project Runway, HGTV), and the rise of the visual web (Pinterest, Instagram) are testaments to a consumer who is more keen to design than ever - no matter the demographic. And the new aesthetic is clean, authentic, highly emotive, and tells a unique story. In the mail, tests prove the same is true for catalog design. This creates an enormous tension between the traditional catalog best practices and the newer, simpler look. Traditionally, catalog marketers have been ruled by square-inch analysis, demanding that every inch in a catalog pays for its space. As online sales make attribution back to the catalog less reliable, and the importance of brand has become apparent, allocating space is a much bigger challenge. Eye-flow, hot spots, square-inch analysis and graphic hierarchy are still important organizational guides, however, they must live within the overarching brand message. This requires investing in editorial space to differentiate a brand, tell a story or even create pages that appear more like a look book. As an ongoing initiative, each title must test the combination that is right for THEIR brand. Catalog design must quickly DISRUPT the reader, create DESIRE and then DRIVE them either online or to a store. This process requires creative talent to be strategic thinkers that understand not only how consumers think, but how they process brand messages.
4. Rising postal costs demand efficiency. In a 2014 survey conducted by Multichannel Merchant, 77% of respondents planned to use catalog as a prospecting vehicle in the next 12 months. However, postal increases could potential derail these plans by shrinking marketing budgets. It’s critical that catalogers become involved with their state legislatures and industry efforts (both the DMA and the ACMA) to protect against future exigent rate hikes becoming a painful reality. The Postal Reform Act is an ongoing debate within Congress. The good news is there will be USPS incentives allowing efficiencies in circulation strategies, as well as new opportunities for integrating web-based data capture with
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USPS delivery technology that holds much promise for the future. On another legislative front, Internet taxation continues to be a threat for all catalogers as the expense to collect taxes for 14,000 different taxing jurisdictions will be very painful if it comes to pass.
5. Merchandise continues to be the belle of the ball. At their best, catalogs are the perfect tactic for a brand that sells a collection of products that are unique or exclusive. Without this unique merchandise position companies will continue to see market erosion from online competition and most notably from Amazon. It’s critical that brands remain vigilant in seeking and creating new products while keeping a close eye on consumer trends. Again, square-inch analysis tells us what has sold in the past, and can’t replace savvy merchants that predict trends that align with their brand. Merchants must be nimble, using modeled forecast tools that allow for benchmark inventory loss.
The new catalog world is faster, smarter and more stylish than ever due to revolutions in design and data. In the coming year, brands that innovate, excite, and find new ways to connect with the consumer will leapfrog the competition. The smartest companies will find ways to connect print and online channels, and craft-marketing messages and campaigns that reflect and anticipate the needs of customers. Authored by:
Lois Brayfield CEO J.Schmid & Assoc., Inc.
Chapter Highlights: Catalog
The volume of mailed catalogs dropped in 2014 to 11.1
billion.
On average a catalog copywriter’s salary was $62,800 in 2014.
One of the biggest mistakes in catalog merchandise presentation is busy backgrounds and surfaces.
Almost a third of marketers plan to increase their catalog circulation by 1% to 10%.
77.7% of marketers plan to use catalog as a method of prospecting in the next 12 months.
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Research Chapter 4: Retail & Catalog
CATALOGS MAILED PER YEAR (2001 – 2014) In Millions
Note: These figures are extrapolated from the USPS Revenue, Pieces, and Weight report. Before 2007, 18% of all Standard Mail (A) is catalogs. 85% of all Board Printed matter mail is catalogs. In 2008, there was change in service categories of mail. So now catalogs represent 90% of Standard Mail carrier route, 60% of Standard Mail flats, and 10% of Bounded Material flats.
Source: DMA/USPS Revenue, Pieces, and Weight Report for Fiscal Year 2014.
NUMBER OF PRINT AND ONLINE CATALOGS Distinct Publications
8,971 8,910
3,022 3,100
534 503
0
2,000
4,000
6,000
8,000
10,000
2013 2014
Online & Print Catalogs Online Only Print only
Source: MediaFinder.com, “National Directory of Catalogs,” 2014.
16,661 16,61617,248
18,16419,161 19,441 19,621
16,898
13,68412,738 12,497
11,795 11,92011,140
0
5,000
10,000
15,000
20,000
25,000
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Est
imat
ed N
umbe
r of
Cat
alog
s M
aile
d
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2014 DIRECT RESPONSE CATALOG ADVERTISING SALARIES
Crandall Associates, Inc., an executive recruiting firm, has determined the salaries by the following process: 1) Discussions with employers, from presidents to personnel officers, nationally, in companies varying in geographic areas, number of employees and sales volume; 2) Personal interviews and discussions with professionals in Direct Marketing and Online Marketing at all salary levels, working from coast to coast; 3) Analysis of information collected as a result of discussions with potential candidates nationally, with adjustments made for the “fudge” factor. Copies of the full salary guide with 52 functions and regional salary variations are available for $75 from Crandall Associates, Inc., 6 Litchfield Road, Suite 316, Port Washington, NY 11050, 516.767.6800.
Art Director — Catalog
The Art Director gives the catalog its direction and aura. Also acts as the conciliator between the Merchandising and Marketing experts.
DUTIES: Responsible, under the leadership of the Creative Director, for the look and feel of a catalog, the Art Director constantly struggles with “square inch” formulas for space allocation made by marketing and merchandising executives. Designs with copy and, in the great majority of catalogs, photographic and/or graphic images, to make presentation of a three-dimensional product within the limited confines of a printed page. Also responsible for revisions and additions to an existing format or other promotional offering; and, in some cases, the company website. Experienced with paper, type, photography, illustrations and printing.
Salary Range
Low $49,400
Average $51,700
High $60,000
Copywriter — Catalog
If the company has 100 products, or 200, the creative team must write professionally for each one with a fresh and vibrant theme.
DUTIES: Working within the most stringent confines of inches, catalog writers bring to life a valve, or a suit or a book, without deviation from the specifications, the quality, essence or contents of the product, often enhancing it with the benefits. Frequently working from a specifications sheet, writes for a printed page, often but not always accompanied by a photograph or illustration. Creates on paper (or online) an image for the consumer at home or a buyer in the office. Details particulars of the product or the service offered in the catalog or website, and answers questions before they are asked, and with skill, reduce returns.
Salary Range
Low $52,500
Average $62,800
High $78,500
Catalog Circulation Manager
The Circulation Manager is responsible for developing short- and long- term circulation strategies to meet customer goals.
DUTIES: With creative insight, develops and tests many media, including direct mail packages, e-marketing efforts, list rentals and exchanges, space ads, statement stuffers, bounce backs, package and free standing inserts ,and alternative media programs to acquire new customers. Responsibility for cost and profitability of acquisition efforts. Develops greater analysis and utilization of internal database. Establishes inquiry programs to develop circulation. Maintains contact and negotiates with list brokerage firms and list managers and knowledgeable in merge-purge, enhancement techniques and segmentation.
Salary Range
Low $82,500
Average $90,300
High $113,700
Catalog Marketing Manager
Equivalent to a product manager in a consumer package goods environment, the Marketing Manager for a catalog is responsible for day-to-day marketing, creative and operations of one catalog, or often, two or three.
DUTIES: Carries profit and loss responsibilities for a high volume catalog or a number of smaller ones, generally under the guidance of the catalog marketing director. Develops and executes budget. Decides the positioning, theme, pricing, marketing approach, creative thrust and media selection. Supervises production by internal or external facilities to ensure mailing schedules. Reviews fulfillment procedures to maintain expeditious delivery of customer orders. Confers with research department and is conversant and knowledgeable in CRM analysis.
Salary Range
Low $66,000
Average $75,900
High $89,800
Note: All salary information from Crandall Associates, Inc. is absolutely copyright-protected. This material may not be photocopied or otherwise reprinted in any other communication, unless permission is directly granted by Crandall Associates, Inc. 516.767.6800. Source: Crandall Associates, Inc. 2015.
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Research Chapter 4: Retail & Catalog
2014 DIRECT RESPONSE CATALOG ADVERTISING SALARIES (CONTINUED)
Creative Director — Catalog
Responsible for representing all of the catalog products in their best light, usually with only a couple of inches in which to display and describe each product.
DUTIES: Within the limits of a page and budgetary considerations, directs copywriters, art directors, traffic department and often, production in the theming, design and execution of layouts for catalogs. Uses photography and/or illustrations to reflect and achieve marketing objectives. Frequently acts in the same function for multiple catalogs targeted at diverse market segments. Responsible for order forms, direct mail packages, space advertisements, television, websites, cable, packaging, and ancillary creative materials, particularly if retail operations are involved, and liaising with the online marketing group.
Salary Range
Low $103,500
Average $111,700
High $150,600
Catalog Marketing Director
The professional responsible for preparing and executing corporate marketing plans, budgets, short- and long- term catalog strategy, and profit and loss responsibilities. Continually seeks new markets.
DUTIES: Supervises marketing managers and manages teams of creative, merchandising, list, production, research, customer service and telesales professionals. Evaluates market share and monitors competition. Continually explores customer database to develop new products. Examines development of new markets. Explores alternative media for customer acquisition. Monitors sales of ancillary products to broaden catalog or launch new ones. Keeps abreast of legislative and postal regulations. Represents the corporation at industry functions.
Salary Range
Low $94,500
Average $115,800
High $124,100
Note: All salary information from Crandall Associates, Inc. is absolutely copyright protected. This material may not be photocopied or otherwise reprinted in any other communication, unless permission is directly granted by Crandall Associates, Inc. 516.767.6800. Source: Crandall Associates, Inc. 2015.
CATALOG EFFECTIVENESS
Source: Real Results Marketing, “Print Catalogs: Why They Are Alive and Well.”
Ineffective, 7%
Very effective, 13%
Effective, 55%
Neither effective nor ineffective,
26%
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Research Research Chapter 4: Retail & Catalog
BELIEF ABOUT PRINT AS A MARKETING VEHICLE
Source: Real Results Marketing, “Print Catalogs: Why They Are Alive and Well.” 10 BIGGEST MISTAKES IN CATALOG MERCHANDISE PRESENTATION
Source: Glenda Shasho Jones, Shasho Jones Direct, Inc.
Dying/Dead 25%
Alive 48%
Transition 27%
1. Mediocre or poor photography 2. Busy backgrounds and surfaces 3. Disorganized presentations 4. Weak selling efforts 5. Lack of product detail 6. Poor propping or styling 7. Poor model selection 8. Underestimating merchandise shot size 9. Lack of appropriate aspiration in presentation 10. Inadequate or inappropriate copy
“Fluff” copy, missing information, lack of personality
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Research Chapter 4: Retail & Catalog
PURPOSE OF PRINT CATALOGS (Rated on the importance of each of the following on a scale of 1-10 where 10 is most important)
Source: Multichannel Merchant, “MCM Outlook: Catalog,” 2014.
CHANGES IN CATALOG CIRCULATION
Source: Multichannel Merchant, “MCM Outlook: Catalog,” 2014.
3.6
7.2
7.3
7.4
7.85
8.25
8.25
0 2 4 6 8 10
Store traffic driver
Reactivation tool
Prospecting Tool
Branding
Web traffic driver
Customer retention tool
Mobile traffic driver
1.9%
3.9%
16.5%
25.2%
5.8%
14.6%
32.0%
0% 5% 10% 15% 20% 25% 30% 35%
Decrease by more than 20%
Decrease by 11% to 20%
Decrease by 1% to 10%
Will keep circulation the same
Increase by more than 20%
Increase by 11% to 20%
Increase by 1% to 10%
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Research Research Chapter 4: Retail & Catalog
METHODS OF PROSPECTING TO BE USED IN THE NEXT 12 MONTHS
Source: Multichannel Merchant, “MCM Outlook: Catalog,” 2014.
CATALOGERS OFFERING FREE SHIPPING
Source: Data compiled from offers received by Who’s Mailing What! (www.whosmailingwhat.com), the world’s most complete online library of multichannel direct mail and email campaigns from across the U.S. markets. It’s powered by Direct Marketing IQ (www.directmarketingiq.com), the go-to source for all things direct marketing and part of the Target Marketing Group at NAPCO Media.
47.5%
48.5%
66.0%
68.0%
77.7%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Print ads
PPC
Catalog
912
1,971 1,891
1,997 1,844
282
581 476
545 462
0
500
1,000
1,500
2,000
2,500
Jan - July 2014 2013 2012 2011 2010
Total Catalogs Received # Offering Free Shipping
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Research Chapter 4: Retail & Catalog
CATALOGERS OFFERING FREE SHIPPING IN EMAILS
Source: Data compiled from offers received by Who’s Mailing What! (www.whosmailingwhat.com), the world’s most complete online library of multichannel direct mail and email campaigns from across the U.S. markets. It’s powered by Direct Marketing IQ (www.directmarketingiq.com), the go-to source for all things direct marketing and part of the Target Marketing Group at NAPCO Media.
80,585 76,167 74,331
67,197
59,677
25,305 24,464 21,919
17,487 13,911
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
Jan - Nov. 2014 2013 2012 2011 2010
Cataloger Emails Received # Offering Free Shipping
Overview
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Research
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Chapter 5: Internet
In a relatively short period of time, we have seen the Internet evolve from the novel “Information Superhighway” to the “Internet of Everything,” quickly clawing its way into all areas of daily life. Few technologies ever achieve such ubiquity, and even fewer experience such an accelerated evolution. In less than a generation, the Internet has gone from the labs of academia into the homes and pockets of people in every corner of the globe. In its infancy, the Internet primarily provided a way for people to consume information, share ideas and connect to a world outside of their immediate geography. Hardware was expensive, connections were slow and the information available was limited. Still, you could spend hours chatting with people who shared a common interest. Primitive search engines could direct you to newspaper articles you could never access in your town. Information was everywhere … if you could actually find it. As this push and pull of information in dial-up’s early days sparked the demand for the Internet to fulfill one’s every whim and desire, hardware became cheaper, Internet speeds became faster and folks figured out how to start making money. Retailers established an online presence and eventually e-commerce was born, transitioning the interest in simply consuming information online into consuming products and services without having to leave home. Fast-forward to 2015. It’s difficult to imagine life without constant access to high-speed Internet. It’s changed the way we consume all media. Once-prevalent industries, such as radio, television and publishing, have struggled to find success in this digital age when consumers expected everything to be fast and high-def.
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Research Chapter 5: Internet
Today’s Internet has even disrupted social norms as mobile devices show up at the dinner table and personal moments are posted for the world to see. The impact of these expectations and behavioral shifts is not necessarily negative though. The entire planet is now able to connect in a way that would have been unimaginable only a few decades ago. Governments have passed legislation to, in most cases, protect the online activity of citizens. As much as this may all seem like a dramatic change for some, there’s an entire generation that has never known life without the Internet. Even though e-commerce was born during this revolution, it has also experienced a massive transformation in recent years. The adoption of mobile devices, the rise of social media and an ever increasing number of ways consumers can connect have led retailers to rethink how they market to their customers. But no one channel or device has emerged as the best way to communicate with customers. The formula of message, timing, channel and device can’t be perfected because the e-commerce landscape is constantly changing. Retailers must strive to better understand the expectations and needs of these connected consumers to find success. Marketers must look beyond the one-to-many strategies that may have been effective in the Internet’s infancy and find ways to create relevant, one-to-one marketing that reaches the customer when and where they want to shop. Luckily, today’s technology can make once impossible marketing strategies a reality with a few clicks. The data presented in this chapter reveals how consumers are using mobile devices and online media to enrich their daily lives and research purchases. This 360-degree insight into consumer behavior can help retailers identify opportunities to keep up with consumers and anticipate how their behaviors will evolve and shift over time. Authored by:
Jim Davidson Director of Research Bronto Software
Chapter Highlights: Retail
112.5 million adults redeemed an online coupon in 2014.
In 2014, on average, a website manager had a salary range of $80,500.
Nearly 115 million US adults bought something online in 2014.
One-third of adults had an Internet-connected TV in 2014.
In 2014, over $24 billion was spent on search and $23.4 billion was spent on display.
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Research Research Chapter 5: Internet
HOURS SPENT ONLINE PER WEEK
Source: USC Annenberg School Center for the Digital Future, “The 2014 Digital Future Report.”
INTERNET PURCHASERS WHO BROWSE IN RETAIL AND BUY ONLINE
*Base - Americans who use the Internet. Source: USC Annenberg School Center for the Digital Future, “The 2014 Digital Future Report.”
9.4
20.4 20.5
0
5
10
15
20
25
30
2000 2012 2013
53%
74% 77%
0%
20%
40%
60%
80%
100%
2000 2012 2013
Perc
ent of
Use
rs
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Research Chapter 5: Internet
VIEWS ABOUT BUYING ONLINE
Internet Users Who Agree or Strongly Agree
22%25% 23% 21%
0%
10%
20%
30%
40%
50%
2009 2010 2012 2013
Res
pons
e
Uncomfortable with lack of face-to-face contact when ordering online
*No data available for 2011. Source: USC Annenberg School Center for the Digital Future, “The 2014 Digital Future Report.”
DOES BUYING ONLINE AFFECT PURCHASING IN TRADITIONAL RETAIL STORES?
Internet Users Who Buy Online
38%
30%
41% 39%
7% 10% 10% 9%
49%54%
60%
51%
0%
10%
20%
30%
40%
50%
60%
70%
2009 2010 2012 2013
Res
pons
e
Not reduced at all Somewhat reduced Reduced a lot
*Data not available for 2011. Source: USC Annenberg School Center for the Digital Future, “The 2014 Digital Future Report.”
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Research Research Chapter 5: Internet
AVERAGE MONTHLY PURCHASING
Adult Internet Users
32%
58%
9%
0%
21%
60%
18%
1%
14%
24%
62%
0%0%
10%
20%
30%
40%
50%
60%
70%
$0 $1 - $100 $101 - $1,000 $1,000+
2010 2012 2013
*Data not available for 2011 Source: USC Annenberg School Center for the Digital Future, “The 2014 Digital Future Report.”
US ADULT DIGITAL COUPON USERS, 2012 – 2016
2016 2012 2013 2014 2015
Adult digital coupon users (Millions)
92.3 103.5 112.5 120.8 126.9
Percent change YOY 4.8% 12.0% 8.7% 7.4% 5.0%
Percent of adult Internet users 48.0% 52.0% 55.0% 57.5% 59.0%
Note: Internet users ages 18+ who redeemed a digital coupon/code via any device for online or offline shopping at
least once during the calendar year; includes group-buying coupons.
Source: eMarketer, November 2014.
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Research Chapter 5: Internet
PRICING GUIDELINES FOR PURL AND LANDING PAGE MARKETING
The employment of Personalized URL (PURL) Marketing and Campaign Landing Page marketing has increased dramatically since 2005. Engaging customers and prospects with targeted relevant content substantially increased customer LTV.
There are many factors that affect pricing for the development of any PURL/Landing Page Program. Following are some parameters of likely pricing guidelines.
Program Setup:
To initiate any PURL campaign and architect the program, including reporting, there are typical set-up fees that include creating a customized dashboard, importing the records, prepping the records, segmenting and filtering as instructed, and setting up all likely reporting features. Because size and
scopes of projects vary widely, the range below is broad.
$3,000 – $8,000
Creative Importing/Conversion:
Typically an agency develops creative on behalf of its clients, but there are instances where the creative is prepared by an agency and then repurposed for PURL/Landing Page creation and distribution by a third party. The agency or third party will have to import, convert, and tag the code where necessary.
Again, a broad range is shown; until the strategy has been derived, it is unclear how many pages will be necessitated. $3,000 – $8,000
PURL/Landing Page Creation:
Once the creative is imported and there is a clear understanding of the program objectives, the necessary pages
are then created. This is generally a short turnaround, unless the creative is extraordinarily complex. Per Page: $750 – $1,500
Per Message Fees:
Once the program is set up and all measuring/reporting functions are in place, the fees become transactional. Similar to
print, email pricing improves with volume. Per message: $0.10 for small quantities to less than $ $0.03 for very large quantities.
Reporting:
Marketers are then given administrative access to reporting modules, but there may be instances where it might be
preferred that the agency pull periodic reports. Depending on frequency and total, a complete price will be provided.
Microsite:
A separately hosted campaign-driven site that can be used in lieu of a PURL or Landing Page. Microsites are normally less
than 12 pages and are launched and then taken down at a pre-determined future date. Costs can range from $10,000 - $50,000 depending on the number of pages and overall site functionality.
*These are the fees typically associated with executing a PURL/Landing Page campaign. For any other fees, or for custom applications, prices are better furnished upon an understanding of the deliverable. Source: Moddern Marketing – www.moddern.com.
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2014 INTERNET MARKETING SALARIES
Crandall Associates, Inc., an executive recruiting firm, has determined the salaries by the following process: 1) Discussions with employers, from presidents to personnel officers, nationally, in companies varying in geographic areas, number of employees, and sales volume; 2) Personal interviews and discussions with professionals in Direct Marketing and Online Marketing at all salary levels, working from coast to coast; 3) Analysis of information collected as a result of discussions with potential candidates nationally, with adjustments made for the “fudge” factor. Copies of the full salary guide with 52 functions and regional salary variations are available for $75 from Crandall Associates, Inc., 6 Litchfield Road, Suite 316, Port Washington, NY 11050, 516.767.6800.
Manager Digital Marketing
The online channels are drawing many new recruits to the field of direct marketing. The traditional direct marketing manager’s sibling, the Manager Digital Marketing, has emerged as a very desirable position managing a source that is growing by leaps and bounds.
DUTIES: Accesses and utilizes all relevant research and sales support tools in order to stay current in the online marketplace. Drives sales and customer retention through the website experience. Recommends product, content and marketing programs to support company marketing plans. Monitors and reports on the online sales and traffic results for the website. Builds infrastructures and processes for enabling and executing web contacts. Works closely with the marketing and IT teams to drive and execute various projects.
Salary Range
Low $71,500
Average $82,700
High $91,400
Vice President Digital Marketing
The ability to respond quickly to trends in a rapidly changing environment is one that makes or breaks success in the interactive online world.
DUTIES: Responsible for providing strategy and direction for all online marketing strategies, including social media, branding, and communications. Oversees and directs online marketing channels, including paid and organic search initiatives, email marketing, and media partnerships potentially including mobile, social and video. Interact with top line management for both online and offline internal departments to drive continuous sales growth through the online channel. Oversees relationships with vendors, affiliates, and other companies’ that buy online leads. Manages and merchandising the company website, including user interface of the visual merchandising, product merchandising, site navigation and shoppability, transaction processing, onsite promotion management and site analytics.
Salary Range
Low $137,900
Average $162,700
High $188,400
Website Manager
The website is the storefront — or at least the corporate brochure — for the organization, and it takes a savvy professional to present it well. An effective Website Manager keeps them coming back again and again.
DUTIES: Responsible for developing and executing marketing communications, focusing on building the company’s website customer base. Responsible for growth of page impressions, unique users, web subscribers, and registered users against target. Studies the analysis of site traffic and user surveys to gain understanding of customer purchase patterns. Responsible for the overall “look and feel” of the website, and ensuring consistency with the company’s brand image. Manages copyright and management of digital licensing tied to content. Keeps abreast of web-related developments and evaluates new revenue opportunities.
Salary Range
Low $68,600 Average $80,500
High $91,300
Email Marketing Manager
There is no more “direct” response in direct marketing than the email channel. Campaign results can be determined with unprecedented speed, and adjusted accordingly. This person is responsible for all aspects of planning and execution, including calendar management, creative development, productions and analytics.
DUTIES: Drives and executes email marketing communications to create awareness and interest, resulting in customers returning to purchase new and additional products. Develops and executes regularly scheduled “push” campaigns and special promotions. Develops and oversees the executions of e-newsletters and other regularly scheduled e-marketing campaigns. Must have an understanding of CAN-SPAM. Interfaces with analytics, testing and CRM teams and is responsible for email service provider selection and vendor evaluation.
Salary Range
Low $70,200
Average $75,600
High $89,300
Please note: All salary information from Crandall Associates, Inc. is absolutely copyright-protected. This material may not be photocopied or otherwise reprinted in any other communication unless permission is directly granted by Crandall Associates, Inc. 516.767.6800.
Source: Crandall Associates, Inc. 2015.
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Research Chapter 5: Internet
DEMOGRAPHICS OF CONSUMERS PURCHASING ONLINE
Online Buyers
(000) % of Total
Total number of adults purchasing online 114,847 100%
Gender
Male 50,997 44.4%
Female
63,850
55.6%
Age
18 – 24 12,620 11.0%
25 –34 24,388 21.2%
35 – 44 23,507 20.5%
45 – 54 22,285 19.4%
55 – 64 19,309 16.8%
65+ 12,739 11.1%
Mean age 44
Education
Post graduate 21,535 18.8%
Graduated college 26,438 23.0%
Attended college 37,233 32.4%
Graduated high school 25,096 21.7%
Did not graduate high school 4,546 4.0%
Marital status — respondent
Never married 30,010 26.1%
Presently married 67,879 59.1%
Divorced/separated/widowed 16,958 14.8%
Employment status
Employed full-time (30+ hours) 68,750 59.9%
Employed part-time (<30 hours) 13,148 11.4%
Retired 13,159 11.5%
Homemaker 6,651 5.8%
Household income
<$10,000 3,312 2.9%
$10,000–$14,999 2,042 1.8%
$15,000–$24,999 4,225 3.7%
$25,000–$34,999 7,436 6.5%
$35,000–$49,999 12,651 11.0%
$50,000–$74,999 22,367 19.5%
$75,000–$99,999 19,179 16.7%
$100,000–$149,999 22,411 19.5%
$150,000–$249,999 14,417 12.6%
>$250,000 7,826 6.8%
(Continues on following page)
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Research Research Chapter 5: Internet
DEMOGRAPHICS OF CONSUMERS PURCHASING ONLINE
(Continued)
Online Buyers
(000) % of Total
Number of adults in household
One 16,744 14.6%
Two 68,861 60.0%
Three or four 26,060 22.7%
Five or more 3,183 2.8%
Number of children
One 18,671 16.3%
Two 17,402 15.2%
Three or more 8,891 7.7%
None 69,884 60.8%
Presence of children by age
Under 2 years 7,244 6.3%
2 – 5 years 15,407 13.4%
6 – 11 years 18,222 15.9%
12 – 17 years 17,212 15.0%
Anyone in this household expecting a baby 3,177 2.8%
Census regions
Northeast 21,514 18.7%
Midwest 24,874 21.7%
South 40,305 35.1%
West 28,154 24.5%
Kind of residence
Own (any) 84,523 73.6%
Rent (any) 28,437 24.8%
Moved into present residence in last 12 months 9,763 8.5%
Source: Experian Marketing Services, 2015.
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Research Chapter 5: Internet
PURCHASING BEHAVIOR OF ONLINE BUYERS
Online Buyers
(000) % of Total
Total number of adults purchasing online (including mobile app) 114,847 100%
Types of merchandise purchased in last 3 months
Accessories 15,099 13.1%
Apparel —men’s 19,964 17.4%
Apparel — women’s 27,574 24.0%
Apparel — children’s 11,233 9.8%
Automotive products 7,674 6.7%
Airline tickets 17,564 15.3%
Hotels/tours 17,406 15.2%
Other travel services/packages 3,268 2.8%
Alcoholic beverages 2,238 1.9%
Baby supplies 5,800 5.0%
Banking/financial services 6,773 5.9%
Books/e-books 27,737 24.2%
Computers 3,552 3.1%
Other computer products (software/accessories) 8,827 7.7%
Cosmetics 7,624 6.6%
DVDS/ Blu-rays 14,041 12.2%
Electronics/appliances 10,256 8.9%
Flowers 5,340 4.6%
Food/groceries 7,100 6.2%
Footware/shoes 17,239 15.0%
Gardening 3,072 2.7%
Gourmet gift baskets/assortment 1,536 1.3%
Home furnishings 7,988 7.0%
Housewares 7,630 6.6%
Insurance 3,541 3.1%
Music (downloads/CDs) 17,394 15.1%
Office supplies 5,358 4.7%
Pet supplies/products 7,373 6.4%
Prescription drugs 8,785 7.6%
Other health/medical items 4,716 4.1%
Sporting goods/equipment 8,318 7.2%
Tickets for movies 8,172 7.1%
Tickets for concerts 9,450 8.2%
Tickets for sporting events 4,357 3.8%
Tickets for other events 5,521 4.8%
Toys/games 11,844 10.3%
Video games/systems 6,736 5.9%
Other products/services 19,559 17.0%
Source: Experian Marketing Services, 2015.
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Research Research Chapter 5: Internet
PERCENT OF ADULTS WITH INTERNET-CONNECTED TV
Source: Experian Marketing Services, “Cross-device Video Analysis.”
PERCENT OF ADULTS WHO FIND VIDEO ADS ON EACH DEVICE USEFUL
Source: Experian Marketing Services, “Cross-device Video Analysis.”
25%
30%
34%
0%
5%
10%
15%
20%
25%
30%
35%
40%
2012 2013 2014
36%
17%
9%
39%
28%
14%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
18 - 34 35 - 49 50+
Smartphone Tablet
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Research Chapter 5: Internet
DIGITAL AD SPENDING WORLDWIDE, 2013 – 2018
IN BILLIONS
Source: eMarketer, December 2014.
US DIGITAL AD SPENDING, 2013 – 2018
2017
2013 2014 2015 2016 2018
Digital ad spending (Billions)
$43.11 $50.73 $58.61 $67.09 $74.77 $82.96
Percent change YOY
17.1% 17.7% 15.5% 14.5% 11.4% 11.0%
Percent of total media ad spending 25.2% 28.2% 31.0% 33.5% 35.6% 37.5%
Note: Includes advertising that appears on desktop and laptop computers as well as mobile phones and tablets, and includes all the various formats of advertising on those platforms; data through 2012 is derived from IAB/PwC data
Source: eMarketer, December 2014.
$121.47
$146.42
$170.50
$197.48
$224.34
$252.02
$0
$50
$100
$150
$200
$250
$300
2013 2014 2015 2016 2017 2018
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SPENDING ON DIGITAL ADVERTISING, 2014 IN BILLIONS
Note: Social Technology and Services excludes social display and social search spend; Other Mobile excludes mobile display and mobile search spend.
Source: Winterberry Group analysis of multiple sources, 2015.
$24.2
$3.0 $2.1
$23.4
$2.1
$0.4
$0.0
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
Search Social technologyand services
Lead generation &affiliate services
Display Email Other mobile
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Research Chapter 5: Internet
PREFERRED METHOD OF ACCESS TO MULTICHANNEL RETAILERS
Source: UPS Pulse of the Online Shopper Study, 2014.
APPEAL OF SHOPPING CONVENIENCES TO MILLENNIALS
Source: UPS Pulse of the Online Shopper Study, 2014.
4%
4%
7%
41%
44%
5%
10%
11%
13%
61%
0% 10% 20% 30% 40% 50% 60% 70%
Through a catalog (by calling or ordering through themail)
Online via smartphone (Internet browser or application)
Online via tablet (Internet browser or application)
In a physical store
Online via my desktop or laptop computer
Research ProductsPurchasing Products
33%
33%
35%
36%
37%
41%
41%
43%
0% 10% 20% 30% 40% 50%
In store mobile notifications or messages
Roaming checkout from an associate with a phone ortablet
A touch screen or voice activated sign to interact with toreceive information, make purchase or arrange delivery
Ability to purchase items in a window display for same-day delivery
Mobile checkout with my own phone or tablet while instore
Electronic shelf labels I can scan to learn more about theproduct, check availability or make a purchase
An in-store kiosk that allows you to order products thatare either out of stock in store or not sold in stores
Electronic receipts sent to me via email or text
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Research Research Chapter 5: Internet
IMPORTANCE OF OPTIONS WHEN CHECKING OUT ONLINE
Source: UPS Pulse of the Online Shopper Study, 2014.
ACTIONS TAKEN TO QUALIFY FOR FREE SHIPPING
Source: UPS Pulse of the Online Shopper Study, 2014.
81%
63% 62%
54% 51% 51% 50%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Free shippingoptions
Provideestimated
delivery dateand shippingcosts early inthe process
Estimated orguaranteed
delivery date
Having avariety ofpaymentoptions
Remember me- save my
shopping cartitems and
orderinformation
Personal loginto save
purchasingpreferences
Order history,so I can see
everything I'vebought
16%
30%
31%
35%
47%
50%
58%
0% 10% 20% 30% 40% 50% 60% 70%
Purchase an alternative product that was pricedabove the retailer's free shipping threshold
Delay making my purchase to wait for a freeshipping offer
Join a loyalty program to qualify for free shipping
Choose ship-to-store
Search online for a promo code for free shipping
Choose slowest transit time offered on a retailer's sitebecause it's free
Add more items to a cart to qualify for free shipping
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PREFERENCE IN DELIVERY LOCATION
Source: UPS Pulse of the Online Shopper Study, 2014.
DIGITAL MARKETING GOALS
Source: Demand Metric, “Digital Marketing: Targeting Audiences & Adopting New Strategies,” 2014.
2%
3%
4%
5%
5%
7%
74%
0% 20% 40% 60% 80%
Delivery locker
Another retail location such as a grocery orconvenience store
To another authorized pickup location (i.e. - The UPSStore)
To my workplace
Friend or family member
To the retailer's store from which I purchased theproduct online
To my home/residence
11%
49%
59%
73%
84%
0% 20% 40% 60% 80% 100%
Other goals
Growth of existing accounts
Lead nurturing
Branding
New customer acquisition
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DIGITAL MARKETING SUCCESS METRICS
Source: Demand Metric, “Digital Marketing: Targeting Audiences & Adopting New Strategies,” 2014.
DIGITAL MARKETING CHALLENGES
Source: Demand Metric, “Digital Marketing: Targeting Audiences & Adopting New Strategies,” 2014.
8%
9%
33%
36%
37%
41%
49%
54%
55%
64%
0% 10% 20% 30% 40% 50% 60% 70%
Other
None
Program ROI
Sales opportunities identified
Marketing qualified leads
Impressions
Revenue generated
Number of inquiries
Pages views
Click-thrus
4%
14%
19%
25%
25%
28%
32%
35%
37%
39%
42%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Other challenges
Difficulty integrating with key systems
Difficulty selecting optimal channel mix
Ability to market to prospects in real-time
Difficulty measuring ROI
Cost
Conversion rates
Developing effective content or creative
Ability to precisely target prospects
Ability to better track and measure results
Lack of staff, technology, resources
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THE CHANGING IMPORTANCE OF VIDEO AS CONTENT
Source: Demand Metric, “Video Content Marketing: Identifying Metrics & Measuring Impact,” 2014.
MARKETING VIDEOS PRODUCED ANNUALLY
Source: Demand Metric, “Video Content Marketing: Identifying Metrics & Measuring Impact,” 2014.
0% 0%
5%
32%
63%
0%
10%
20%
30%
40%
50%
60%
70%
Far less important Somewhat lessimportant
Not changing Somewhat moreimportant
Far more important
25%
26%
32%
9%
8%
0% 5% 10% 15% 20% 25% 30% 35% 40%
Less than 5
5 to 10
11 to 50
51 to 100
More than 100
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Research Research Chapter 5: Internet
CONVERSION PERFORMANCE OF VIDEO COMPARED TO OTHER CONTENT TYPES
Source: Demand Metric, “Video Content Marketing: Identifying Metrics & Measuring Impact,” 2014.
HOW IS THE ROI OF VIDEO CHANGING?
Source: Demand Metric, “Video Content Marketing: Identifying Metrics & Measuring Impact,” 2014.
0%
2%
27%
52%
19%
0% 10% 20% 30% 40% 50% 60%
Much worse
Somewhat worse
About the same
Somewhat better
Much better
26%
1%
25%
48%
0% 10% 20% 30% 40% 50%
Unknown
Declining
Same
Better
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Research Chapter 5: Internet
VIDEO CONTENT BUDGET
Source: Demand Metric, “Video Content Marketing: Identifying Metrics & Measuring Impact,” 2014.
VIDEO AS LEAD QUALITY & OPPORTUNITY INDICATOR
Source: Demand Metric, “Video Content Marketing: Identifying Metrics & Measuring Impact,” 2014.
1% 2%
28%
53%
16%
0%
10%
20%
30%
40%
50%
60%
Significantlydecreasing
Slightly decreasing Staying the same Slightly increasing Significantlyincreasing
9%
1%
3%
18%
52%
17%
0% 10% 20% 30% 40% 50% 60%
I don't know
Very ineffective
Somewhat ineffective
Neither effective/ineffective
Somewhat effective
Very effective
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Research Research Chapter 5: Internet
SINGLE MOST EXCITING OPPORTUNITY – 2014 VS. 2015
Source: Econsultancy and Adobe, “Adobe Quarterly Digital Intelligence Briefing: 2015 Digital Trends,” 2015. WE ARE GOING TO BE EXPERIMENTING HEAVILY WITH DIGITAL NEXT YEAR
Source: Econsultancy and Adobe, “Adobe Quarterly Digital Intelligence Briefing: 2015 Digital Trends,” 2015.
4%
10%
10%
10%
10%
18%
15%
20%
5%
6%
7%
7%
11%
11%
13%
15%
22%
0% 5% 10% 15% 20% 25%
Video
Marketing automation
Multichannel campaign management
Social
Big data
Personalization
Mobile
Content marketing
Customer experience
2015
2014
64% 69%
27% 21%
9% 10%
0%
20%
40%
60%
80%
100%
2014 2015
Agree Neutral Disagree
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Research Chapter 5: Internet
MONTHLY ONLINE RADIO LISTENING
Source: Edison Research, “The Infinite Dial,” 2015.
DEVICES USED TO LISTEN TO ONLINE RADIO
Source: Edison Research, “The Infinite Dial,” 2015.
5% 7%
12%
17% 16% 15%
21% 20% 21%
27% 27%
34%
39%
45% 47%
53%
0%
10%
20%
30%
40%
50%
60%
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
% Listening to Online Radio in last month
66% 64%
34%
12%
2%
73%
61%
32%
18%
3%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Smartphone Desktop/Laptop Tablet TV connected toInternet
Internet-connectedaudio system (e.g.,
Sonos)
2014 2015
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Research Research Chapter 5: Internet
CHANNEL MOST ESSENTIAL TO CONSUMERS
Source: Edison Research, “The Infinite Dial,” 2015.
HOW IS YOUR ORGANIZATION’S DIGITAL MARKETING EFFECTIVENESS CHANGING?
Source: Ascend2 and Research Partners, “Digital Marketing Strategy,” September 2014.
42%
5%
14%
37%
54%
4%
9%
30%
0%
10%
20%
30%
40%
50%
60%
Internet Newspaper Radio Television
2010 2015
Effectiveness is Improving, 71%
Not changing or reached a plateau,
25%
Effectiveness is worsening, 4%
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Research Chapter 5: Internet
COMPARING THE MOST EFFECTIVE TACTICS USED WITH THE MOST DIFFICULT TACTICS TO EXECUTE
Source: Ascend2 and Research Partners, “Digital Marketing Strategy,” September 2014.
19%
34%
23%
42%
49%
39%
23%
11%
8%
9%
24%
38%
43%
47%
48%
54%
0% 10% 20% 30% 40% 50% 60%
E-commerce
Mobile/SMS
Paid search / PPC
Content
Social media
Search engine optimization
Website/blogs
Most effective tactics Most difficult tactics
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Research Research Chapter 5: Internet
MARKETING TO SHOPPING CART ABANDONERS
Source: Multichannel Merchant, “MCM Outlook: E-commerce”, 2014.
62.9%
42.7%
20.2% 16.9%
14.5%
0%
10%
20%
30%
40%
50%
60%
70%
Email Retargeting Live chat Telemarketing Pop-up windowreminder
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Research Chapter 5: Internet
TOP GOALS OF WEBSITE REDESIGN
Source: Multichannel Merchant, “MCM Outlook: E-commerce,” 2014.
CHANGES IN DIGITAL MARKETING BUDGETS
Source: Mondo, “The Future of Digital Marketing”, 2015.
19.3%
27.7%
31.1%
31.1%
32.8%
46.2%
49.6%
52.9%
52.9%
64.7%
0% 10% 20% 30% 40% 50% 60% 70%
Cross-channel capabilities
Incorporate social media elements
Add advanced merchandising features
Increase use of personalization
Speed up/refine search function
Make navigation easier
Improve SEO
Increase conversion rate
Mobile/tablet responsive design
Update or refresh the look of the site
In the next 12-18 months, 80% will increase their digital
marketing budget
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Research Research Chapter 5: Internet
POSITIONS BEING HIRED IN THE NEXT 12-18 MONTHS
Source: Mondo, “The Future of Digital Marketing,” 2015.
22%
24%
27%
28%
30%
33%
44%
54%
0% 10% 20% 30% 40% 50% 60%
Product/Brand
Creative services
Operations
Search/SEO
Mobile strategy
Big data/analytics
Content creation
Digital/social
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Research Chapter 5: Internet
PROGRAMMATIC ADVERTISING CPM GROWTH – MOBILE VS. DESKTOP
Notes: Compares each day's CPM to annual average CPM to show i.e. (Day Average CPM/Sample Period Average CPM) 1multiplied by 100. Desktop includes data from desktop and laptop; mobile includes mobile and tablet. Source: sovrn, 2015.
Overview
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Research
DA
TA
NO
NP
RO
FIT
RETA
IL
CA
TALO
G
MA
IL
SO
CIA
L
MO
BILE
SEA
RC
H
INTER
NET
EMA
IL
CO
NS
UM
ER
PO
STA
L
DIR
ECT
M
AR
KETIN
G
Chapter 6: Search
As the Statistical Fact Book goes to press, Google is rolling out its Mobile Usability algorithm update and search marketers worldwide are holding their breath to see what impact it will have. No different to prior years, the pace of change in search continues to be fast and furious. And with these changes comes the need for search marketers to display creative and technical dexterity in a
marketplace that is increasingly competitive, measurable, expensive
and sometimes whimsical. However, the one constant in the search landscape is the ever present demand for new leads. With this has come increasing CPCs as marketers fight for fewer and fewer quality leads - nobody goes to Google first to see if Amazon has the product they’re looking for - allowing Bing to become an increasingly viable and often more cost-effective network, albeit smaller, for certain keyword audiences. However, it is the significant impact of this latest algorithm update that is likely to make the headlines in 2015. It will set the stage for the coming years; impacting not only organic rankings for searches from smartphones (only for generic keywords), which is where the majority of search marketers have been focusing their time, and the conversation, but also on paid search campaigns. And with mobile usability being one of the signals that impact Q scores, it is hard to believe that the weighting of that mobile usability signal will not increase in line with the April 21st update and that organizations with paid media campaigns pointing to non-mobile friendly sites will find their CPCs increase, just to maintain current visibility levels. User First So while 2014 may have been seen as the ‘year of mobile’, the mobile usability update will once and for all draw a line under the
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Research Chapter 6: Search
mobile-first “debate” and place ‘users first’ or ‘digital first’, depending on your perspective. The clear outcome from these changes will be increased pressure on marketers to deliver the content consumers want, whenever and wherever that may be, on their device/screen of choice; bringing with it the need for search marketers to ‘know their customer’ and related behavior by device/screen. And while landing page and conversion page web analytics data will be pored over to better understand how the smartphone user behaved, it will be the conversion path pages and exit pages that are key data points in delivering a better mobile user experience. Device Focus or Screen Size Focus And with smartphones being the focus of everyone’s attention, it begs the question, is it the device that is all important or the screen size? Sure, mobile usability is critical and Google wants users to have the optimal smartphone experience – or prepare to be penalized accordingly – but what about the ads and ad revenue from mobile. It comes as no shock to anybody that paid search advertising targeted to mobile devices is hard to justify, in ROI or ROAS terms, oftentimes due to the fact that some of the most important ad formats simply aren’t viewable on smartphones. How often do you see PLAs on your smartphone? How well do display ads render, if they render? So, if mobile usability is as much about ad viewability and clickability as it is user experience, don’t search marketers requires better metrics for the mobile audience? Better Metrics With discussions on attribution raging across marketing departments worldwide and the targeting of mobile still not delivering acceptable returns, search marketers should prepare for the ‘next’ metric from Google – multi-device conversion rate. It has been clear for some time that in search, one of the most measurable advertising medium on the planet, mobile ROI is the red-headed stepchild; treated and measured like desktop but yearning to be social, mobile ROI and mobile device targeting is often ignored because it simply doesn’t cut it when it comes to campaign ROI. Well, that’s about to end. With multi-device conversion metrics, mobile will at last have a metric that is reflective of its weight in the conversion path, calling for search marketers, website owners and UX specialists to analyze and respond to the any-device or any-screen user. Search Data and Tools The increasing limitation of search-term data available via 3rd party platforms continued in 2014. Search term data from AdWords stopped being available via 3rd party tags and as we head into 2015 and 2016 there is no reason to believe this trend will decline. At the same time, search terms, both organic and paid are available via Google’s tools and platforms, whose features and functionality are expanding on an almost monthly basis.
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Research Chapter 6: Search
To that end, Webmaster Tools has become increasingly robust in recent times, accelerated by the mobile usability update, and is no longer just the domain of webmasters but provides mission critical information for digital marketers, including aggregated organic search queries. Alongside Webmaster Tools, Google Analytics’ capabilities make it increasingly hard to justify the harder to implement and more expensive enterprise web analytics platforms. And with the account-linking capabilities within the Google ecosystem, the combined analytics and reporting power means that regardless of incumbent systems and platforms, every search marketer should log on to these tools direct; if for no other reason than to see the data, reporting and views available, all of which will aid their search optimization efforts. The Role of Search Despite all of these changes, and the continued evolution of the tools available to search marketers, the role of search remains constant; being able to define, target and measure the pre-customer audience anywhere in the world using any language and know that every single searcher is undertaking a search with the idea of taking another action in order to do something else. And as all search specialists will agree, if you put the user first, and listen to what they want, when and where, search is the best real-time market testing and listening tool available!
Authored by: Scott Ellis SVP, Client Solutions Adworthy
Chapter Highlights
In 2014, a search engine marketing marketer made on average, $80,400.
Among marketers, quality content creation is not only the most effective SEO tactic but also the most difficult to execute.
The leading objective of SEO strategy in 2015 will be lead generation followed closely by increase web traffic and improve natural search rankings.
Roughly 1 in 5 searches on Google are related to location.
Google owned the majority (85.6%) of US mobile organic search in Q4 2014.
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Research Chapter 6: Search
2014 SEARCH ENGINE MARKETING SALARIES
Crandall Associates, Inc., an executive recruiting firm, has determined the salaries by the following process: 1) Discussions with employers, from presidents to personnel officers, nationally, in companies varying in geographic areas, number of employees, and sales volume; 2) Personal interviews and discussions with professionals in Direct Marketing and Online Marketing at all salary levels, working from coast to coast; 3) Analysis of information collected as a result of discussions with potential candidates nationally, with adjustments made for the “fudge” factor. Copies of the full salary guide with 52 functions and regional salary variations are available for $75 from Crandall Associates, Inc., 6 Litchfield Road, Suite 316, Port Washington, NY 11050, 516.767.6800.
Search Engine Marketing Manager
One of the best ways to generate website traffic is through Search Engine Marketing. The SEM Manager works with the marketing and technical teams to create and manage pay-per-click advertising strategies and keyword research to maximize click value and the overall customer experience.
DUTIES: Responsible for PPC new keyword development and testing, and executing tactics that increase revenue, site traffic, conversion and margins. Manage day-to-day search marketing activities across multiple search engines (Google, Yahoo!, MSN, Bing, etc.) including the campaign planning, implementation, budget management and optimization of paid search campaigns. Responsible for bid optimization and monitors and analyzes campaigns to meet revenue, and traffic goals. Develops testing plans and implements new strategies and researches and manages affiliate and online advertising programs.
Salary Range
Low $71,800
Average $80,400
High $97,400
Search Engine Optimization Manager
Top 10 positioning in search engines is the most effective form of online marketing. Mystery shrouds how to accomplish this. Enter the Search Engine Optimization Manager.
DUTIES: With the vast majority of all new visitors to a website originating from major search engines, it is essential that every business implement a search engine optimization marketing campaign that allows customers to find them ahead of the competition. The Search Engine Optimization Manager develops and maintains keyword phrases that have a high amount of search traffic, conducts site analysis to ensure the site is user-friendly and optimized, reviews writing to maximize search engine ranking, and creates a program in which links are utilized. Domain name selection, link building and keyword research are of critical importance. It takes skill and time to ensure that the website is ranked above competitors, while still achieving maximum return on investment.
Salary Range
Low $70,400
Average $77,800
High $92,300
Please note: All salary information from Crandall Associates, Inc. is absolutely copyright protected. This material may not be photocopied or otherwise reprinted in any other communication unless permission is directly granted by Crandall Associates, Inc. 516.767.6800.
Source: Crandall Associates, Inc. 2015.
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Research Research Chapter 6: Search
MOST EFFECTIVE SEO TACTICS VERSUS MOST DIFFICULT TO EXECUTE
Source: Ascend2 and Research Partners, “SEO Marketing Benchmark Summary Report,” 2014.
21%
13%
44%
32%
26%
29%
29%
47%
9%
17%
25%
28%
34%
37%
46%
57%
0% 20% 40% 60%
Mobile Search Optimization
Local Search Optimization
Link Building
Frequent Blogging
Social Media Integration
Frequent Website Updating
Keyword Research/Management
Quality Content Creation
Most effective tactics Most difficult tactics
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Research Chapter 6: Search
MOST IMPORTANT OBJECTIVES FOR YOUR SEO STRATEGY IN THE YEAR AHEAD
Source: Ascend2 and Research Partners, “SEO Marketing Benchmark Summary Report,” 2014.
MOST CHALLENGING OBSTACLES TO ACHIEVING IMPORTANT SEO OBJECTIVES
Source: Ascend2 and Research Partners, “SEO Marketing Benchmark Summary Report,” 2014.
14%
21%
24%
29%
35%
53%
55%
55%
Improve analytics and reporting
Increase content development
Attribute sales revenue to SEO
Improve brand awareness
Increase traffic conversion rate
Improve natural search rankings
Increase website traffic
Increased lead generation
0% 10% 20% 30% 40% 50% 60%
18%
26%
27%
29%
30%
32%
40%
44%
Identifying new keywords
Lack of quality content
Optimizing content with keywords
Attributing sales to SEO
Lack of an effective strategy
Understanding search algorithms
Limited SEO skills in-house
Limited SEO budget
0% 10% 20% 30% 40% 50%
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Research Research Chapter 6: Search
SATISFACTION WITH MONTHLY LEAD VOLUME
Source: Demand Metric, “Demand Generation & SEO: Identifying the Impact of SEO on Demand Generation,” 2014.
DEMAND GENERATION METRICS
Source: Demand Metric, “Demand Generation & SEO: Identifying the Impact of SEO on Demand Generation,” 2014.
7%
33% 35%
24%
1%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Very dissatisfied Dissatisfied Neutral Satisfied Very satisfied
4%
24%
25%
35%
36%
36%
39%
48%
49%
65%
67%
69%
78%
Other metrics
Lead flow/volume
Cost of new customer acquisition
Cost per lead/qualified lead
Marketing Qualified Leads (MQLs)
Pipeline created
Sales Qualified Leads (SQLs)
Revenue generated
Leads by source
Conversion rates
Email open rates
Leads generated
Web traffic
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
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Research Chapter 6: Search
UNDERSTANDING OF DEMAND GENERATION ROI
Source: Demand Metric, “Demand Generation & SEO: Identifying the Impact of SEO on Demand Generation,” 2014.
DEMAND GENERATION INVESTMENT INCREASE OUTLOOK
Source: Demand Metric, “Demand Generation & SEO: Identifying the Impact of SEO on Demand Generation,” 2014.
6%
38%
42%
14%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Very precise Within acceptableaccuracy range
Vague We don't know
50%
51%
55%
60%
62%
63%
74%
75%
83%
Content syndication
Online event/webinars
Paid media
Earned media
Email marketing
Landing page testing
Social media
SEO
Website experience
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
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Research Research Chapter 6: Search
LOCATION-RELATED SEARCHES ON GOOGLE
Source: Google, Think With Google Infographic, 2015.
SAME DAY DELIVERY-RELATED SEARCHES ON GOOGLE
Source: Google, Think With Google Infographic, 2015.
NEARBY-RELATED SEARCHES ON GOOGLE
Source: Google, Think With Google Infographic, 2015.
Roughly 1 in 5 searches on Google are related to
location.
Searches for "same day delivery" shopping grew
2x this past February compared to 2010.
Searches for "nearby" have grown 5x since 2011
as people look for what's around them.
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Research Chapter 6: Search
GOOGLE SHARE OF US PAID SEARCH
Source: Merkle | RKG Q4 2014 Digital Marketing Report, 2015.
YEAR-OVER-YEAR GROWTH BY DEVICE CLASS
Source: Merkle | RKG Q4 2014 Digital Marketing Report, 2015.
84.5% 81.9% 83.2%
79.9%
0%
20%
40%
60%
80%
100%
Ad Spend Clicks
2013-Q4 2014-Q4
78%
34%
14%
48%
28%
3%
20%
4%
11%
0%
20%
40%
60%
80%
100%
Phone Table Desktop
Ad Spend Clicks CPC
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Research Research Chapter 6: Search
SHARE OF US MOBILE ORGANIC SEARCH BY ENGINE Q4 2014
Source: Merkle | RKG Q4 2014 Digital Marketing Report, 2015.
Google, 85.6%
Yahoo, 8.4%
Bing, 5.6%
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Research Chapter 6: Search
SEARCH SPEND GROWTH YOY BY QUARTER 2013 - 2014
Source: IgnitionOne,”Q4 2014 Digital Marketing Report,” 2015.
MOBILE SEARCH ADVERTISING YOY GROWTH BY DEVICE Q4 2014
Source: IgnitionOne,”Q4 2014 Digital Marketing Report,” 2015.
1.7%
7%
12.6% 12.1%
8.3% 9.0%
2.1%
11.0%
0%
2%
4%
6%
8%
10%
12%
14%
1Q13 2Q13 3Q13 4Q13 1Q14 2Q14 3Q14 4Q14
YoY
Change i
n S
pend
27%
69%
78%
33%
5%
50%
37% 37%
-9%
0%
-20%
0%
20%
40%
60%
80%
100%
Impressions Clicks Spend CTR CPC
Phone Tablet
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Research Research Chapter 6: Search
Q4 2014 US MOBILE SEARCH SPEND SHARE BY DEVICE
Source: IgnitionOne,”Q4 2014 Digital Marketing Report,” 2015.
SEARCH METRICS Q1 2015
Impressions Clicks Spend CTR CPC eCPM
YOY Total -19.6% 4.1% 25.5% 29.5% 20.6% 56.1%
QoQ Total -26.2% -9.1% 9.9% 23.2% 20.9% 49.0%
Google YOY -31.8% -3.2% 19.3% 40.6% 23.3% 73.3%
Yahoo YOY 31.2% 26.9% 46.1% -0.5% 15.2% 14.5%
Retail YOY -19.4% -3.7% -1.1% 19.4% 2.7% 22.6%
Travel YOY -27.7% 12.4% 21.9% 55.5% 8.5% 68.7%
Source: IgnitionOne, 2015.
Phone, 49.7% Tablet, 50.3%
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Research Chapter 6: Search
SEARCH METRICS YEAR OVER YEAR – BY DEVICE Q1 2015
Impressions Clicks Spend CTR CPC eCPM
Computer -21% 7% 25% 35% 17% 57%
Mobile 26% 21% 81% -4% 49% 44%
Tablet 24% 13% 39% -9% 24% 12%
Source: IgnitionOne, 2015.
PROGRAMMATIC DISPLAY METRICS Q1 2015
Impressions Spend eCPM
YOY -18% 34% 64%
QOQ -6% -1% 5%
Source: IgnitionOne, 2015.
PROGRAMMATIC DISPLAY METRICS – BY VERTICAL Q1 2015
Impressions Spend eCPM
Retail YOY -20% 26% 58%
Auto YOY -27% 34% 82%
Travel YOY -10% 42% 58%
Source: IgnitionOne, 2015.
PROGRAMMATIC DISPLAY METRICS – BY PUBLISHER GROWTH YOY Q1 2015
Impressions Spend eCPM
Google 23% 21% -2%
Facebook -90% 46% 72%
All -6% 22% 27%
Source: IgnitionOne, 2015.
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Research Research Chapter 6: Search
Which of the Following Types of Activities Does Your Organization Carry Out, or Manage on Behalf of Clients?
Source: SEMPO and Econsultancy, “State of Search Marketing Report 2013.”
89%
78%75%
63%
54%
50%
0%
20%
40%
60%
80%
100%
Search engineoptimization
(SEO/organic search)
Paid searchmarketing (pay-per-click/search engine
advertising)
Social mediamarketing (e.g. social
networks, Twitter,blogging)
Email marketing Digital displaymarketing
Mobile marketing
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Research Chapter 6: Search
THE MOST IMPORTANT SUCCESS METRICS FOR SEARCH ENGINE OPTIMIZATION
What are the three most important metrics you use for gauging the success of search engine optimization?
Source: SEMPO and Econsultancy, “State of Search Marketing Report 2013.”
0%
5%
27%
1%
19%
13%
11%
32%
18%
43%
79%
36%
5%
4%
4%
21%
5%
18%
12%
11%
39%
32%
34%
73%
35%
4%
0% 20% 40% 60% 80%
Cost of generating sale offline
Customersatisfaction/advocacy
Customer engagement
Return on ad spend
Brand Perception/awareness
Click-through rates
Value of sales/leads
Keyword rankings
Return on investment
Conversion rate
Traffic volume
Number of sales/leads
Profitability of sales
Agencies Companies
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Research Research Chapter 6: Search
OBJECTIVES FOR SEARCH ENGINE OPTIMIZATION
What is the most important objective your clients are trying to achieve through search engine optimization?
Source: SEMPO and Econsultancy, “State of Search Marketing Report 2013.”
38%
34%
21%
5%
2%
34%
26% 26%
11%
3%
22%
34%
29%
14%
1%
0%
10%
20%
30%
40%
To generate leads To drive traffic towebsite
To sell products,services or content
directly online
To increase brandawareness/enhance
reputation
To improvecustomer
service/customersatisfaction
2011 2012 2013
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Research Chapter 6: Search
MOST IMPORTANT METRICS FOR MEASURING PAID SEARCH MARKETING
What are the three most important metrics you use for gauging the success of paid search marketing?
Source: SEMPO and Econsultancy, “State of Search Marketing Report 2013.”
1%
1%
13%
26%
7%
24%
18%
7%
47%
65%
36%
34%
11%
3%
1%
7%
28%
6%
21%
20%
4%
53%
61%
29%
48%
12%
0% 10% 20% 30% 40% 50% 60% 70%
Cost of generating sale offline
Customer satisfaction/advocacy
Customer engagement
Return on ad spend
Brand perception/awareness
Click-through rates
Value of sales/leads
Keyword rankings
Return on investment
Conversion rate
Traffic volume
Number of sales/leads
Profitability of sales
Agencies Companies
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Research Research Chapter 6: Search
Impacts of Trends and Technologies
In the context of your paid search marketing efforts, how would you describe the impact of the following trends and technologies?
Source: SEMPO and Econsultancy, “State of Search Marketing Report 2013.”
55%
31% 26%
19%
8%
38%
53%
45%
47%
41%
7%
16%
29% 34%
51%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
The increased use ofmobile by consumers
Google's EnhancedCampaigns and
changes to AdWords
Integration withsocial media
Bid managementtechnology
Ad blocking
Highly Significant Significant Not Significant
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Research Chapter 6: Search
OBJECTIVES FOR PAID SEARCH
What is the most important objective your clients are trying to achieve through paid search?
Source: SEMPO and Econsultancy, “State of Search Marketing Report 2013.”
36%
44%
16%
3%
1%
32%
35%
18%
10%
5%
40%
36%
13%
9%
2%
0%
10%
20%
30%
40%
50%
To sell products,services or content
directly online
To generate leads To drive traffic towebsite
To increase brandawareness/enhance
reputation
To improve customerservice/customer
satisfaction
2011 2012 2013
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Research Research Chapter 6: Search
INTEGRATION OF SEO EFFORTS WITH DIGITAL MARKETING DISCIPLINES
To what degree are your SEO efforts integrated with the following digital marketing disciplines?
Source: SEMPO and Econsultancy, “State of Search Marketing Report 2013.”
12%
20%
26%
46% 50%
53%
43%
56%
51%
38%
37% 34%
45%
24% 23%
16% 13% 13%
0%
20%
40%
60%
80%
100%
Contentmarketing
Paid searchmarketing
Social mediamarketing
Mobilemarketing
Email marketing Digital displaymarketing
Not Integrated Somewhat Integrated Highly Integrated
Overview
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Research
DA
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NP
RO
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RETA
IL
CA
TALO
G
MA
IL
SO
CIA
L
MO
BILE
SEA
RC
H
INTER
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EMA
IL
CO
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UM
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STA
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KETIN
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Chapter 7: Email
Email Marketing in 2015: The More Things Change Repeat after me: People like email marketing. Last December, at the end of another tumultuous year for email marketers, I summed up my retrospectives with this important reminder. New technology and trends challenged marketers to keep up with consumers and mailbox providers, new best practices and rules emerged, and through it all email marketing continued to deliver exceptional ROI because people continued to respond positively to the commercial messages that reached their inboxes. They simply liked what marketers sent. In 2015, even as the email marketing landscape becomes more complex, this uncomplicated assertion is more obvious. This past holiday shopping season yielded the most recent evidence of consumers’ connection to email: People got more email from retailers, of course, but instead of showing signs of inbox overload or marketing fatigue, they responded by reading more, buying more, and complaining less. To mailbox providers and senders alike, the message was clear: Commercial email is broadly welcomed – even valued – by subscribers.
Marketers shouldn’t take all the credit, though. They owe a debt to mailbox providers whose increasingly accurate reputation-based and engagement-based filtering technology kept inboxes largely free from the clutter of truly unwanted messages that suppress response and erode trust. And reputable brands across the world still lost more than 13% of their messages to blocking and bulking. Navigating spam filters remains tough today, even for sophisticated senders with clear permission to contact consumers.
174 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 7: Email
The definition of “reputable” has evolved, too. Our most recent research into how mailbox providers assess sending reputations revealed a massive shift away from the middle. Senders whose reputations were once good enough to avoid the worst deliverability problems are increasingly lumped in with the known bad actors. They’re struggling to reach consumers at all. Meanwhile, senders with very good reputations are struggling to reach the inbox with the consistency of their elite competitors. They’re falling behind the best senders in their categories. The top senders are also distancing themselves from the pack in fraud protection. A vanguard of the biggest and most progressive brands was already using authentication-based solutions to prevent phishing attacks from reaching subscribers at the start of 2015. Hundreds more have since followed their lead to authenticate their mailstreams and block suspicious messages using the DMARC standard. By this time next year subscribers are likely to notice which brands attract less fraud and which appear to place them at risk more often, but consumer perception may not be reluctant marketers’ biggest problem. Google issued a stark warning in February to senders that are slow to embrace authentication: DMARC records (or lack of DMARC records) may soon become part of Gmail’s inbox placement decisions, potentially restricting marketers’ access to their account holders. This is a key gatekeeper effectively telling senders, “If you won’t use readily available technology to protect your subscribers from fraud, we’ll do it for you.” That should sound ominous to many marketers, especially as other mailbox providers follow suit. Nevertheless progressive email marketers appear to be positioned for an exceptional year. Building awareness of email security and the brands doing the most to protect their users, increasing consumer control and continually more refined efforts by mailbox providers to deliver the messages that people want, and top senders’ commitment to maintaining great reputations are all contributing to a strong future for the most profitable channel. Don’t forget, though, that email marketing’s success ultimately hinges on one essential truth: People like it. Authored by:
Matt Blumberg Co-founder and CEO Return Path, Inc. DMA Board
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Research Chapter 7: Email
Chapter Highlights
In 2013, 95.7% of adults 25 – 34 have a personal computer, and 80.4% have broadband access.
Subject line testing is the most popular (98%) among marketers followed closely by creative testing (95%).
84% of email subscribers want personalized emails.
As of Q4 2014, the majority – 52% – of opens now occur on either a smartphone or tablet.
80.1% of subscribers sign up to receive emails from a company because they want discounts.
176 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 7: Email
HOUSEHOLD EMAIL CAPABILITY BY INCOME Entry Overview (Percentage of Households) Postal Fiscal Years 2012 and 2013
Capability Under $7K $7K–$9.9K $10K–$14.9K $15K–$19.9K
2012 2013 2012 2013 2012 2013 2012 2013
Have personal computer 48.6 63.1 46.1 56.8 48.6 58.3 62.2 65.3
Have Internet access 3.2 5.0 1.3 2.3 4.2 5.2 3.6 1.4
Have broadband access 30.6 47.4 38.9 33.6 36.9 39.9 49.3 53.5
62 2
Capability $20K–$24.9K $25K–$34.9K $35K–$49.9K $50K–$64.9K
2012 2013 2012 2013 2012 2013 2012 2013
Have personal computer 69.5 76.2 77.3 79.1 84.4 87.0 88.5 90.1
Have Internet access 3.2 1.9 4.2 3.0 2.6 1.7 2.2 2.8
Have broadband access 56.7 56.3 64.0 65.7 74.1 75.4 79.4 77.5
Capability $65K–$79.9K $80K–$99.9K $100K–Over
2012 2013 2012 2013 2012 2013
Have personal computer 94.3 93.8 96.4 96.3 98.0 97.7
Have Internet access 2.7 2.2 1.5 1.9 1.1 1.4
Have broadband access 84.6 82.9 88.8 86.2 91.9 89.8
Note: Broadband access includes any form of Internet access other than dial-up.
Source: USPS Household Diary Study, 2014.
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Research Research Chapter 7: Email
HOUSEHOLD EMAIL CAPABILITY BY AGE OF HOUSEHOLD
Entry Overview (Percentage of Households) Postal Fiscal Years 2012 and 2013
Capability 18–21 22–24 25–34 35–44 45–54
2012 2013 2012 2013 2012 2013 2012 2013 2012 2013
Have personal computer 86.7 86.9 93.0 93.8 94.3 95.7 92.9 95.7 87.0 89.9
Have Internet access 0.0 5.8 0.0 2.3 1.2 0.6 2.1 1.4 3.5 2.5
Have broadband access 67.9 58.7 80.3 66.8 82.5 80.4 82.8 81.8 76.6 78.2
Capability 55–64 65–69 70–74 75+
2012 2013 2012 2013 2012 2013 2012 2013
Have personal computer 79.5 84.6 72.8 79.1 62.8 69.9 44.2 46.2
Have Internet access 3.3 2.3 3.5 3.7 4.2 3.3 2.8 2.5
Have broadband access 70.5 75.3 63.3 68.2 52.8 57.9 35.5 36.5
72.8 Note: Broadband access includes any form of Internet access other than dial-up
Source: USPS Household Diary Study, 2014.
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Research Chapter 7: Email
CLICK RATES BY INDUSTRY
Source: MailerMailer LLC, “Email Marketing Metrics Report.” October 2014.
3.2%
2.3%
2.1%
0.4%
1.3%
2.7%
2.4%
2.6%
1.9%
1.3%
2.4%
2.0%
1.3%
2.6%
1.6%
1.5%
2.7%
2.6%
0.7%
0.8%
1.1%
3.3%
2.6%
1.2%
1.1%
2.1%
1.9%
2.1%
0.7%
1.8%
2.2%
3.6%
0.8%
1.1%
0% 1% 2% 3% 4%
Transportation
Sports, fitness & recreation
Science & biotechnology
Restaurant, bar & night club
Religious
Recruitment & staffing
Real estate
Pet & animal services
Other
Nutrition & pharmaceuticals
Museums & galleries
Marketing, advertising & PR
Manufacturing & distribution
Leisure, travel & tourism
Legal services
Journalism, publishing & printing
IT services
Home
Hobbies
Healthcare
Government & politics
Food, beverage & agriculture
Fashion & beauty
Family services
Event planning
Entertainment
Education
Deals & coupons
Computers, electronics & software
Business supplies & services
Association & organization
Arts & crafts
Architecture & construction
Accounting & finance
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Research Research Chapter 7: Email
CLICK RATES BY PERSONALIZATION
Source: MailerMailer LLC, “Email Marketing Metrics Report.” October 2014.
CLICK RATES BY SUBJECT LINE LENGTH
In Characters
Source: MailerMailer LLC, “Email Marketing Metrics Report.” October 2014.
1.1%
3.1%
1.8%
3.4%
0%
1%
2%
3%
4%
5%
Subject line onlypersonalized
Message onlypersonalized
Not personalized Both subject line &message
personalized
Clic
k R
ate
2.4% 2.2% 2.1%1.6% 1.7%
0%
1%
2%
3%
4%
5%
4 to 15 16 to 27 28 to 39 40 to 50 51+
Clic
k R
ate
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Research Chapter 7: Email
OPEN RATES BY PERSONALIZATION
Source: MailerMailer LLC, “Email Marketing Metrics Report.” October 2014.
NON-BOUNCE, OPEN AND CLICK RATES
Source: Epsilon, “Q4 2014 Email Trends and Benchmarks Study,” 2015.
9.8%
17.6%
11.4%
5.3%
0%
5%
10%
15%
20%
Subject line onlypersonalized
Message onlypersonalized
Not personalized Both subject line &message personalized
Ope
n R
ate
96.0% 96.4% 96.1% 95.7% 96.1% 96.4% 96.4% 96.0% 96.6%
27.4% 31.1% 28.5% 29.5% 30.9% 32.9% 30.8% 31.5% 32.2%
4.5% 5.1% 4.3% 4.5% 4.4% 4.3% 4.0% 4.0% 4.0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Q4 2012 Q1 2013 Q2 2013 Q3 2013 Q4 2013 Q1 2014 Q2 2014 Q3 2014 Q4 2014
Non-Bounce Open Rate Click-Through
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Research Research Chapter 7: Email
MOST EFFECTIVE TACTIC FOR EMAIL LIST GROWTH PURPOSES VERSUS MOST DIFFICULT TO EXECUTE
Source: Ascend2/Research Partners, “Email List Growth Survey Summary Report.” January 2015.
11%
14%
20%
22%
29%
30%
42%
43%
21%
31%
39%
21%
40%
12%
22%
16%
0% 10% 20% 30% 40% 50%
Call Center / In-store Email Capture
Email Forward-to-a-Friend
Paid Search Campaigns
Purchase Process
Social Media Sharing
Upcoming Events
Content Downloads
Website Access
Most Difficult Tactics Most Effective Tactics
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Research Chapter 7: Email
WHAT ARE THE MOST CHALLENGING OBSTACLES TO YOUR EMAIL LIST GROWTH SUCCESS?
Source: Ascend2/Research Partners, “Email List Growth Survey Summary Report.” January 2015.
WHAT IS THE AVERAGE NUMBER OF FIELDS YOU REQUIRE ON REGISTRATION FORMS USED FOR
EMAIL LIST GROWTH PURPOSES?
Source: Ascend2/Research Partners, “Email List Growth Survey Summary Report.” January 2015.
12%
17%
19%
23%
39%
40%
43%
44%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Unsubscribe rate
SPAM regulatory compliance
Social audience conversion
Externally sourced list quality
Strategy effectiveness
Email list hygiene/accuracy
List growth expertise
Content relevance/value
11%
61%
25%
4%
0%
10%
20%
30%
40%
50%
60%
70%
1 Field (Email Only) 2 to 4 Fields (Short Form) 5 to 7 Fields (MediumForms)
8 or More Fields (LongForm)
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Research Research Chapter 7: Email
HOW EMAIL CUSTOMERS ARE SEGMENTED
Source: Experian, “The State of Cross-Channel Marketing Report,” December 2014.
88%
84% 82%
80% 78%
67%
57%
49% 47%
44%
38% 36%
6%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
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Research Chapter 7: Email
EMAIL REMARKETING CAMPAIGNS
Source: Experian, “The State of Cross-Channel Marketing Report,” December 2014.
HOW EMAIL CREATIVE IS OPTIMIZED
Source: Experian, “The State of Cross-Channel Marketing Report,” December 2014.
11%
16%
25%
26%
31%
40%
43%
44%
55%
67%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Browse on sale
Back in stock
Replenishment
Abandoned form or activity
None at this time
Category browse-based
Abandoned shopping cart series (more than one message)
Product browse-based
Thank you for purchase (not order or ship confirmation)
Abandoned shopping cart (one message)
12%
16%
22%
25%
27%
32%
35%
53%
53%
0% 10% 20% 30% 40% 50% 60%
We don't do any of these
Mobile Segmentation
Device versioning
We don't do any of these, but we plan on it
Movable Ink's Device Targeter
Promoting mobile applications
Rich text mobile version
Responsive design
Optimized email dimensions
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Research Research Chapter 7: Email
TYPES OF EMAIL TESTS CONDUCTED
Source: Experian, “The State of Cross-Channel Marketing Report,” December 2014.
RETAILERS USING SHOPPING CART RECOVERY CAMPAIGNS
Source: Listrak, 2014 Research Report and Look Back. Sixth Annual Study of Email Tactics Used by the Internet Retailer1000.
8%
34%
37%
45%
46%
54%
55%
61%
64%
76%
77%
95%
98%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
I don't currently test
Multivariate
Friendly form
Mobile optimization
Number of products
Product placement
Pre-header text
Day of week
Frequency
Time of day
Call to action
Creative
Subject line
34.3%
32.7%
33.5%
32%
32%
33%
33%
34%
34%
35%
Top 500 Retailers Second 500 Retailers Total 1000 Retailers
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Research Chapter 7: Email
WHAT EMAIL SUBSCRIBERS WANT
Source: Listrak, 2014 Research Report and Look Back. Sixth Annual Study of Email Tactics Used by the Internet Retailer1000.
84%
69%
82%
77%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Want personalized emails Will share more personalinformation
Want more emails per weekas long as they're relevant
Are more likely to purchasefrom personalized email
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Research Research Chapter 7: Email
EMAIL CAMPAIGN CADENCE – TOP 500 RETAILERS
MESSAGE ONE
MESSAGE TWO
MESSAGE THREE
MESSAGE FOUR
24.0%
42.7%
15.8%
9.4%
2.3%5.8%
0%
15%
30%
45%
Sent within onehour of
abandonment
Sent between 1‐24hours
Waited 2 days Waited 3 days Waited 4 days Waited 5 or moredays
41.7%35.2%
7.7%3.3%
12.1%
0%
15%
30%
45%
Sent within 24 hours offirst message
Waited 2 days Waited 3 days Waited 4 days Waited 5 or more days
13.2%
24.5%
4.5% 6.7%
51.1%
0%
15%
30%
45%
60%
Sent within 24 hours ofsecond message
Waited 2 days Waited 3 days Waited 4 days Waited 5 or more days
16.7%
41.6%
25.0%
16.7%
0%
15%
30%
45%
Sent within 24 hours of thirdmessage
Sent between 2‐7 days Sent between 8‐14 days Sent over 15 days
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Research Chapter 7: Email
AMOUNT OF US EMAILS SENT PER MONTH AS PART OF MARKETING EFFORTS OR TRANSACTIONAL
AND BUSINESS EMAIL
Source: Mailjet & Radius, Global Email Marketing Research Study, November 2014.
AMOUNT OF US EMAILS SENT PER MONTH AS PART OF MARKETING EFFORTS OR TRANSACTIONAL
AND BUSINESS EMAIL
Source: Mailjet & Radius, Global Email Marketing Research Study, November 2014.
11%
14%
18%
25%
31%
0% 5% 10% 15% 20% 25% 30% 35%
2,500,000+
2,000,000 - 2,499,999
1,500,000 - 1,999,999
1,000,000 - 1,499,999
500,000 - 999,999
35% 34% 34%
28% 28% 28% 27%
26%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Account for newproduct releases
It's part of ourbusiness
model/policy
Communicateimportant
company/industrynews
Account for theseason
Account forholiday periods
Account for largeevents
Consumers opt-infor more contact
Geographicalreasons
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Research Research Chapter 7: Email
PERCENT OF US COMPANIES WHO USED A TOOL OR FEATURE IN PAST 12 MONTHS
Source: Mailjet & Radius, Global Email Marketing Research Study, November 2014.
31%
33%
35%
34%
33%
32%
34%
35%
40%
37%
38%
32%
42%
38%
36%
37%
0% 10% 20% 30% 40% 50%
Historical campaign comparison
Ability to adjust email frequency
Dedicated IPs
Social media integration
Email inbox preview
Real-time analytics
Whitelists
Customizable email templates
Custom landing pages
Autoresponders
24/7 customer service
Subscriber segmentation
Email/campaign tracking and reporting
Email delivery alerts
Email personalization
HTML editor
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Research Chapter 7: Email
MOBILE EMAIL OPENS IN 2014
Source: LiveIntent, 2014.
MOBILE EMAIL OPENS IN 2014
Source: LiveIntent, 2014.
MOBILE EMAIL OPENS IN 2014 - WOMEN
Source: LiveIntent, 2014.
MOBILE EMAIL OPENS IN 2014 - MEN
Source: LiveIntent, 2014.
Mobile (tablet and smartphone) email opens
grew 49% over the course of 2014
As of Q4 2014, the majority – 52% – of opens now occur on either a smartphone or
tablet.
Women opened an average 94% more emails
on tablets than smartphones.
Men opened an average 103% more emails on
tablets than smartphones.
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Research Research Chapter 7: Email
REASONS FOR SIGNING UP TO RECEIVE EMAIL FROM COMPANIES SEEKING BUSINESS
Source: BlueHornet, “Consumer Views of Email Marketing,” 2014.
TYPES OF DISCOUNTS OR OFFERS PREFERRED
Source: BlueHornet, “Consumer Views of Email Marketing,” 2014.
1.1%
4.6%
27.3%
29.9%
30.7%
35.9%
80.1%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Other
I don't sign up for emails
To particpate in product research
If I love the brand
To get product/service updates
To receive tailored/exclusive offers
To receive discounts
2.8%
8.1%
22.4%
24.8%
42.0%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Other
Buy one, get one (BOGO)
A percentage discount
Free shipping
Money off the price
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HOW COMFORTABLE ARE YOU PROVIDING EACH OF THESE PERSONAL INFORMATION ELEMENTS TO
A COMPANY THAT HAS PRODUCTS OR SERVICES YOU ARE CONSIDERING PURCHASING? (ON A SCALE OF 1 TO 7, WHERE 1 IS LEAST AND 7 IS MOST COMFORTABLE)
Source: BlueHornet, “Consumer Views of Email Marketing,” 2014.
TYPES OF WELCOME MESSAGES
Source: Return Path, “How America’s Top Retails Set the Tone with Welcome Emails,” 2014.
3.1
3.5
4.2
4.9
4.9
5.1
5.3
0 1 2 3 4 5 6 7
Credit card number
Phone number
Physical address
Age
Name
Gender
Offer, 25%
Other, 2%
Preferences, 4%
Thank you, 3%
Welcome, 64%
Confirmation, 1%
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TYPES OF DISCOUNTS
Source: Return Path, “How America’s Top Retails Set the Tone with Welcome Emails,” 2014.
INBOX PLACEMENT RATES
Source: Return Path, “Inbox Placement Benchmark Report,” 2014.
25% discount, 1% 20% discount, 6%
15% discount, 24%
10% discount, 64%
Inbox, 83%
Spam, 6%
15% discount, 11%
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INBOX PLACEMENT BY INDUSTRY
Source: Return Path, “Inbox Placement Benchmark Report,” 2014.
84%
82%
70%
43%
90%
81%
90%
74%
92%
87%
96%
91%
87%
86%
77%
84%
87%
79%
91%
91%
0% 20% 40% 60% 80% 100%
Travel, recreation, and leisure
Telecommunications
Technology
Software & Internet
Retail
Publishing, broadcast, Internet
Not For profit
Media & entertainment
Insurance
Hospitality
Health and beauty
Food & beverage
Finance
Education
Consumer services
Communications
Business services
Biotechnology
Automotive
Apparel
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COMPLAINTS PER 10,000 MESSAGES
Source: Return Path, “State of the Inbox, Quarterly Snapshot: Q4 2014.”
DAILY MESSAGES RECEIVED (INBOX ONLY)
Source: Return Path, “State of the Inbox, Quarterly Snapshot: Q4 2014.”
63
70
84
72
109 109
0
20
40
60
80
100
120
Shopping Travel Finance News Entertainment Business
46%
25%
9% 6%
14%
0%
10%
20%
30%
40%
50%
60%
<6 6-10 11-15 16-20 >20
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TOTAL DATA SPEND FOR EMAIL
In Billions
Source: Winterberry Group, 2014.
FROM WHICH OF THE FOLLOWING PLACES HAVE YOU MADE PURCHASES THAT WERE INFLUENCED
BY A COMPANY’S EMAIL?
Source: MarketingSherpa, 2015.
20% 22%
12%
8% 6%
1%
31%
0%
5%
10%
15%
20%
25%
30%
35%
Online only Primarily online,but also
occasionally in astore or over the
phone
Equally onlineand in a store orover the phone
Primarily in astore or over the
phone, butoccasionally
online
Only in a store orover the phone
Other I have nevermade purchases
that wereinfluenced by acompany's email
$0.24 $0.30
$0.37
$0.71
$0.94
$1.07
$0.00
$0.20
$0.40
$0.60
$0.80
$1.00
$1.20
2010 2011 2012 2013 2014 2015E
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HOW OFTEN WOULD YOU LIKE TO RECEIVE PROMOTIONAL EMAILS FROM COMPANIES THAT YOU
DO BUSINESS WITH?
Source: MarketingSherpa, 2015.
86%
61%
15%
10%
4%
32%
9%
16%
4% 1%
9%
0%
20%
40%
60%
80%
100%
At leastmonthly
(Sub-Net)
At leastweekly
(Sub-Net)
Daily Twice aweek
Three timesa week
Weekly Twice amonth
Monthly Quarterly(once
every 3months)
Yearly Never
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WHAT ARE YOUR VIEWS OF REMINDER EMAILS THAT TELL YOU WHEN YOU HAVE AN ITEM IN YOUR ONLINE SHOPPING CART THAT HAS NOT YET BEEN PURCHASED?
Source: MarketingSherpa, 2015.
12%
5%
16%
8%
4%
2%
3%
17%
10%
12%
7%
6%
0% 2% 4% 6% 8% 10% 12% 14% 16% 18%
I have never received an email reminder
None
They are annoying, and I wish brands would stopsending them
They are annoying, but I occasionally complete thepurchase after receiving them if there is a discount in
the email
They are annoying, but I occasionally complete thepurchase after receiving them
They are annoying, but I always complete thepurchase after receiving them if there is a discount in
the email
They are annoying, but I always complete thepurchase after receiving them
They are helpful, but do not affect my decision topurchase
They are helpful, and I occasionally complete thepurchase after receiving if there is a discount in the
They are helpful, and I occasionally complete thepurchase after receiving them
They are helpful, and I always complete the purchaseafter receiving if there is a discount in the email
They are helpful, and I always complete the purchaseafter receiving
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IN WHICH OF THE WAYS WOULD YOU LIKE COMPANY EMAILS TO CHANGE?
Source: MarketingSherpa, 2015.
15%
1%
7%
10%
12%
14%
6%
25%
1%
30%
6%
29%
20%
28%
0% 5% 10% 15% 20% 25% 30% 35%
None - I would not like company emails to change at all
Other
Send more text-only emails
Send fewer text-only emails
Send more visual emails (e.g. images, videos)
Send fewer visual emails (e.g., images, videos)
Send more non-promotional emails (e.g., newsletters,articles, videos, contests)
Send fewer non-promotional emails (e.g., newsletters,articles, videos, contests)
Send longer emails
Send shorter emails
Send emails less personalized to my individualpreferences and behavior
Send emails more personalized to my individualpreferences and behavior
Send fewer promotional emails (e.g., coupons, salesnotifications)
Send more promotional emails (e.g., coupons, salesnotifications)
Overview
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DA
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Chapter 8: Mobile Marketing
Entropic forces – natural forces that lead to a lack of order or predictability – rule the marketplace. In order to understand the marketplace and to create order and predictability, leading marketers, regardless of their size, understand that marketing is a data science. For decades, marketers like Procter & Gamble,
Walmart, The Coca-Cola Company, and the unnamed thousands
from around the world, have used, and in many cases invented, qualitative and quantitative research methodologies to generate data and insight around the effectiveness of their marketing efforts. They use these methodologies to generate inalienable facts, truths rather than subjective interpretations, around the current and future state of consumer's needs and the effectiveness of their marketing to fulfill those needs. They constantly adjust their methods to test, validate and revise their facts, their truths, to ensure that their understanding remains viable within an ever-evolving marketplace, as they strive to achieve the ultimate goal of marketing: to connect buyers and sellers through the exchange of mutual value with maximum effect and efficiency for both parties. Marketing science fights an ongoing battle against entropic forces while striving to achieve and maintain equilibrium. Marketers are constantly at risk of using too little or too many resources in an effort to achieve their goals. But to be truly successful, marketers must strive to apply the appropriate amount of resources to a given situation when working toward their goal. If they use too many resources they’re being wasteful, while if they use too few resources, they’re not taking full advantage of the opportunity. If they use the “right” amount of resources to achieve the goal, they may find a state of equilibrium.
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Research Chapter 8: Mobile Marketing
In the digital era, marketing science is not getting any easier. In fact, it’s getting harder, more complicated and faster. Report after report informs and reinforces the fact that consumers’ media consumption patterns have irrevocably changed forever – consequence of their adoption and use of mobile phones and connected devices (tablets, fitness monitors, digital display, SmartTVs, cars, watches, etc.). People are spreading their attention across an ever-expanding number of devices along with countless forms of traditional media and digital enhanced media. Moreover, with the onslaught of new media, including social media, games and niche web, application and messaging channels serving a near infinite set of interests and demands, consumer attention is at a premium. Mobile Marketer magazine recently reported how an executive from GFK, a global leader in consumer insight, noted that the average attention span of consumers has dropped from about 12 minutes nearly two decades ago to eight seconds today. This blip of time is slightly less than the attention of the average goldfish. In other words, you have less than eight seconds to grab someone's attention, engage them and start to influence their behaviors or more specifically, to refocus them from being an unaware/anonymous shopper into a highly-aware and engaged loyal advocate. This is something we at mCordis refer to as the practice of Directed Shopping. While marketing in the digital era is increasingly more complex, it can also be deceptively simple. For example, Kimberly Clark has organized their marketing into four simple pillars: media, content, data and commerce. And, they have learned to influence commerce as a function of data-informed content that leads to effective storytelling in media (owned, paid, earned and shared media).
This framework is exactly what leading marketers are doing with the adoption of cutting edge solutions like programmatic advertising, content marketing and hyper-personalized SMS, MMS and push notification messaging. What’s unique about today’s digital age is the real-time signals, the digital exhaust that consumers are generating as they move through the digital and physical realms. Like crude oil, cutting-edge marketers are capturing a consumer’s digital exhaust, analyzing and refining and repurposing it so that they can engage consumers at real-time moments that matter. Marketers are shifting from “hope and trust,” to “test and learn” marketing. For example, in the advertising context, marketers no longer have to buy media in advance based on fixed media modeling while hoping the media mix is the right one and settling for average results of uncertain value. Instead, marketers can leverage automated systems that, in real-time, leverage data to place relevant ads, offers and messages (aka content) when and where an individual customer is most likely to respond, i.e., in the
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Research Chapter 8: Mobile Marketing
grocery aisle after they’ve stood in front of a product for more than eight to thirty seconds. This customer-centric approach to marketing and advertising is driving results that matter to marketers - i.e., views, subscriptions, downloads, installs, store visits, and purchases—and delivering value to people. This new data-driven, fact-based approach to marketing is also shifting the marketer’s needs away from traditional paid media approaches. A few years ago, The Coca-Cola Company launched what it refers to as the Coca-Cola 2020 initiative – an initiative that has the company focusing more on creating relevant content to have a conversation with their customers rather than simply relying on mass-market paid media to generate awareness that can’t be measured. Adidas, Taco Bell, Dell Computers and countless others are also adopting this practice. Taco Bell's CMO Chris Brandt last month remarked, “people don’t necessarily want to be marketed to, so brands should look to create engagement and conversations at every consumer touch point.” (March, 2015). As illustrated by Gupta, data and facts are at the heart of modern marketing. In order to know what someone might find engaging
and to validate what they do, requires a discipline of listing and
response, a discipline in the digital-marketing world that takes advanced data measurement, management and marketing automation skills. Amazon, for instance, reportedly updates its website every 11 seconds in order to experiment, collect data, and optimize the experience it is giving its visitors. In a data-driven marketplace, marketers must adopt a test-and-learn strategy that includes data collection, listening and response. It is not getting any easier; it is just getting faster as consumers move throughout their lives in a constant circadian rhythm between digital and physical states. As we leave behind the age of “Mad Men”, an age characterized by creativity and messaging, and enter the age of “Math Men”, we will find that marketers can generate and leverage an ever-widening array of data and facts like those reported in this year’s Direct Marketing Association Statistical Fact Book. It is imperative that every marketer recognizes that marketing is a data science and begin to leverage facts to help guide their marketing journey. Authored by:
Michael J. Becker Co-founder & Managing Partner mCordis LLC
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Chapter Highlights
Nearly 93 million US adults will use mobile coupons this year.
US Retail M-commerce sales will reach $76.79 billion in 2015.
Of all time spent on mobile apps, consumers spend 25% on social networking.
The number of mobile-connected devices exceeded the world’s population in 2014.
Almost 70% of consumers say they prefer business to communicate to them via email.
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US ADULT MOBILE COUPON USERS, 2013 - 2016
Numbers in Millions
Note: Digital coupon users are Internet users who redeemed a digital coupon/code via any device for online or offline shopping at least once during the calendar year; includes group-buying coupons. Methodology: Estimates are based on the analysis of survey data from research firms, historical trends, company-specific data, and Internet and mobile adoption trends.
Source: eMarketer, November, 2014.
USE OF MOBILE PHONE FUNCTIONS
Source: USC Annenberg School Center for the Digital Future, “The 2014 Digital Future Report.”
61.4
78.7
92.5
104.1
0
20
40
60
80
100
120
2013 2014 2015 2016
54% 52%
20% 18%
62% 60%
23% 23%
82% 79%
43%
59%
77%
70%
43%
59%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Text Messaging Take Pictures Play Games Access the Internet
2009 2010 2012 2013
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WHAT TYPES OF MOBILE ADVERTISING IS YOUR COMPANY ENGAGED IN?
Source: Econsultancy, “Cross-Channel Marketing Report,” 2014.
US RETAIL M-COMMERCE SALES, 2013 - 2019 NUMBERS IN BILLIONS
Note: Includes products or services ordered using the internet via mobile devices, regardless of the method of payment or fulfillment; excludes travel and event ticket sales; includes sales on tablets.
Source: eMarketer, February, 2015.
48%
56%
31% 33%
23%
54%
2%
44% 39%
20% 18% 15% 14%
39%
0% 0%
10%
20%
30%
40%
50%
60%
Mobile displayadvertising(banners)
Mobile searchmarketing
Location-basedtargeting
In-appadvertising
Push notifications Mobile displayadvertising
(video)
None of theabove
Other
2013 2014
$42.28
$58.07
$76.79
$98.61
$115.06
$133.35
$153.50
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
2013 2014 2015 2016 2017 2018 2019
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US RETAIL M-COMMERCE SALES, BY DEVICE, 2013 - 2019
NUMBERS IN BILLIONS
2013 2014 2015 2016 2017 2018 2019
Tablet $26.43 $38.21 $52.22 $69.32 $82.27 $96.79 $112.76
% change 88.4% 44.6% 36.7% 32.8% 18.7% 17.6% 16.5%
Smartphone $14.80 $18.58 $23.04 $27.61 $31.07 $34.80 $38.96
% change 48.3% 25.6% 24.0% 19.8% 12.5% 12.0% 11.9%
Other mobile devices $1.06 $1.28 $1.54 $1.68 $1.73 $1.76 $1.78
% change 11.5% 20.9% 20.2% 9.1% 3.0% 2.0% 1.2%
Total $42.28 $58.07 $76.79 $98.61 $115.06 $113.35 $153.50
% change 69.4% 37.3% 32.2% 28.4% 16.7% 15.9% 15.1%
Note: Includes products or services ordered using the Internet via mobile devices, regardless of the method of payment or fulfillment; excludes travel and event ticket sales.
Source: eMarketer, February 2015.
HOW OFTEN DO YOU INCORPORATE MOBILE PROMOTIONS INTO YOUR ANNUAL MARKETING
CALENDAR?
Source: ChiefMarketer.com, 2014.
Not at all, 40%
Annually, 9%
Monthly, 19%
Quarterly, 22%
Weekly, 10%
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WHAT PERCENTAGE OF YOUR TOTAL MARKETING BUDGET WILL GO TO MOBILE IN 2014?
Source: ChiefMarketer.com, 2014.
WHAT CAN USERS DO WITH YOUR APP?
Source: ChiefMarketer.com, 2014.
12.0%
21.0%
18.0%
40.0%
29.0%
11.0%
24.0%
27.0%
26.0%
38.0%
0% 10% 20% 30% 40% 50% 60%
Interact with other users
See live event info
Reviews/ratings
Get product specs
View video
Play a game
Access social channels
Customer service
Get a price quote
See a product demo
65%
17%
9% 5%
2% 2%
0%
10%
20%
30%
40%
50%
60%
70%
0-10% 11-20% 21-30% 31-50% 51-70% 71-100%
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WHAT ARE YOUR AIMS FOR YOUR MOBILE APPS?
Source: ChiefMarketer.com, 2014.
11%
10%
10%
12%
25%
26%
15%
24%
24%
15%
16%
24%
24%
12%
37%
43%
58%
28%
27%
0% 10% 20% 30% 40% 50% 60%
Other
Geographic location site/app accessed from
Time of day mobile site or app accessed
Type of device used to access mobile site/app
Email/other non-mobile sign-ups
Leads generated via mobile
Incremental sales via mobile
Content engagement
Bar code/QR/tag scans
Mobile coupons/offer redemptions
App engagement
App downloads
Opt-ins to receive alerts, other messaging
In-store traffic
Traffic pass-through to main website
Mobile site traffic
Click-throughs
Text message opens
Ad impressions
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TOTAL US INTERNET USAGE IN MINUTES (BILLIONS) BY PLATFORM
Source: comScore, “The State of Mobile,” 2014.
SHARE OF MOBILE APP TIME SPENT
Source: comScore Mobile Metrix, U.S., Age 18+, June 2014.
401 429 495
131
442
521
11
124
143
0
200
400
600
800
1,000
1,200
December 2010 December 2013 July 2014
Desktop Smartphone Tablet
34%
25%
16%
8%
5%
5%
4% 4%
All Others
Social Networking
Games
Radio
Multimedia
Retail
Instant Messengers
Photos
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M-COMMERCE SHARE OF TOTAL DIGITAL COMMERCE DOLLARS
Source: comScore m-Commerce Measurement, 2014.
1.8%
2.4%
3.6%
5.8%
6.6%
8.8%
9.0%
9.3%
8.1%
9.8%
11.3%
10.5%
8.6%
10.8%
11.7%
11.5%
11.1%
0% 2% 4% 6% 8% 10% 12% 14%
Q2 2010
Q3 2010
Q4 2010
Q1 2011
Q2 2011
Q3 2011
Q4 2011
Q1 2012
Q2 2012
Q3 2012
Q4 2012
Q1 2013
Q2 2013
Q3 2013
Q4 2013
Q1 2014
Q2 2014
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TOP 15 SMARTPHONE APPS
Source: comScore, November 2014.
19.3%
19.8%
20.2%
20.6%
21.3%
21.4%
30.7%
40.3%
40.9%
41.8%
43.1%
50.8%
51.8%
52.1%
69.0%
0% 10% 20% 30% 40% 50% 60% 70%
Google+
iTunes Radio / iCloud
Amazon Mobile
Yahoo Stocks
Apple Maps
Gmail
Google Maps
Pandora Radio
Facebook Messenger
YouTube
Google Search
Google Play
% Reach
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MOBILE ENGAGEMENT* FREQUENCY
*Mobile engagement is when a customer chooses to connect with a business, either due to convenience or circumstance, in order to seek support for an issue or to assist them in researching and transacting business with the firm in question. Source: LogMeIn, “Effective Mobile Engagement,” 2014.
37%
33%
32%
31%
30%
34%
32%
32%
15%
14%
16%
13%
14%
28%
22%
15%
5%
5%
5%
5%
5%
10%
7%
5%
0% 10% 20% 30% 40% 50% 60% 70% 80%
To ask a general question
To seek billing support
To make changes to account
To seek technical support about my mobile device
To see technical support about another product
To research products of services before buying
To actually buy products or services
To inquire about post-purchase issues
Sometimes Often All the time
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MOBILE ENGAGEMENT* TIME OF DAY
*Mobile engagement is when a customer chooses to connect with a business, either due to convenience or circumstance, in order to seek support for an issue or to assist them in researching and transacting business with the firm in question. Source: LogMeIn, “Effective Mobile Engagement”, 2014.
MOBILE CHANNEL PREFERENCE
Preferred Mobile Contact Method Sales Support
Email 1 2
Voice call 2 1
Text message 3 3
Live chat 4 4
Social media 5 5 Mobile engagement is when a customer chooses to connect with a business, either due to convenience or circumstance, in order to seek support for an issue or to assist them in researching and transacting business with the firm in question. Source: LogMeIn, “Effective Mobile Engagement,” 2014.
17%
7%
4%
12%
4%
31%
25%
9%
35%
8% 8%
12%
6%
25%
7%
14%
0%
5%
10%
15%
20%
25%
30%
35%
40%
When I thinkof something Ineed/when Iexperience
an issue
In the morningbefore work
In the morningat work
At lunch In theafternoon at
work
In the eveningafter work
Over theweekend
Work
Shop Seek Support
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MONTHLY GLOBAL MOBILE DATA TRAFFIC
Source: Cisco Visual Networking Index [or VNI] Global Mobile Data Forecast, 2014–2019, 2015.
MOBILE-CONNECTED DEVICES Source: Cisco Visual Networking Index [or VNI] Global Mobile Data Forecast, 2014–2019, 2015.
SMARTPHONES AND MOBILE DATA TRAFFIC Source: Cisco Visual Networking Index [or VNI] Global Mobile Data Forecast, 2014–2019, 2015.
Monthly global mobile data traffic will surpass
24.3 exabytes by 2019.
The number of mobile-connected devices
exceeded the world’s population in 2014.
Because of increased usage on smartphones, they will reach three-quarters of mobile data
traffic by 2019.
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OPINIONS ON ACCESS TO PROTECTIONS FOR ADVERTISING-RELATED DATA COLLECTION Thinking about your Internet surfing, do you think you should have access to similar protections and controls for advertising-related data collection (such as opt-out) on your smartphone or tablet that are available on desktop and laptop computers?
Source: Zogby Interactive Survey of 1,015 US adults, 10/03/15-10/05/14, Margin of Error +/-3.1 Percentage Points. Commissioned by Digital Advertising Alliance. OPINIONS ON TOOLS THAT PROVIDE TRANSPARENCY AND CONTROL OVER HOW DATA IS COLLECTED ON MOBILE DEVICES How do you feel about the following statement: Tools that provide me with transparency and control over how data is collected on my mobile device should disclose the identities of the companies serving relevant ads, and give me the option to choose which companies’ relevant ads I want to see (if any)?
Source: Zogby Interactive Survey of 1,015 US adults, 10/03/15-10/05/14, Margin of Error +/-3.1 Percentage Points. Commissioned by Digital Advertising Alliance.
Yes, 66.4%No, 7.6%
No opinion, 25.6%
46.3%
20.6%
15.5%
2.9%
1.5%
13.2%
Strongly agree
Somewhat agree
Neither agree nordisagree
Somewhat disagree
Strongly disagree
Not sure
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APPEAL OF MOBILE APPS If you download mobile apps for your mobile phone or tablet, which of the following apps do you find most appealing?
Source: Zogby Interactive Survey of 1,015 US adults, 10/03/15-10/05/14, Margin of Error +/-3.1 Percentage Points. Commissioned by Digital Advertising Alliance. FREE MOBILE APPS Thinking of the free apps on your mobile devices, what percentage of them would you download again if you were required to pay for them?
Source: Zogby Interactive Survey of 1,015 US adults, 10/03/15-10/05/14, Margin of Error +/-3.1 Percentage Points. Commissioned by Digital Advertising Alliance.
Free or low-cost apps that are supported by
in-app ads, 35.7%
Free or low-cost apps that are supported by in-app purchases (such as games that prompt
you to make real-money purchaes to score more points),
10.1%More expensive apps that have no ads or in-app purchases, 2.7%
Do not download apps, 39.6%
No opinion, 11.9%
100 percent, 8.1%
About 75 percent, 6.8%
About 50 percent, 6.6%
About 25 percent, 15.1%None, 46.4%
No opinion, 17.0%
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WHAT WOULD MAKE YOU MORE LIKELY TO SHOP ON MOBILE?
Source: Fluent, “Mobile Shopping Survey,” 2015.
MOBILE PURCHASES BY DEVICE
Source: Fluent, “Mobile Shopping Survey,” 2015.
17.6%
9.7%
15.8%
26.7%
30.2%
19.7%
12.5%
17.7%
21.5%
28.6%
0%
5%
10%
15%
20%
25%
30%
35%
Faster loading pages Easier navigation One-click purchase Increased security Other
Android IOS
47.7%
27.7%
12.1% 10.7%
1.8%
40.9%
26.4%
11.8%
18.7%
2.3%
0%
10%
20%
30%
40%
50%
60%
None 1-3 4-6 7+ N/A
Android IOS
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Research Research Chapter 8: Mobile Marketing
MOBILE PHONE ACTIVITY BY DEVICE
Source: Fluent, “Mobile Shopping Survey,” 2015. WHAT WOULD BE THE RIGHT NUMBER OF TEXT MESSAGES PER MONTH THAT WOULD KEEP YOU ENGAGED AND OPTED IN?
Source: BlueHornet, “Consumer Views of Email Marketing,” 2014.
28.9%
24.0%
5.6%4.0%
2.5%
14.0%
8.0%
13.0%
28.1%
26.0%
7.7%
4.1%2.5%
14.0%
5.5%
11.7%
0%
5%
10%
15%
20%
25%
30%
35%
Email Gaming Photos Shopping Social Surfing Voice None
Android IOS
1.0%
1.3%
8.4%
89.3%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
8+ per week
6 to 8 per week
3 to 5 per week
1 to 2 per week
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Research Chapter 8: Mobile Marketing
IF YOU COULD SELECT A COMMUNICATION PREFERENCE FROM A BUSINESS, WHICH WOULD YOU
CHOOSE?
Source: BlueHornet, “Consumer Views of Email Marketing,” 2014.
Email, 69.7%
Direct Mail, 17.7%
Email & SMS
(Both), 5.2%
None, 5.0%
SMS, 1.8% Other, 0.7%
Overview
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Research
DA
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RO
FIT
RETA
IL
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IL
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MO
BILE
SEA
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INTER
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IL
CO
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Chapter 9: Social Media
As social media continues to move well beyond megatrend and into commonplace business practice, it is important that we consider how far we have come and where social strategy is going. Reviewing the latest statistics, social media continues to permeate all aspects of connectivity to consumers and businesses – from mobile devices and “wearable” innovations, to healthy lifestyles and brand recognition:
Sixty four percent of businesses believe that social media offers a strong ROI, and have increased their marketing staff and budget accordingly.
Relying on social marketing to improve brand recognition continues to be the most popular strategy, with 77 percent of businesses listing it as their most important objective.
Seventy three percent of the youth segment thinks it is appropriate for company brands to interact with customers via social media.
The healthcare industry continues to grow in relevancy, with an engagement (response rate) of 16 percent in the social market.
Forty three percent of millennials share great deals on products through social media, almost on par with traditional coupons.
Facebook continues to lead the social marketplace with an overall usage rate of 94 percent, followed by Twitter (83 percent) and LinkedIn (71 percent).
Forty percent of adults access social media messaging through their phones. The popularity of other mobile devices (tablets and wearables) will continue to drive that number higher over the next few years.
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Research Chapter 9: Social Media
But now that social media has surpassed its humble origins and businesses are expected to embrace this tactic as part of their B2C and B2B marketing toolbox, how do you reach your customers? How do you differentiate your brand and your message from your competitors? How do you lead? In 1964, author, philosopher and media theory pioneer Marshall McLuhan published one of his most popular books, Understanding Media: The Extensions of Man. It contains his most quoted principle that “the medium is the message,” in which the communication form, not the message itself, should be paramount to our interests. “The medium is the message,” when applied to social media’s infancy and widespread maturation and adoption over the years, is an apt comparison. Without the investment in the inner workings of social strategy, ranging from its business applications to the “apps” designed for its accessibility, there would not have been enough force to propel it to its current status. If you wanted to separate your business from the others, you led by adopting and understanding social media. Today, in order to lead in the social marketplace, it is necessary to focus on that latter half of McLuhan’s statement – “the message.” Statistics show that only 31 percent of businesses update their content on a daily basis, missing out on more frequent interactions and involvement with their loyal brand followers. Couple that with criticisms that current social content formats are “boring or uninspiring” or that “content quality is poor,” and the message is clear: adopting social strategy is now an expected part of business agility. Creating the content necessary to grow and maintain your audience is the new struggle that businesses will face. But keep in mind that the struggle – figuring out what works and what does not for social media content – is part of what has made the origins of the social marketplace so special. The trial - and - error stages have led to innovations beyond what was expected of this new medium, making it still (yes, still) an untapped potential and viable opportunity for large industries and small businesses alike to connect with their customers. The next step, making social media content more meaningful, will be defined by both businesses and customers – learning (together) the proper frequency and timing for social messaging, the most accessible and aesthetic formats for content presentation, and the most concise and compelling stories to tell your network of customers. This is where your potential and ROI are located. This is how you can lead. It’s time to start leading. Authored by:
Murray Izenwasser Marketing Practice Lead, Biztegra
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Research Chapter 9: Social Media
Chapter Highlights
On average, a Social Media Manager’s salary was $77,000 in 2014.
Almost one-third (31%) of B2C marketers are publishing new content daily.
Currently, 9.4% of marketing budgets are spent on social media marketing, that number is expected to jump to 21.4% in five years.
Website traffic is the most looked-at metric to gauge social media marketing performance.
Real estate is posting the most social media posts per week with an average of 19.21%.
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Research Chapter 9: Social Media
BENEFITS OF SOCIAL MEDIA MARKETING
Source: Social Media Examiner, “2014 Social Media Marketing Industry Report.”
50%
51%
58%
61%
66%
71%
72%
80%
92%
0% 20% 40% 60% 80% 100%
Improved sales
Reduced marketing expenses
Grown business partnerships
Improved search rankings
Generated leads
Provided marketplace insight
Developed loyal fans
Increased traffic
Increased exposure
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Research Research Chapter 9: Social Media
COMMONLY USED SOCIAL MEDIA PLATFORMS
Source: Social Media Examiner, “2014 Social Media Marketing Industry Report.”
WEEKLY TIME COMMITMENT FOR SOCIAL MEDIA MARKETING
Source: Social Media Examiner, “2014 Social Media Marketing Industry Report.”
1%
6%
9%
11%
12%
13%
17%
28%
47%
54%
55%
57%
71%
83%
94%
0% 20% 40% 60% 80% 100%
Snapchat
Podcasting
Short-form Video
Social bookmarking
Geo-location
Forums
Social Review Sites
Google+
Blogs
YouTube
5.0%
3.0%
2.0%
4.0%
5.0%
9.0%
11.0%
27.0%
34.0%
2.0%
0% 10% 20% 30% 40%
More than 40
36 to 40
31 to 35
26 to 30
21 to 25
16 to 20
11 to 15
6 to 10
1 to 5
0 hours
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Research Chapter 9: Social Media
2014 SOCIAL MEDIA SALARIES
Crandall Associates, Inc., an executive recruiting firm, has determined the salaries by the following process: 1) Discussions with employers, from presidents to personnel officers, nationally, in companies varying in geographic areas, number of employees, and sales volume; 2) Personal interviews and discussions with professionals in Direct Marketing and Online Marketing at all salary levels, working from coast to coast; 3) Analysis of information collected as a result of discussions with potential candidates nationally, with adjustments made for the “fudge” factor. Copies of the full salary guide with 52 functions and regional salary variations are available for $75 from Crandall Associates, Inc., 6 Litchfield Road, Suite 316, Port Washington, NY 11050, 516.767.6800.
Social Media Director
The position is responsible for creating strategy and implementing content on a variety of social platforms on behalf of a brand product or corporation. These days there is often an internal battle for “ownership” of the Social Media Director. This position may reside in the Marketing, E-commerce or PR departments.
DUTIES: Include online advocacy, writing editorial, community-outreach efforts and promotions. Develops the tone and voice of social media extensions to grow and engage audience. Manages presence via social networking sites including Facebook, Pinterest, Twitter, Google+, YouTube, posting on blogs, and other sites. Engages in dialogue and answering questions on behalf of the community. Solid knowledge and understanding of SEM and SEO and identifies ways to monetize social media initiatives. Identifies potential partner sites (brands, bloggers, etc.) and creates partnership marketing opportunities and be responsible for reputation management.
Salary Range
Low $85,900
Average $98,500
High $119,500
Social Media Manager
This is a newer position that every company, large or small, needs to fill. In a smaller organization, a part-timer or outsourced agency may meet the need, but any organization that ignores social media (even a restaurant or dog walker, let alone a company of greater size) does so at their own peril.
DUTIES: Implements social media strategy, by coordinating with various departments to ensure that the organization is speaking in “one voice” through social channels. Encourages adoption of relevant social media techniques into the corporate culture, and into all of the company’s products and services. Works with the product development team to ensures the social media tools (i.e., Pinterest icon) are kept up to date. Becomes an advocate of the company in social media spaces, responding to questions and/or issues, and engaging in dialogues, as appropriate. Communicates insights gained from social media monitoring to management, to help them evolve their strategies in a relevant and timely fashion.
Salary Range
Low $70,300
Average $77,000
High $88,600
Community Manager
A Community Manager is the face and voice of a company, managing communications in both directions. More oriented toward welcoming and maintaining the dialogue with connections than the Social Media Manager.
DUTIES: Responsible for creating content for social media channels, including customer relations, blog posts, articles and newsletters, public relations, and event planning. Willing to work around the clock to approve comments, keep the dialog going, and put out fires when necessary. Create and maintain relationships with bloggers. Manages online feedback forums, responding to comments where appropriate, and adding value to the user experience. Empathetic; champions the voice of the community; brand evangelists. Must have knowledge of emerging tools and platforms and social media. Utilizes social media monitoring tools to monitor interaction, and reports on metrics.
Salary Range
Low $46,100
Average $56,700
High $77,500
Please note: All salary information from Crandall Associates, Inc. is absolutely copyright-protected. This material may not be photocopied or otherwise reprinted in any other communication, unless permission is directly granted by Crandall Associates, Inc. 516.767.6800. Source: Crandall Associates, Inc. 2015.
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Research Research Chapter 9: Social Media
WHAT IS THE MOST IMPORTANT OBJECTIVE YOUR CLIENTS ARE TRYING TO ACHIEVE THROUGH
SOCIAL MEDIA MARKETING?
Source: SEMPO and Econsultancy, “State of Search Marketing Report 2013.”
51%
11%
16% 16%
6%
35%
20% 20%
16%
9%
77%
4% 5% 6% 8%
0%
20%
40%
60%
80%
To increase brandawareness/enhance
reputation
To improve customerservice/customer satisfaction
To drive traffic to website To generate leads To sell products, services orcontent directly online
2011 2012 2013
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Research Chapter 9: Social Media
EFFECTIVE RATINGS OF TACTICS AMONG B2B USERS
Source: 2015 B2B Content Marketing Trends—North America: Content Marketing Institute/MarketingProfs.
69%
64%
60%
60%
58%
58%
58%
58%
55%
54%
31%
36%
40%
40%
42%
42%
42%
42%
45%
46%
0% 20% 40% 60% 80% 100%
In-person events
Webinars/webcasts
Videos
Blogs
Case studies
White papers
Research reports
eNewsletters
eBooks
Microsites
Believe it's effective Believe it's less effective
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Research Research Chapter 9: Social Media
EFFECTIVE RATINGS OF TACTICS AMONG B2C USERS
Source: 2015 B2C Content Marketing Trends—North America: Content Marketing Institute/MarketingProfs.
66%
63%
59%
58%
54%
54%
53%
49%
46%
45%
34%
37%
41%
42%
46%
46%
47%
51%
54%
55%
0% 20% 40% 60% 80% 100%
eNewsletters
In-person events
Illustrations/photos
Social media content - otherthan blogs
Blogs
Videos
Articles on your website
Mobile apps
Webinars/webcasts
Online presentations
Believe it's effective Believe it's less effective
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Research Chapter 9: Social Media
PERCENTAGE OF B2B MARKETERS WHO USE VARIOUS SOCIAL MEDIA SITES TO DISTRIBUTE
CONTENT
Source: 2015 B2B Content Marketing Trends—North America: Content Marketing Institute/MarketingProfs.
20%
24%
33%
41%
64%
72%
84%
88%
94%
22%
22%
34%
40%
55%
73%
81%
85%
91%
12%
7%
26%
23%
39%
61%
80%
80%
83%
0% 20% 40% 60% 80% 100%
Vimeo
SlideShare
Google+
YouTube
2012 2013 2014
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Research Research Chapter 9: Social Media
PERCENTAGE OF B2C MARKETERS WHO USE VARIOUS SOCIAL MEDIA SITES TO DISTRIBUTE
CONTENT
Source: 2015 B2C Content Marketing Trends—North America: Content Marketing Institute/MarketingProfs.
HOW OFTEN B2C MARKETERS PUBLISH NEW CONTENT
Source: 2015 B2C Content Marketing Trends—North America: Content Marketing Institute/MarketingProfs.
94%
84%
76%
71%
68%
59%
49%
0% 20% 40% 60% 80% 100%
YouTube
Google+
Daily, 31%
Multiple times per week, 17%
Weekly, 16%
Multiple times per month, 11%
Monthly, 10%
Less than once per month, 9%
Less than once per month, 9%
Unsure, 6%
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Research Chapter 9: Social Media
B2B CONTENT MARKETING SPENDING (OVER NEXT 12 MONTHS)
Source: 2015 B2B Content Marketing Trends—North America: Content Marketing Institute/MarketingProfs.
B2C CONTENT MARKETING SPENDING (OVER NEXT 12 MONTHS)
Source: 2015 B2C Content Marketing Trends—North America: Content Marketing Institute/MarketingProfs.
Increase, 46%
Remain the same, 32%
Decrease, 2%
Unsure, 11%
Significantly increase, 9%
Increase, 50%
Remain the same, 26%
Decrease, 2%
Unsure, 13%
Significantly increase, 9%
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Research Research Chapter 9: Social Media
COUPON METHOD USAGE
Source: Valassis/RedPlum Purse String Study, 2014.
HOW DO YOU FEEL ABOUT THE NUMBER OF DEALS/SAVINGS YOU RECEIVE IN A GIVEN DAY VIA
EMAIL, TEXT, AND SOCIAL?
Source: Valassis/RedPlum Purse String Study, 2014.
61%
45%
24%
20% 18%
0%
10%
20%
30%
40%
50%
60%
70%
Use mostly print andsome digital
Print out digital couponsfor use in stores
Use digital coupons onboth my computer and
my mobile
Use mostly digital andsome print
Use digital coupons justfor online purchases
22%
30% 28%
20%
16%
32% 34%
18%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Overwhelmed Savvy/Smart Rewarded Underwhelmed
2013 2014
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Research Chapter 9: Social Media
WHY MILLENNIALS “LIKE” A COMPANY/BRAND ON SOCIAL MEDIA
Facebook Twitter Pinterest
To support the brand 84% 78% 70%
To receive regular updates from brands 83% 47% N/A
To get a coupon or discount 66% 85% 41%
To research brands when I was looking for specific products/services 40% 34% 67%
Seeing my friends are already a fan, follower or have a board 36% 28% 36%
To share my interests/lifestyle with others 40% 35% 76%
To participate in contests 37% 37% 27%
A brand advertisement on TV, online or in print led me to like the brand 28% 25% 21%
Someone recommended me to like, follow or pin the brand 31% 21% 29%
To share my personal good experiences 26% 23% 38%
Source: University of Massachusetts Dartmouth, Center for Marketing Research, 2014.
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Research Research Chapter 9: Social Media
WHERE MILLENNIALS MAKE PURCHASES AFTER VIEWING SOMETHING ON A SOCIAL MEDIA
PLATFORM
Source: University of Massachusetts Dartmouth, Center for Marketing Research, 2014.
LIKELIHOOD OF MILLENNIALS MAKING A PURCHASE IF TWITTER AND FACEBOOK HAD A “BUY”
BUTTON
Source: University of Massachusetts Dartmouth, Center for Marketing Research, 2014.
16%
35%
51%
15% 10%
14%
69%
55%
35%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Facebook Twitter Pinterest
Online Only In-Store Only Both Online and In-Store
7%
28% 27%
36%
2% 5%
19%
24%
46%
5%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Very likely Somewhat likely Somewhat unlikely Very unlikely No response
Facebook Twitter
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Research Chapter 9: Social Media
SOCIAL NETWORKING SITES
% of Internet users who use social networking sites
Use Social
Networking Sites
All Internet Users 73%
Gender
Male 69%
Female 78%
Race/ethnicity
White, Non-Hispanic 72%
Black, Non-Hispanic 73%
Hispanic 79%
Age
18–29 90%
30–49 78%
50–64 65%
65+ 46%
Education attainment
Less than high school 74%
High school grad 69%
Some college 75%
College+ 75%
Household income
Less than $30,000/year 77%
$30,000 – $49,999 73%
$50,000 – $74,999 73%
$75,000+ 75%
Urbanity
Urban 76%
Suburban 72%
Rural 70%
Source: Pew Research Center’s Internet & American Life Project Survey conducted from July 18 – September 30, 2013. N = 5,112, composed of adults 18 and older.
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Research Research Chapter 9: Social Media
% of Internet users who use Twitter
2013 2014
All Internet Users 18% 23%
Gender
Male 17% 24%
Female 18% 21%
Race/ethnicity
White, Non-Hispanic 16% 21%
Black, Non-Hispanic 29% 27%
Hispanic 16% 25%
Age
18 – 29 31% 37%
30 – 49 19% 25%
50 – 64 9% 12%
65+ 5% 10%
Education attainment
Less than high school/high school grad 17% 16%
Some college 18% 24%
College+ 18% 30%
Household income
Less than $30,000/year 17% 20%
$30,000 – $49,999 18% 21%
$50,000 – $74,999 15% 27%
$75,000+ 19% 27%
Urbanity
Urban 18% 25%
Suburban 19% 23%
Rural 11% 17%
Source: Pew Research Center’s Internet & American Life Project survey conducted from September 11-14 and September 18-21. N = 1,597 composed of Internet users 18 and older.
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Research Chapter 9: Social Media
% of Internet users who use Pinterest
2013 2014
All Internet Users 21% 28%
Gender
Male 8% 13%
Female 33% 42%
Race/ethnicity
White, Non-Hispanic 21% 32%
Black, Non-Hispanic 20% 12%
Hispanic 18% 21%
Age
18 – 29 27% 34%
30 – 49 24% 28%
50 – 64 14% 27%
65+ 9% 17%
Education attainment
Less than high school/high school grad 17% 22%
Some college 20% 30%
College+ 25% 32%
Household income
Less than $30,000/year 15% 22%
$30,000 – $49,999 21% 28%
$50,000 – $74,999 21% 30%
$75,000+ 27% 34%
Urbanity
Urban 19% 25%
Suburban 23% 29%
Rural 17% 30%
Source: Pew Research Center’s Internet & American Life Project Survey conducted from September 11-14 and September 18-21. N = 1,597 composed of Internet users 18 and older.
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Research Research Chapter 9: Social Media
% of Internet users who use Instagram
2013 2014
All Internet Users 17% 26%
Gender
Male 15% 22%
Female 20% 29%
Race/ethnicity
White, Non-Hispanic 12% 21%
Black, Non-Hispanic 34% 38%
Hispanic 23% 34%
Age
18 – 29 37% 53%
30 – 49 18% 25%
50 – 64 6% 11%
65+ 1% 6%
Education attainment
Less than high school/high school grad 16% 23%
Some college 21% 31%
College+ 15% 24%
Household income
Less than $30,000/year 18% 28%
$30,000 – $49,999 20% 23%
$50,000 – $74,999 15% 26%
$75,000+ 16% 26%
Urbanity
Urban 22% 28%
Suburban 18% 26%
Rural 6% 19%
Source: Pew Research Center’s Internet & American Life Project Survey conducted from September 11-14 and September 18 - 21. N = 1,597 composed of Internet users 18 and older.
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Research Chapter 9: Social Media
% of Internet users who use LinkedIn
2013 2014
All Internet Users 22% 28%
Gender
Male 24% 28%
Female 19% 27%
Race/ethnicity
White, Non-Hispanic 22% 29%
Black, Non-Hispanic 30% 28%
Hispanic 13% 18%
Age
18 – 29 15% 23%
30 – 49 27% 31%
50 – 64 24% 30%
65+ 13% 21%
Education attainment
Less than high school/high school grad 12% 12%
Some college 16% 22%
College+ 38% 50%
Household income
Less than $30,000/year 12% 15%
$30,000 – $49,999 13% 21%
$50,000 – $74,999 22% 31%
$75,000+ 38% 44%
Urbanity
Urban 23% 32%
Suburban 26% 29%
Rural 8% 14%
Source: Pew Research Center’s Internet & American Life Project Survey conducted from September 11-14 and September 18 - 21. N = 1,597 composed of Internet users 18 and older.
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Research Research Chapter 9: Social Media
% of Internet users who use Facebook
2013 2014
All Internet Users 71% 71%
Gender
Male 66% 66%
Female 76% 77%
Race/ethnicity
White, Non-Hispanic 71% 71%
Black, Non-Hispanic 76% 67%
Hispanic 73% 73%
Age
18 – 29 84% 87%
30 – 49 79% 73%
50 – 64 60% 63%
65+ 45% 56%
Education attainment
Less than high school/High school grad 71% 70%
Some college 75% 71%
College+ 68% 74%
Household income
Less than $30,000/year 76% 77%
$30,000 – $49,999 76% 69%
$50,000 – $74,999 68% 74%
$75,000+ 69% 72%
Urbanity
Urban 75% 71%
Suburban 69% 72%
Rural 71% 69%
Source: Pew Research Center’s Internet & American Life Project Survey conducted from September 11-14 and September 18 - 21. N = 1,597 composed of Internet users 18 and older.
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Research Chapter 9: Social Media
SOCIAL MEDIA SPENDING AS A PERCENTAGE OF MARKETING BUDGETS
Source: The CMO Survey (CMOsurvey.org), Highlights and Insights - August 2014, Figure 5.1.
HOW WELL SOCIAL MEDIA IS INTEGRATED WITH STRATEGY OVER TIME
Source: The CMO Survey (CMOsurvey.org), Highlights and Insights - August 2014, Figure 5.3.
9.4%
13.2%
21.4%
0%
5%
10%
15%
20%
25%
Current levels Over next 12 months In next 5 years
3.8 3.8 3.8 3.8 3.9 3.8 3.9
1
2
3
4
5
6
7
Feb-11 Feb-12 Aug-12 Feb-13 Aug-13 Feb-14 Aug-14
Mean Integration Level
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Research Research Chapter 9: Social Media
HOW EFFECTIVELY SOCIAL MEDIA IS INTEGRATED WITH STRATEGY
Source: The CMO Survey (CMOsurvey.org), Topline Report - August 2014, page 23.
CHANGES IN SOCIAL MEDIA SPENDING ACROSS SECTORS
Overall
B2B Product
B2B Services
B2C Product
B2C Services
Current Social Media Spending
9.4% 9.5% 9.2% 10.4% 8.6%
Social Media Spending in the next 12 months
13.2% 12.6% 13.3% 15.0% 11.9%
Social Media Spending in the next 5 years
21.4% 19.9% 22.2% 22.8% 21.0%
Source: The CMO Survey (CMOsurvey.org), Highlights and Insights-August 2014, Figure 5.1.
11.5%
13.4% 14.9%
18.7% 19.5%
16.8%
5.3%
0%
5%
10%
15%
20%
25%
1Not at allIntegrated
2 3 4 5 6 7Very
Integrated
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Research Chapter 9: Social Media
SOCIAL NETWORK AD SPENDING PER SOCIAL NETWORK USER, 2013−2016
Note: Social networks are sites where the primary activities involve creating a profile and interacting with a network of contacts by sharing status updates, comments, photos or other content. Methodology: Estimates are based on the analysis of various elements related to the ad spending market, including macro-level economic conditions, historical trends of the advertising market, estimates from other research firms, and consumer-internet usage trends. Source: eMarketer, September 2014.
$27.00
$38.06
$46.38
$54.59
$7.18 $9.61
$11.43 $13.01
$-
$10.00
$20.00
$30.00
$40.00
$50.00
$60.00
2013 2014 2015 2016
North America Worldwide
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Research Research Chapter 9: Social Media
TO WHAT EXTENT ARE ANALYTICS USED TO GAUGE SOCIAL MEDIA MARKETING PERFORMANCE?
Source: Ascend2 and Research Partners, “Social Media Strategy Research Benchmarks, December 2014.
WHICH OF THE FOLLOWING METRICS ARE TRACKED TO GAUGE SOCIAL MEDIA MARKETING
PERFORMANCE?
Source: Ascend2 and Research Partners, “Social Media Strategy Research Benchmarks,” December 2014.
Extensive use of analytics, 19%
Moderate use of analytics, 41%
Limited use of analytics, 35%
Do not use analytics, 5%
22%
28%
29%
41%
41%
51%
51%
64%
0% 10% 20% 30% 40% 50% 60% 70%
Brand awareness
Sales revenue
Search engine rankings
Conversion rate
Content reach
Engagement rate
Lead generation
Website traffic
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Research Chapter 9: Social Media
HOW WELL BUYER’S “CONVERT” BECAUSE OF CONTENT
Source: Demand Metric, “Enhancing the Buyer’s Journey: Benchmarks for Content & the Buyer’s Journey,” 2014.
BUYING STAGE WITH CONTENT MARKETING MOST EFFECTIVE
Source: Demand Metric, “Enhancing the Buyer’s Journey: Benchmarks for Content & the Buyer’s Journey,” 2014.
2%
18%
36% 37%
7%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Very poorly Moderately poorly Neutral Moderately well Very well
42% 44%
14%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Early stage Middle stage Late stage
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Research Research Chapter 9: Social Media
CONTENT MARKETING PROBLEMS
Source: Demand Metric, “Enhancing the Buyer’s Journey: Benchmarks for Content & the Buyer’s Journey,” 2014.
4%
10%
20%
22%
26%
27%
29%
29%
29%
35%
40%
58%
0% 10% 20% 30% 40% 50% 60%
None of these challenges exist for us
Other problems
Content quality is poor
Content breadth too narrow or broad
Content depth too deep or not deep enough
Prospects won't surrender contact info
Content formats are boring or uninspiring
Content isn't generating interest or attention
Long-form content too hard to absorb
Free content isn't generating leads well
Content quantity is insufficient
Content doesn't create engagement opportunities
248 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 9: Social Media
CONTENT MARKETING BARRIERS
Source: Demand Metric, “Enhancing the Buyer’s Journey: Benchmarks for Content & the Buyer’s Journey,” 2014.
CONTENT EFFECTIVENESS MEASUREMENTS
Source: Demand Metric, “Enhancing the Buyer’s Journey: Benchmarks for Content & the Buyer’s Journey,” 2014.
7%
19%
25%
28%
30%
32%
53%
60%
66%
0% 10% 20% 30% 40% 50% 60% 70%
Other barriers
Limited market/competitor understanding
Production skills
Limited buyer understanding
Creative skills
Technical skills
Time/agility constraints
Budget constraints
Staffing/resource constraints
17%
48%
10% 14%
11%
0%
10%
20%
30%
40%
50%
60%
No measurements Basic measurements Measures of interest Measures of influence Measures ofengagement
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Research Research Chapter 9: Social Media
SOCIAL MEDIA AUDIENCE DEMOGRAPHICS BY GENDER
Source: Vision Critical, “What Social Media Analytics Can’t Tell You About Your Customers,” 2014.
SOCIAL MEDIA AUDIENCE DEMOGRAPHICS BY AGE
Source: Vision Critical, “What Social Media Analytics Can’t Tell You About Your Customers,” 2014.
49% 46% 39%
49%
51% 54% 61%
51%
0%
20%
40%
60%
80%
100%
Lurkers Dabblers Enthusiasts General Population
Male Female
25%
38% 38% 30%
35%
35% 39%
36%
40%
27% 23% 34%
0%
20%
40%
60%
80%
100%
Lurkers Dabblers Enthusiasts General Population
18-34 35-54 55+
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Research Chapter 9: Social Media
SOCIAL MEDIA AUDIENCE DEMOGRAPHICS BY INCOME
Source: Vision Critical, “What Social Media Analytics Can’t Tell You About Your Customers,” 2014.
SOCIAL MEDIA POSTS PER WEEK BY INDUSTRY
Source: HubSpot, “2015 Social Media Benchmarks Report.”
11% 9% 9% 12%
28% 27% 26% 29%
61% 64% 65% 59%
0%
20%
40%
60%
80%
100%
Lurkers Dabblers Enthusiasts General Population
$100,000 $50,000-$99,999 Under $50,000
4.18
6.02
7.68
8.43
8.5
8.71
9.94
14.17
19.21
0 5 10 15 20
Manufacturing
Consumer goods/retail/e-commerce
Healthcare
Business/financial services
Nonprofit/education
Hardware
Software/tech
Marketing services
Real estate
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Research Research Chapter 9: Social Media
IMAGE POSTS PER WEEK BY INDUSTRY
Source: HubSpot, “2015 Social Media Benchmarks Report.”
FACEBOOK POSTS PER WEEK BY INDUSTRY
Source: HubSpot, “2015 Social Media Benchmarks Report.”
2.53
3.32
4.01
5.85
3.36
5.94
5.75
7.64
15.14
0 5 10 15 20
Manufacturing
Consumer goods/retail/e-commerce
Healthcare
Business/financial services
Nonprofit/education
Hardware
Software/tech
Marketing services
Real estate
1.27
2.16
2.03
1.87
3.2
1.64
1.57
2.18
14.17
0 5 10 15 20
Manufacturing
Consumer goods/retail/e-commerce
Healthcare
Business/financial services
Nonprofit/education
Hardware
Software/tech
Marketing services
Real estate
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Research Chapter 9: Social Media
TWEETS PER WEEK BY INDUSTRY
Source: HubSpot, “2015 Social Media Benchmarks Report.”
2.8
4.08
4.57
4.54
6.68
5.54
6.21
8.68
5.61
0 2 4 6 8 10
Manufacturing
Consumer goods/retail/e-commerce
Healthcare
Business/financial services
Nonprofit/education
Hardware
Software/tech
Marketing services
Real estate
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Research Research Chapter 9: Social Media
CASE STUDY: COORDINATING EMAIL AND FACEBOOK
This case study example of one US retailer explores marketing and sales data through the lens of a customer and their path to purchase.
Source: Facebook, 2014.
254 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 9: Social Media
CASE STUDY: COORDINATING EMAIL AND FACEBOOK
This case study example of one US retailer explores marketing and sales data through the lens of a customer and their path to purchase.
Source: Facebook, 2014.
Overview
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Research
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Chapter 10: Nonprofit
The nonprofit industry has weathered many storms, yet has also seen tremendous success over the years in its fundraising and marketing. Direct marketing has been a critical part of this success and, in fact, its history. For decades we have tracked year-over-year “metrics” and have been experts at building upon traditional marketing efforts and results of the past. Yet, where we are today – and where we will be tomorrow is less about where we have been and more about our ability as a group of marketers and fundraisers to be nimble and embrace the introduction of new channels and the changing consumer landscape. The review of 2014 shows the advancement of our work. Yet, we also see the continued challenges we face within each channel and as we attempt to create an integrated approach with those channels. In the end, this is about how to most effectively and efficiently motivate consumers to support the many causes the industry represents. Yet, so much has changed over the more recent years; the industry has been put in position to change what have been long-standing strategies and approaches from a successful past. Nothing sums this up better than this quote from Seth Godin. "Our job is to make change. Our job is to connect to people, to interact with them in a way that leaves them better than we found them, more able to get where they’d like to go. Every time we waste that opportunity, every page or sentence that doesn’t do enough to advance the cause, is waste."
As an industry, we have always been about changing the world – now we challenge ourselves to change how we conduct marketing and fundraising through all the channels available.
256 2015 Statistical Fact Book | theDMA.org/bookstore
Research Chapter 10: Nonprofit
The Great Myth about Direct Mail: As the past has shown and the future will continue to exhibit, direct mail did NOT die. It is still an extremely large part of nonprofit fundraising plans across the country. In many cases, direct mail is still the largest communication channel, yet costs continue to rise for this channel. This has and will continue to place pressure on the return on this channel investment which translates directly to the ability to retain as many constituents as possible to the mission of the organization. Retention is a key goal for all nonprofits and is a primary metric for all constituent segments. Due to the extensive use of direct mail, it is an important piece of the retention formula and puzzle. Nonprofits must continue to evolve their thinking from direct mail as a fundraising program to direct mail as just one of many fundraising techniques. Furthermore, today’s donors (and tomorrows) will be communicating across multiple channels – not just one channel. Therefore, we must continue to prioritize the integration of our channels - relative to timing, messaging and offers. The Changing Dynamic of the Telephone: Through the years, this channel has faced pressure due to regulations, consumer preference and the growing number of cell phones used throughout the country. Yet, it continues to show it is a very successful part of the marketing and fundraising plan. The industry has started to finely tune its use to accomplish specific goals. The phone creates the rare opportunity in mass marketing to engage directly with a donor or other constituent. Studies have shown that feedback and dialog is an important part of keeping constituents engaged with a brand. The phone not only enables that dialog, it has been proven over and over to positively impact the performance of other channels when there is integration. This channel will continue to be successful in the future when used with a laser focus and when integrated into a larger plan to retain valuable constituents. The Email Opportunity: As with direct mail, all the predictions around this channel did not come true. Email did not bring about the death of direct mail and did not become the most successful manner to raise mass marketing donor dollars. While it continues to be a low cost communication method, it is also challenged by the noise created with extensive email in the overall marketplace. While the ability to cut through the noise and stand out in the inbox is a challenge, nonprofits must deploy advanced segmentation and drive greater personalization to improve the effectiveness of this channel. The future of email success is also connected to the integration with other channels and understanding how to balance the cost efficiency of the channel with the fact that most consumers believe email is being overused by both commercial and non-commercial brands.
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Research Chapter 10: Nonprofit
The Mysteries of Social Media: As seen in the data, social media continues to be a viable way for nonprofits to communicate and engage their constituents (and their constituent’s networks).
However, according to the studies across the industry it is not being
used optimally. Recent data suggests that 53% of nonprofits are not measuring their social media efforts AND 67% have no social media strategy, policies or goals documented. Many organizations have set up Facebook, Twitter, YouTube and more – yet there is no strategy or even a set of goals for what they want from these channels. For the future, nonprofits must create the strategy and social media plan and let the tools/channels flow from that. Additionally, social media must be funded properly in the future. Using social media effectively requires not only staffing but a content management plan to integrate across the channels. It is and will continue to be a very unique opportunity but must be managed for what it represents. Social media enables nonprofits to create engagement and should not be considered like any of the other marketing and fundraising channels. The direct marketing opportunities ahead for nonprofits are endless, yet are directly related to the ability of the industry to adapt as the marketplace changes. Not only are the channels and best practices evolving, but social media alone is changing how the marketplace wants to communicate with nonprofit brands. Nonprofits hold the key to their own direct marketing success as long as they embrace the changing dynamic of the channels available and how they fit into the overall communication puzzle. Authored by:
Angie Moore VP, Strategy & Development, eleventy marketing group
Chapter Highlights
In 2014, $456 billion was given to charities in the US.
28% of nonprofits expect to spend email appeals monthly in 2015.
If Americans had $10 to give or donate online, 47% of them would give to a nonprofit organization.
71% of Americans say they support social or environmental issues by voting to designate funds to a cause they care about.
$534.39 is the average funds raised for charity on individual crowdfunding pages.
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Research Chapter 10: Nonprofit
NONPROFIT VOLUMES 2008 – 2011*
2011 2010 2009 2008
Regular 11,243,376,039 11,217,473,331 11,405,577,719 12,501,357,697
Enhanced Carrier Route
2,147,482,111 1,890,453,293 2,125,475,012 2,326,479,585
Total 13,390,858,150 13,107,926,624 13,531,052,731 14,827,837,283
*For FY2008 – 2010, the source documents are Postal Regulatory Commission library references filed in conjunction with the Annual C-Compliance Determination for each of those years, e.g., PRC-ACR2008-LR1. For FY2011, the source document is a USPS library reference, USPS-FY11-4[1].
NONPROFIT STANDARD MAIL (A) TREATMENT OF MAIL PIECE BY SHAPE
Postal Years 1987, 2012 and 2013 as Percentage of Mail Received by Households
Letter-Size Envelope
Larger than Letter Envelope
Postcard
1987 2012 2013 1987 2012 2013 1987 2012 2013
Read by member of household
48.9 40.4 42.4 49.1 46.0 46.9 61.1 50.1 47.7
Read by more than one member of household*
N/A 4.7 3.9 N/A 6.5 8.0 N/A 10.1 8.8
Looked at 22.8 20.5 19.3 23.1 22.1 19.0 12.7 15.3 9.5
Discarded 11.2 19.5 18.7 9.6 12.8 14.0 13.2 18.9 26.7
Set aside 6.6 5.2 4.8 9.0 6.5 7.8 2.1 3.6 3.9
Don't know/no answer 10.5 9.7 10.9 9.3 6.0 4.3 10.9 1.9 3.3
Catalog Not in Envelope Flyer Newspaper/Magazine
1987 2012 2013 1987 2012 2013 1987 2012 2013
Read by member of household
43.2 33.0 32.7 54.2 38.8 31.8 38.5 40.6 42.5
Read by more than one member of household*
N/A 9.7 8.0 N/A 7.6 6.5 N/A 10.7 12.8
Looked at 24.9 18.4 20.2 21.1 18.6 19.4 11.1 13.4 12.6
Discarded 10.9 23.6 23.6 11.2 25.2 33.1 5.9 15.9 12.4
Set aside 14.4 12.2 10.1 6.8 3.2 2.2 13.4 10.1 11.7
Don't know/no answer 6.5 3.2 5.5 6.7 6.6 7.0 31.2 9.4 8.0
*This code was not presented in household diaries prior to 1992. Source: USPS Household Diary Study, 2014.
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Research Research Chapter 10: Nonprofit
NONPROFIT STANDARD MAIL (A) USEFULNESS OF MAIL PIECE BY SHAPE
Postal Years 2012 and 2013 as Percentage of Mail Received by Households
Source: USPS Household Diary Study, 2014.
40.8
30.8
46.4 46.9 48.4
62.2
39 39.3
52 50.4
46.5
55.1
0
20
40
60
80
Letter sizeenvelope
Flyers Catalog (not inenv.)
Postcard Larger thanletter envelope
Newspaper/magazine
Perc
ent
ag
e o
f M
ail
Judg
ed U
sefu
l
2013
2012
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NONPROFIT STANDARD MAIL (A) INDUSTRY BY SHAPE
Postal Years 1987, 2012 and 2013 as Percentage of Pieces
Industry Letter-Size Envelope
Larger than Letter Envelope
Postcard
1987 2012 2013 1987 2012 2013 1987 2012 2013
Medical 29.1 26.5 31.4 10.0 4.4 3.3 7.4 2.6 2.3
Union/professional 37.9 39.1 37.7 12.1 5.4 4.1 3.2 2.6 1.6
Church 43.4 65.0 66.4 8.6 3.8 3.2 2.3 2.9 1.6
Veterans 48.9 56.7 51.4 11.3 9.4 8.2 6.5 3.5 3.3
Educational 27.3 27.6 28.9 9.0 4.6 2.7 1.8 4.8 3.8
Charities 80.1 75.4 73.9 9.3 5.3 4.2 1.5 2.0 2.2
Political 28.9 50.7 22.1 13.6 5.5 2.5 3.0 1.9 2.5
AARP 79.3 88.8 89.0 11.0 2.2 1.4 4.2 0.0 1.1
Museum 49.0 46.9 36.8 14.9 3.2 2.9 5.9 3.6 4.7
Nonprofit publication 30.6 58.8 54.5 28.6 5.3 4.1 1.9 2.6 2.3
4.4
Industry Catalog Not in Envelope Flyer Newspaper/Magazine
1987 2012 2013 1987 2012 2013 1987 2012 2013
Medical 10.0 2.1 1.0 35.2 26.1 29.4 4.9 37.1 32.4
Union/professional 4.8 3.6 2.9 33.6 25.9 22.7 6.5 23.5 24.7
Church 3.0 1.6 1.3 35.9 12.9 14.4 5.6 13.2 12.7
Veterans 6.7 0.1 0.4 18.1 26.5 31.8 5.6 3.2 4.3
Educational 12.2 8.3 8.4 44.8 38.3 39.2 3.9 15.4 16.0
Charities 1.2 1.9 2.5 6.9 12.8 14.0 0.5 2.0 1.6
Political 0.6 0.2 0.0 52.6 40.4 71.8 0.7 0.9 0.5
AARP 0.9 0.3 0.0 2.7 6.6 5.5 2.0 1.4 1.4
Museum 19.7 12.9 11.6 8.9 27.7 30.6 0.5 5.4 12.2
Nonprofit publication 5.1 3.1 2.6 11.4 20.6 28.0 19.7 8.7 7.6
Source: USPS Household Diary Study, 2014.
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Research Research Chapter 10: Nonprofit
NONPROFIT STANDARD MAIL REACTION BY INDUSTRY
Percentage of Pieces, Postal Years 1987, 2012 and 2013
Industry Read Immediately Found Useful Will Respond1
1987 2012 2013 1987 2012 2013 1987 2012 2013
Medical 46.3 43.2 49.3 46.1 41.1 42.8 13.4 5.7 8.3
Union/professional 50.1 53.6 47.4 51.6 59.0 46.3 18.4 14.2 11.7
Church 64.0 52.4 54.1 59.2 51.7 53.1 25.2 22.3 19.6
Veterans 56.0 44.9 49.1 44.3 39.5 44.1 22.6 17.0 16.4
Educational 48.0 47.5 41.8 49.1 41.7 41.0 13.2 8.8 7.6
Charities 44.6 41.7 44.4 28.3 33.9 35.2 17.7 13.9 13.0
Political 40.6 40.3 29.9 31.8 32.4 21.1 20.0 11.8 7.3
AARP 46.1 38.4 44.8 40.9 35.9 35.9 13.6 14.7 14.0
Museum 53.6 53.5 61.2 44.3 52.1 58.8 12.5 12.3 19.1
Nonprofit publication 39.8 45.7 44.4 39.3 40.5 39.2 12.8 13.9 12.7
Total Mail Received 49.5 46.5 44.9 43.8 41.4 39.8 18.0 14.2 12.9
50.2 1Percent of pieces containing an advertisement or fundraising request. Note: Percentages represent row percentages within each industry classification; these do not sum to 100 due to the inclusion of multiple questions in this table. Source: USPS Household Diary Study, 2014.
NONPROFIT STANDARD MAIL (A) BY CONTENT BY INDUSTRY
Postal Years 1987, 2012 and 2013 as Percentage of Mail Received by Households
Industry
Advertising Fund Request Other Don’t Know/No
Answer
1987
2012
2013
1987
2012
2013
1987
2012
2013
1987
2012
2013
Medical 27.5 16.0 14.5 18.0 18.5 22.3 43.0 62.0 57.3 11.4 3.5 5.8
Union/professional 28.5 27.2 22.0 21.3 17.9 15.5 40.8 53.7 53.2 9.4 1.2 9.3
Church 14.7 9.0 9.3 30.5 54.4 50.3 44.8 32.6 35.8 10.0 3.9 4.6
Veterans 18.4 2.9 3.2 42.7 86.4 87.0 31.4 5.3 6.3 7.6 5.3 3.5
Educational 35.6 30.9 29.6 14.7 18.0 17.7 41.6 49.5 50.6 8.0 1.5 2.1
Charities 7.7 2.1 3.5 79.3 88.9 88.4 6.8 5.1 4.6 6.2 3.9 3.5
Political 4.3 0.0 0.0 28.1 36.6 14.1 56.2 60.7 84.2 11.4 2.7 1.8
AARP 65.8 50.8 53.3 7.6 15.4 21.9 13.9 21.3 16.1 12.7 12.5 8.7
Museum* 60.5 37.7 26.5 16.9 28.2 29.5 15.7 31.9 42.4 6.9 2.3 1.7
Nonprofit publication
62.4 13.2 11.5 3.7 55.2 50.7 19.0 27.8 34.0 14.9 3.8 3.8
Total Mail Received by Households
26.3 16.8 15.1 34.0 50.1 46.7 29.4 29.0 34.0 10.3 4.0 4.2
Source: USPS Household Diary Study, 2014.
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Research Chapter 10: Nonprofit
NONPROFIT STANDARD MAIL (A) RESPONSE TO ADVERTISING BY SHAPE
Postal Years 2012 and 2013
Source: USPS Household Diary Study, 2014.
PERCENT OF NONPROFIT STANDARD MAIL (A) CONTAINING A REQUEST FOR DONATIONS BY AGE
OF HEAD OF HOUSEHOLD
Postal Years 1987, 2012 and 2013
Source: USPS Household Diary Study, 2014.
15.3
18.9
9.5
19
10 8.7
12.9
16.7
19.0
10.9
17.0
7.5
9.7
14.2
0
5
10
15
20
Letter-sizeenvelope
Larger thanletter envelope
Catalog(not in env.)
Postcard Newspapers/magazine
Flyers Total
Per
cent
Who
Wou
ld R
espo
nd
20132012
41.6
28.6 27.5 33.7 34.4
39.3 40.7 40.7
47.5 44.5
41.1 42.5
50.6 56.5 59.1 59.8
35.8 35.8 38.3 39.4
47.4 53.7 54.1 54.7
0
10
20
30
40
50
60
70
18 – 24 25 – 34 35 – 44 45 – 54 55 – 64 65 – 69 70 – 74 75+
Per
cent
of M
ail
Age of Head of Household
1987 2012 2013
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Research Research Chapter 10: Nonprofit
MEDIAN AVERAGE GIFT BY VERTICAL AND DONATION TYPE
Industry First Online Donation
Repeat Online Donation
Non-Sustainer Online Donation
Sustainer Online Donation
Animal welfare $72.84 $64.02 $84.32 $26.66
Association & membership $58.96 $102.51 $69.33 $25.27
Canadian organization $106.19 $67.36 $129.95 $24.79
Christian ministries $153.05 $89.26 $150.61 $50.11
Disaster & international relief
$162.31 $102.67 $213.56 $43.75
Disease & health services $80.52 $98.95 $88.85 $37.24
Environment & wildlife $106.74 $75.96 $115.81 $21.18
Food bank $118.26 $104.82 $131.56 $41.22
Health – medical research $345.00 $167.53 $194.17 $60.66
Higher education $258.48 $341.71 $310.34 $74.04
Hospital foundation $105.95 $94.24 $137.80 $30.09
Hospitals $130.75 $140.75 $164.03 $34.94
Human & social services $163.28 $135.57 $174.78 $40.97
Jewish $151.50 $123.64 $109.77 $55.31
National nonprofit mailer $58.25 $66.37 $66.09 $21.78
Performing arts & libraries $115.70 $120.29 $166.15 $59.28
Public affairs $125.66 $94.12 $137.40 $25.94
Public broadcasting stations $72.41 $28.35 $71.77 $14.00
Team event $63.09 $86.82 $74.87 $38.58
Visitation $132.70 $139.04 $132.47 $41.05
TOTAL $101.62 $93.82 $118.74 $33.01
Source: Blackbaud, “Luminate Online Benchmark Report 2014.”
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Research Chapter 10: Nonprofit
MEDIAN CONVERSION RATES FOR DONATION EMAILS AND YEAR-OVER-YEAR PERCENT CHANGE
Industry Fundraising Email
Conversion Rate FY 14 Median
Fundraising Email Conversion Rate Change FY13 FY14
Median
Animal welfare 0.07% -29.63%
Association & membership 0.04% 0.00%
Canadian organization 0.08% -35.00%
Christian ministries 0.05% -38.10%
Disaster & international relief 0.04% -12.50%
Disease & health services 0.04% 0.00%
Environment & wildlife 0.05% -32.47%
Food bank 0.14% -40.00%
Health – medical research 0.04% -14.29%
Higher education 0.02% -29.17%
Hospital foundation 0.04% -31.82%
Hospitals 0.04% 0.00%
Human & social services 0.04% 0.00%
Jewish 0.05% -44.44%
National nonprofit mailer 0.03% 0.00%
Performing arts & libraries 0.04% -30.95%
Public affairs 0.04% -25.00%
Public broadcasting stations 0.07% -35.63%
Team event 0.02% -37.50%
Visitation 0.05% -23.33%
TOTAL 0.05% -25.00%
Source: Blackbaud, “Luminate Online Benchmark Report 2014.”
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TYPES OF NONPROFITS / CHARITIES DONATED TO IN THE PAST YEAR BY DONORS
Rank ordered by total donors, percent who self-report donating to each
Total Donors
Whites/ Caucasians
African Americans
Hispanics Asians
Place of worship (e.g., church, synagogue, mosque, etc.)
50% 51% 50% 45% 34%
Local social service organizations (e.g., shelters and food banks)
45% 48% 40% 30% 35%
Children’s charities 37% 37% 37% 40% 35%
Health charities 35% 36% 37% 31% 36%
Animal rescue, animal shelters, or other animal protection organizations
25% 27% 12% 21% 16%
Emergency relief efforts in the case of a natural disaster, etc.
23% 23% 19% 17% 29%
Organizations that support military troops and/or veterans
23% 25% 23% 20% 16%
Formal education (e.g., K-12 schools, colleges, scholarship funds)
16% 15% 17% 15% 24%
Fire, police, and emergency rescue organizations 16% 18% 13% 12% 7%
Youth development (e.g., sports, extracurricular activities, out-of-school time enrichment)
14% 13% 21% 13% 18%
Environmental or nature conservation organizations 12% 13% 8% 11% 16%
Organizations that help the elderly 11% 11% 17% 11% 9%
Human rights and international development organizations, either at home or abroad
9% 8% 9% 11% 12%
Arts or art-related organizations or institutions, including museums and galleries
8% 9% 7% 5% 11%
Election campaigns (federal, state or local) 8% 9% 9% 5% 5%
Advocacy organizations (groups trying to change or legislation)
7% 8% 6% 5% 7%
Victims of crime or abuse organizations 7% 6% 13% 9% 6%
Organizations that fight hate, prejudice, and inequality
7% 5% 12% 9% 8%
Organizations that support immigrants and/or refugee rights
4% 3% 3% 9% 2%
Organizations that fight for gender/marriage equality
3% 3% 3% 4% 3%
Other 8% 8% 7% 8% 12%
Source: Blackbaud, “Diversity in Giving: The Giving Landscape of American Philanthropy,” 2015.
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Research Chapter 10: Nonprofit
GIVING CHANNELS USED IN PAST TWO YEARS BY DONORS
Rank ordered by total donors, percent who self-report donating to each
Total Donors
Whites/ Caucasians
African Americans
Hispanics Asians
Added a donation at check out (i.e., $1 for a specific organization at the grocery store)
43% 43% 49% 43% 38%
Responded to a letter that came in the mail with a donation by check or credit card
32% 34% 28% 27% 30%
Made a donation online through an organization’s website
31% 33% 19% 23% 39%
Made a purchase where a portion of the proceeds helped the organization (i.e., purchasing something from the charity’s gift shop)
31% 32% 30% 28% 33%
Wrote a check or made a pledge at a fundraising event
30% 30% 28% 27% 31%
Made a donation in honor of, in memory of, or as a tribute to someone
24% 26% 18% 13% 19%
Donated through a monthly giving program that directly debited from your banking account/credit card
19% 20% 11% 17% 19%
Made a donation to someone who came up to you on the street or to your door
18% 16% 28% 22% 14%
Shopped a third-party vendor (e.g., Amazon or Target) where a portion of our sales goes to help a designated organization
18% 19% 11% 23% 18%
Responded to a phone call from a charity by making a donation or pledge
12% 13% 14% 11% 9%
Responded to an email appeal from a charity by making a donation or pledge
10% 11% 9% 5% 11%
Made a donation online through Facebook, Twitter, or another social networking site
5% 5% 5% 3% 5%
Responded to a television program or advertisement by making a donation
5% 5% 8% 8% 3%
Responded to a radio program or advertisement by making a donation
4% 4% 5% 6% 3%
Through a charitable giving annuity, bequest in your will, or planned donation
4% 4% 5% 3% 4%
Made a donation via a text message/SMS 3% 3% 4% 4% 4%
Other 13% 14% 7% 9% 7%
Source: Blackbaud, “Diversity in Giving: The Giving Landscape of American Philanthropy,” 2015.
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Research Research Chapter 10: Nonprofit
EFFECTIVENESS RATINGS OF SOCIAL MEDIA PLATFORMS
Source: Content Marketing Institute, “Nonprofit Content Marketing Benchmarks, Budgets, and Trends – North America,” 2015.
22%
29%
34%
36%
37%
38%
47%
54%
63%
78%
71%
66%
64%
63%
62%
53%
46%
37%
0% 20% 40% 60% 80% 100%
Google+
Vimeo
SlideShare
YouTube
Believe It's Effective Believe It's Less Effective
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Research Chapter 10: Nonprofit
CONTENT MARKETING CHALLENGES THAT NONPROFIT PROFESSIONALS FACE
Source: Content Marketing Institute, “Nonprofit Content Marketing Benchmarks, Budgets, and Trends – North America,” 2015.
28%
34%
35%
37%
38%
40%
43%
49%
52%
56%
0% 10% 20% 30% 40% 50% 60%
Finding trained content marketing professionals
Lack of buy-in/vision from higher-ups
Technology-related challenges
Producing a variety of content
Gaps in knowledge and skills of internal team
Lack of integration across marketing
Producing content consistently
Producing engaging content
Measuring content effectiveness
Lack of budget
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Research Research Chapter 10: Nonprofit
NONPROFIT CONTENT MARKETING USAGE
Source: Content Marketing Institute, “Nonprofit Content Marketing Benchmarks, Budgets, and Trends – North America,” 2015.
40%
41%
41%
44%
53%
53%
58%
82%
86%
86%
88%
89%
93%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Research reports
Microsites
Case studies
Print magazines
Print newsletters
Infographics
Blogs
Videos
Illustrations/photos
Articles on your websites
eNewsletters
In-person events
Social media - other than blogs
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Research Chapter 10: Nonprofit
US CHARITABLE GIVING BY YEAR
IN BILLIONS
Source: Atlas of Giving, 2015.
12-MONTH GIVING TREND
IN BILLIONS
Source: Atlas of Giving, 2015.
$334.67 $335.83 $316.47 $321.96
$345.90 $368.78
$416.59
$456.73
$-
$50
$100
$150
$200
$250
$300
$350
$400
$450
$500
2007 2008 2009 2010 2011 2012 2013 2014
$32.99 $33.30 $33.87 $34.15 $34.59 $34.56 $35.32 $34.71 $35.19 $35.74 $36.40 $36.98
$35.92 $36.65 $36.80 $37.10 $37.51 $38.05 $38.42 $38.67 $38.71 $39.25 $39.84 $39.81
$-
$10
$20
$30
$40
$50
$60
$70
$80
$90
2013 2014
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Research Research Chapter 10: Nonprofit
SECTOR FORECAST 2015
IN BILLIONS
Source: Atlas of Giving, 2015.
IMPORTANCE OF COMMUNICATIONS CHANNELS TO NONPROFITS
Channel Ranked as #1 Very Important (Ranked in Top
4)
Somewhat Important (Ranked in Positions 5-
8)
Least Important (Ranked in
Positions 9-13, or NA)
Website 32% 81% 16% 3%
Email marketing 15% 64% 29% 7%
Traditional social media 11% 62% 33% 5%
In-person events 19% 54% 33% 12%
Print marketing 9% 39% 40% 21%
Media relations/PR 8% 34% 45% 21%
Blogging 1% 14% 32% 54%
Phone calls/Phone banks 1% 14% 26% 60%
Video 1% 13% 50% 37%
Visual social media 1% 13% 37% 50%
Paid advertising 1% 7% 25% 68%
Mobile apps or texting <1% 4% 15% 81%
Podcasting <1% 1% 7% 92%
Source: Nonprofit Marketing Guide, “Nonprofit Communications Trends,” 2015.
Unallocated, $42.62
International, $22.50
Nature/environment, $10.39
Society benefit, $35.48
Arts, $20.30
Human/disaster services, $56.09
Education, $76.30
Health, $38.02
Religion, $152.60
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Research Chapter 10: Nonprofit
HOW OFTEN NONPROFITS EXPECT TO EMAIL APPEALS IN 2015
Source: Nonprofit Marketing Guide, “Nonprofit Communications Trends,” 2015.
HOW OFTEN NONPROFITS EXPECT TO DIRECT MAIL APPEALS IN 2015
Source: Nonprofit Marketing Guide, “Nonprofit Communications Trends,” 2015.
Will not send any email 5%
Several times a week 2%
Weekly 7%
Every other week 8%
Monthly 28%
Quarterly 26%
Twice a year 13%
Once a year 4%
Don't know 7%
Will not send direct mail
12%
Weekly 1%
Every other week 1%
Monthly 7%
Quarterly 27%
Twice a year 31%
Once a year 14%
Don't know 7%
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Research Research Chapter 10: Nonprofit
HOW OFTEN NONPROFITS EXPECT TO SEND ENEWSLETTERS IN 2015
Source: Nonprofit Marketing Guide, “Nonprofit Communications Trends,” 2015.
IF AMERICANS HAD $10 TO GIVE OR DONATE ONLINE, WHO WOULD THEY GIVE TO?
Source: Cone Communication, “2014 Cone Communications Digital Activism Study,” 2014.
Will not send 5%
Several times a week 1%
Weekly 9%
Every other week 11%
Monthly 41%
Quarterly 23%
Twice a year 4%
Once a year 1%
Don't know 5%
47%
18%
12%
0%
10%
20%
30%
40%
50%
A nonprofit organization An appeal to directly benefit anindividual in need
A company campaign raising funds toaddress a social or environmental
issue
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Research Chapter 10: Nonprofit
HOW AMERICANS SUPPORT SOCIAL OR ENVIRONMENTAL ISSUES ONLINE
Source: Cone Communication, “2014 Cone Communications Digital Activism Study,” 2014.
55%
56%
57%
60%
62%
65%
65%
66%
70%
70%
71%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Documenting and sharing an action, effort or stunt onbehalf of a social or environmental issue (e.g., the ALS
Ice Bucket Challenge)
Sharing social or environmental content with their socialnetworks (e.g., videos, infographics, fundraising
appeals)
Researching companies' social or environmental businesspractices (e.g., environmental policies, human rights,
sourcing)
"Liking" or following a nonprofit or company's social orenvironmental program
Purchasing a product from a socially or environmentallyconscious online retailer
Making a donation
Watching a video with a social or environmentalmessage
Giving feedback to companies directly about theirbusiness practices
Learning about changes they can make in theireveryday lives to make an impact on social or
environmental issues
Signing a petition
Voting to designate funds to a cause they care about
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Research Research Chapter 10: Nonprofit
WHAT MOTIVATES AMERICANS TO PARTICIPATE IN A SOCIAL OR ENVIRONMENTAL EFFORT ONLINE
Source: Cone Communication, “2014 Cone Communications Digital Activism Study,” 2014.
AVERAGE FUNDS RAISED ON INDIVIDUAL CROWDFUNDED PAGES
Source: craigconnects, https://craigconnects.org/crowdfundinginfographic, 2014.
AVERAGE FUNDS RAISED ON CAMPAIGN CROWDFUNDED PAGES
Source: craigconnects, https://craigconnects.org/crowdfundinginfographic, 2014.
48%
53%
57%
68%
74%
77%
79%
79%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
They see all their friends are participating
They are rewarded for participating (e.g., coupon ordiscount, additional donation)
They want their social network to know what issues areimportant to them
The issue triggers an emotional response
The issue or beneficiary is personally relevant
It is easy to participate
It is clear how their support would make a real impact onthe issue
There is an urgent need for immediate support
$534.39 Average funds raised for charity on individual crowdfunding pages
(fundraising by people who set up their own pages).
$9,237.55 Average funds raised on campaign crowdfunding pages (fundraising by teams
of people all working to raise money for the same issue).
Overview
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Research
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Chapter 11: Historical Postal Rates
Following a strong 2014—where the economy expanded steadily as we are well into the “Digital Age”, I have been asked many times, “Why is DMA still interested in the US Mail, let alone postage rates?” In a recent DMA sponsored study, “The Value of Data: Consequences for Insight, Innovation, and Efficiency in the U.S. Economy”, Professors from Harvard and Columbia found that of all the channels of data-driven marketing the US Mail had the greatest economic impact on the American economy. That simply shows that DMA should not ignore any channel in its efforts to represent the interests of its marketing and nonprofit members. On a very personal note, my sister-in-law runs a kitchen table business which is entirely conducted, including marketing, on the Internet until she has to deliver the product to her customers. She uses the US Mail for all her fulfillment and is very concerned about rising postage rates. Continuing DMA’s efforts to keep the mail channel as a viable option for data driven marketers, the 2015 Statistical Fact Book remains a major resource. Postage rates are set to change on April 26, 2015, and DMA and its coalition partner associations have used the Book in discussions with the Postal Service and the Postal Regulatory Commission (PRC).
DMA has used the Book in lobbying Congress as well. The Postal
Service is asking Congress to amend the law and eliminate the CPI cap on most postage rates. In 2014, DMA and its allies were successful, but the fight will continue in 2015. I am
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Research Chapter 11: Historical Postal Rates
pleased that the coalition will have the facts in the Book to advance support for the CPI cap. As you can see in the Book, the Postal Service raised postage far above inflation (4.3 percentage points above inflation) in 2014 to “make up” for the losses it suffered during the Great Recession in 2008. The PRC ordered the Postal Service to reduce postage by 4.3% when it had recovered its losses from the Great Recession. Sadly, the Postal Service disagreed (it wants the 4.3% surcharge to become permanent) and filed suit against the PRC. Mailers, including DMA, support the PRC in this matter and have filed briefs and participated in oral argument before the United States Court of Appeals for the District of Columbia Circuit. The facts in the Book are the basis for many of the arguments made. I hope that the 2015 Statistical Fact Book will be as helpful to you as it has been (and will be) for DMA as it represents data-driven marketers. Authored by:
Jerry Cerasale Past Senior Vice President of Government Affairs DMA
Chapter Highlights
Effective January 26, 2014, single-piece first-class mail rates increased to 49.0¢ up from 46.0¢ in 2013.
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Research Research Chapter 11: Historical Postal Rates
POSTAL RATE CHANGES: STANDARD MAIL (A) — (FORMERLY THIRD CLASS)
Third-Class Min Per Piece (by Presort Category Beginning 1996)
Standard Mail (A) Rate Comparison Chart
Minimum Volume Is 200 Pieces—Effective 7/1/1996
Standard Mail (A) Rate Comparison Chart
Minimum Volume Is 200 Pieces—Effective 1/10/1999
Letter Size Before After Letter Size Before After
Regular Regular Basic 22.6¢ 25.6¢ Basic 25.6¢ 23.5¢ 3/5 Digit 18.8 20.9 3/5 Digit 20.9 20.7 Automated Basic (barcoded) 20.4 18.3 Automated Basic (barcoded) 18.3 18.3 Automated 3-Digit (barcoded) 17.5 17.5 Automated 3-Digit (barcoded) 17.5 17.6 Automated 5-Digit (barcoded) 16.6 15.5 Automated 5-Digit (barcoded) 15.5 16.0 Automated 5-Digit at SCF entry
(barcoded letter) 14.6 13.7
Automated 5-Digit at SCF entry
(barcoded letter) 13.7 13.9
Enhanced Carrier Route (new) Enhanced Carrier Route (new) Basic 15.0 15.0 Basic 15.0 16.2 Automated Basic Carrier Route (barcoded letter)
-- 14.6 Automated Basic Carrier Route
(barcoded letter) 14.6 15.6
High Density -- 14.2 High Density 14.2 13.9 Saturation 14.2 13.3 Saturation 13.3 13.0 Saturation at Delivery Unit Entry 11.7 13.3 Saturation at Delivery Unit Entry 11.0 10.4 Flats Size Before After Flats Size Before After
Regular Regular Basic 22.6¢ 30.6¢ Basic 30.6¢ 30.4¢ 3/5 Digit 21.4 22.5 3/5 Digit 22.5 24.0 Automated Basic (barcoded) 23.7 27.7 Automated Basic (barcoded) 27.7 29.5 Automated 3/5 Digit (barcoded) 19.5 18.9 Automated 3/5 Digit (barcoded) 18.9 20.3 Automated 3/5 Digit at SCF entry (barcoded)
17.5 17.1 Automated 3/5 Digit at SCF entry
(barcoded) 17.1 18.2
Enhanced Carrier Route (new) Enhanced Carrier Route (new) Basic 16.2 15.5 Basic 15.5 16.2 High Density 15.7 14.7 High Density 14.7 15.1 Saturation 14.5 13.7 Saturation 13.7 14.0 Saturation at Delivery Unit Entry 12.0 11.4 Saturation at Delivery Unit Entry 11.4 11.4
Standard Mail (A) Rate Comparison Chart
Minimum Volume Is 200 Pieces—Effective 1/7/2001
Letter Size Before After Flats Size Before After
Regular Regular Basic 23.5¢ 25.0¢ Basic 30.4¢ 31.9¢ 3/5 Digit 20.7 23.0 3/5 Digit 24.0 26.3 Automated Basic (barcoded) 18.3 19.7 Automated Basic (barcoded) 29.5 27.5 Automated 3-Digit (barcoded) 17.6 18.7 Automated 3/5 Digit (barcoded) 20.3 23.6
Automated 5-Digit (barcoded) 16.0 17.4 Automated 3/5 Digit at SCF entry 18.2 21.2
Automated 5-Digit at SCF entry 13.9 15.0
(barcoded) (barcoded letter) Enhanced Carrier Route (new) Enhanced Carrier Route (new) Basic 16.2 17.6 Basic 16.2 17.6 High Density 15.1 15.4 Automated Basic Carrier Route
15.6 15.5 Saturation 14.0 14.7
(barcoded letter) Saturation at Delivery Unit Entry 11.4 N/A High Density 13.9 15.1 Saturation 13.0 14.3 Saturation at Delivery Unit Entry 10.4 N/A
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Research Chapter 11: Historical Postal Rates
POSTAL RATE CHANGES: STANDARD MAIL (A) — (FORMERLY THIRD-CLASS MAIL)
Third-Class Min Per Piece (by Presort Category Beginning 1996)
Standard Mail (A) Rate Comparison Chart
Minimum Volume Is 200 Pieces—Effective 7/1/2001
Standard Mail (A) Rate Comparison Chart
Minimum Volume Is 200 Pieces—Effective 6/30/2002
Letter Size Before After Letter Size Before After
Regular Regular Basic 25.0¢ 25.3¢ Basic 25.3¢ 26.8¢ 3/5 Digit 23.0 23.3 3/5 Digit 23.3 24.8 Automated Basic (barcoded) 19.7 20.0 Automated Basic (barcoded) 20.0 21.2 Automated 3-Digit (barcoded) 18.7 19.0 Automated 3-Digit (barcoded) 19.0 20.3 Automated 5-Digit (barcoded) 17.4 17.7 Automated 5-Digit (barcoded) 17.7 19.0 Automated 5-Digit at SCF entry (barcoded letter)
15.0 15.3 Automated 5-Digit at SCF entry
(barcoded letter) 15.3 16.4
Enhanced Carrier Route (new) Enhanced Carrier Route (new) Basic 17.6 17.8 Basic 17.8 19.4 Automated Basic Carrier Route (barcoded letter)
15.5 15.7 Automated Basic Carrier Route
(barcoded letter) 15.7 17.1
High Density 15.1 15.3 High Density 15.3 16.4 Saturation 14.3 14.5 Saturation 14.5 15.2 Saturation at Delivery Unit Entry N/A N/A Flats Size Before After Flats Size Before After
Regular Regular Basic 31.9¢ 32.2¢ Basic 32.2¢ 34.4¢ 3/5 Digit 26.3 26.6 3/5 Digit 26.6 28.8 Automated Basic (barcoded) 27.5 27.8 Automated Basic (barcoded) 27.8 30.0 Automated 3/5 Digit (barcoded) 23.6 23.9 Automated 3/5 Digit (barcoded) 23.9 26.1 Automated 3/5 Digit at SCF entry (barcoded)
21.2 21.5 Automated 3/5 Digit at SCF entry
(barcoded) 21.5 23.5
Enhanced Carrier Route (new) Enhanced Carrier Route (new) Basic 17.6 17.8 Basic 17.8 19.4 High Density 15.4 15.6 High Density 15.6 16.9 Saturation 14.7 14.9 Saturation 14.9 16.0 Saturation at Delivery Unit Entry N/A N/A
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Research Research Chapter 11: Historical Postal Rates
POSTAL RATE CHANGES: STANDARD MAIL (A) — (FORMERLY THIRD-CLASS MAIL)
Third-Class Min Per Piece (by Presort Category Beginning 1996)
Standard Mail (A) Rate Comparison Chart
Minimum Volume Is 200 Pieces—Effective 1/8/2006
Standard Mail (A) Rate Comparison Chart
Minimum Volume Is 200 Pieces—Effective 5/14/2007
Letter Size Before After Letter Size Before After
Regular Regular Basic 26.8¢ 28.2¢ Automated 5-Digit (barcoded) 20.0¢ 12.7¢ 3/5 Digit 24.8 26.1 Automated 3-Digit (barcoded) N/A 14.2 Automated Basic (barcoded) 21.2 22.3 Automation AADC N/A 14.7 Automated 3-Digit (barcoded) 20.3 21.4 Automation Mixed AADC N/A 16.1 Automated 5-Digit (barcoded) 19.0 20.0 Enhanced Carrier Route Automated 5-Digit at SCF entry
16.4 N/A Basic 20.4 15.7
(barcoded letter) High Density 17.3 11.7 Enhanced Carrier Route (new) Saturation 16.0 10.8 Basic 19.4 20.4 Automated Basic Carrier Route 17.1 18.0 Flats Size Before After (barcoded letter) Regular High Density 16.4 17.3 Nonautomation 5-Digit 36.3¢ 36.3¢ Saturation 15.2 16.0 Nonautomation 3-Digit N/A 42.7 Nonautomation ADC N/A 46.1
Flats Size Before After Nonautomation Mixed ADC N/A 51.5
Regular Automation 5-Digit (barcoded) 31.6 33.5 Basic 34.4¢ 36.3¢ Automation 3-Digit (barcoded) N/A 39.2 3/5 Digit 28.8 30.4 Automation ADC N/A 42.4 Automated Basic (barcoded) 30.0 31.6 Automation Mixed ADC N/A 47.7 Automated 3/5 Digit (barcoded) 26.1 27.5 Enhanced Carrier Route Enhanced Carrier Route (new) Basic 20.4 24.9 Basic 19.4 20.4 High Density 17.8 20.5 High Density 16.9 17.8 Saturation 16.9 18.7 Saturation 16.0 16.9
Standard Mail (A) Rate Comparison Chart
Minimum Volume Is 200 Pieces—Effective 5/12/2008
Letter Size Before After Flats Size Before After
Regular Regular Automated 5-Digit (barcoded) 12.7¢ 12.7¢ Nonautomation 5-Digit 36.3¢ 36.6¢ Automated 3-Digit (barcoded) 14.2 14.3 Nonautomation 3-Digit 42.7 45.1 Automation AADC 14.7 14.6 Nonautomation ADC 46.1 48.3 Automation Mixed AADC 16.1 15.9 Nonautomation Mixed ADC 51.5 55.3 Enhanced Carrier Route Automated 5-Digit (barcoded) 33.5 33.9 Basic 15.7 15.9 Automated 3-Digit (barcoded) 39.2 40.0 High Density 11.7 11.9 Automation ADC 42.4 43.6 Saturation 10.8 10.8 Automation Mixed ADC 47.7 48.9 Enhanced Carrier Route
Basic 24.9 25.5
High Density 20.5 21.0 Saturation 18.7 19.1
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Research Chapter 11: Historical Postal Rates
POSTAL RATE CHANGES: STANDARD MAIL (A) — (FORMERLY THIRD-CLASS MAIL)
Third-Class Min Per Piece (by Presort Category Beginning 1996)
Standard Mail (A) Rate Comparison Chart
Minimum Volume Is 200 Pieces—Effective 11/29/09
Letter Size Before After Flats Size Before After
Regular Regular Automated 5-Digit (barcoded) 12.7¢ 23.3¢ Nonautomation 5-Digit 36.6¢ 36.7¢ Automated 3-Digit (barcoded) 14.3 25.1 Nonautomation 3-Digit 45.1 46.4 Automation AADC 14.6 25.3 Nonautomation ADC 48.3 50.9 Automation Mixed AADC 15.9 27.0 Nonautomation Mixed ADC 55.3 55.8 Enhanced Carrier Route Automated 5-Digit (barcoded) 33.9 34.6 Basic 15.9 26.2 Automated 3-Digit (barcoded) 40.0 41.8 High Density 11.9 19.3 Automation ADC 43.6 48.6 Saturation 10.8 18.2 Automation Mixed ADC 48.9 49.6 Enhanced Carrier Route
Basic 25.5 26.2
High Density 21.0 21.9 Saturation 19.1 19.4
Standard Mail (A) Rate Comparison Chart
Minimum Volume Is 200 Pieces—Effective 1/22/12
Letter Size Before After Flats Size Before After
Regular Regular Automated 5-Digit (barcoded) 23.7¢ 24.2 Nonautomation 5-Digit 38.2¢ 38.8 Automated 3-Digit (barcoded) 25.5 26.0 Nonautomation 3-Digit 46.4 47.0 Automation AADC 25.7 26.2 Nonautomation ADC 51.6 52.8 Automation Mixed AADC 27.3 27.8 Nonautomation Mixed ADC 54.9 56.1 Enhanced Carrier Route Automated 5-Digit (barcoded) 34.7 35.3 Basic 26.5 27.1 Automated 3-Digit (barcoded) 42.6 43.8 High Density 19.5 19.9 Automation ADC 48.2 49.4 Saturation 18.2 18.5 Automation Mixed ADC 49.2 50.4 Enhanced Carrier Route
Basic 26.5 27.1
High Density 22.0 22.4 Saturation 19.4 19.7
Standard Mail (A) Rate Comparison Chart
Minimum Volume Is 200 Pieces—Effective 4/17/11
Letter Size Before After Flats Size Before After
Regular Regular Automated 5-Digit (barcoded) 12.7¢ 23.7¢ Nonautomation 5-Digit 36.7¢ 38.2¢ Automated 3-Digit (barcoded) 14.3 25.5 Nonautomation 3-Digit 46.4 46.4 Automation AADC 14.6 25.7 Nonautomation ADC 50.9 51.6 Automation Mixed AADC 15.9 27.3 Nonautomation Mixed ADC 55.8 54.9 Enhanced Carrier Route Automated 5-Digit (barcoded) 34.6 34.7 Basic 15.9 26.5 Automated 3-Digit (barcoded) 41.8 42.6 High Density 11.9 19.5 Automation ADC 48.6 48.2 Saturation 10.8 18.2 Automation Mixed ADC 49.6 49.2 Enhanced Carrier Route
Basic 26.2 26.5
High Density 21.9 22.0 Saturation 19.4 19.4
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Research Research Chapter 11: Historical Postal Rates
POSTAL RATE CHANGES: STANDARD MAIL (A) — (FORMERLY THIRD-CLASS MAIL)
Third-Class Min Per Piece (by Presort Category Beginning 1996)
First-Class Mail Rate Comparison Chart
Minimum Volume for Presort and Automation Rates
Is 500 Pieces—Effective 1/10/1999
First-Class Mail Rate Comparison Chart
Minimum Volume for Presort and Automation Rates
Is 500 Pieces—Effective 1/7/2001
Letters & Sealed Parcels (1st oz.) Before After Letters & Sealed Parcels (1st oz.) Before After
Single-Piece 32.0¢ 33.0¢ Single-Piece 33.0¢ 34.0¢ Presort 29.5 30.5 Presort 30.5 32.0 Automation Automation Basic 26.1 27.0 Basic 27.0 27.8 3-Digit Barcoded 25.4 26.1 3-Digit Barcoded 26.1 26.7 5-Digit Barcoded 23.8 24.3 5-Digit Barcoded 24.3 25.3 Carrier Route 23.0 23.8 Carrier Route 23.8 24.3
Flats (1st oz.) Before After Flats (1st oz.) Before After Single-Piece 32.0¢ 33.0¢ Single-Piece 33.0¢ 34.0¢ Presort 29.5 30.5 Presort 30.5 32.0 Automation Automation Basic 29.0 30.0 Basic 30.0 31.0 3/5 27.0 27.0 3-Digit Barcoded 27.0 29.5 5-Digit Barcoded 27.0 27.5
Postcards & Postal Cards Before After Single-Piece 20.0¢ 20.0¢ Postcards & Postal Cards Before After Presort 18.0 18.0 Single-Piece 20.0¢ 20.0¢ Automation Presort 18.0 18.0 Basic 16.6 16.6 Automation 3-Digit Barcoded 15.9 15.9 Basic 16.6 16.4 5-Digit Barcoded 14.3 14.6 3-Digit Barcoded 15.9 15.8 Carrier Route 14.0 14.1 5-Digit Barcoded 14.6 15.1 Carrier Route 14.1 14.0
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Research Chapter 11: Historical Postal Rates
POSTAL RATE CHANGES: STANDARD MAIL (A) — (FORMERLY THIRD-CLASS MAIL)
Third-Class Min Per Piece (by Presort Category Beginning 1996)
First-Class Mail Rate Comparison Chart
Minimum Volume for Presort and Automation Rates
Is 500 Pieces—Effective 1/8/2006
First-Class Mail Rate Comparison Chart
Minimum Volume for Presort and Automation Rates
Is 500 Pieces—Effective 5/14/2007
Letters & Sealed Parcels (1st oz.) Before After Letters & Sealed Parcels (1st oz.) Before After
Single-Piece 37.0¢ 39.0¢ Single-Piece 39.0¢ 41.0¢ Presort 35.2 37.1 Presort 37.1 37.3 Automation Automation Basic 30.1 3-Digit Barcoded 30.8 33.4 3-Digit Barcoded 29.2 30.8 5-Digit Barcoded 29.3 31.2 5-Digit Barcoded 27.8 29.3 Carrier Route 27.5
29.0
Flats (1st oz.) Before After Single-Piece 35.1¢ 80.0¢
Flats (1st oz.) Before After Presort 37.1 69.9 Single-Piece 33.0¢ 35.1¢ Automation Presort 32.2 37.1 3-Digit Barcoded 33.9 48.4 Automation 5-Digit Barcoded 31.8 38.3 Basic 33.3 35.9 3-Digit Barcoded 32.2 33.9 Postcards & Postal Cards Before After 5-Digit Barcoded 30.2 31.8 Single-Piece 24.0¢ 26.0¢ Presort 22.3 24.1
Postcards & Postal Cards Before After Automation Single-Piece 23.0¢ 24.0¢ 3-Digit Barcoded 19.3 20.4 Presort 21.2 22.3 5-Digit Barcoded 18.6 19.1 Automation
Basic 18.7 19.7
3-Digit Barcoded 18.3 19.3
5-Digit Barcoded 17.6 18.6
Carrier Route 17.0 17.9
First-Class Mail Rate Comparison Chart
Minimum Volume for Presort and Automation Rates Is 500 Pieces—Effective 5/12/2008
Letters & Sealed Parcels (1st oz.) Before After Postcards and Postal Cards Before After
Single-Piece 41.0¢ 42.0¢ Single-Piece 26.0¢ 27.0¢
Presort 37.3 39.4 Presort 24.1 24.2
Automation Automation
3-Digit Barcoded 33.4 34.6 3-Digit Barcoded 20.4 21.0
5-Digit Barcoded 31.2 32.4 5-Digit Barcoded 19.1 19.9
Flats (1st oz.) Before After
Single-Piece 80.0¢ 83.0¢
Presort 69.9 72.7
Automation
3-Digit Barcoded 48.4 47.9
5-Digit Barcoded 38.3 36.4
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Research Research Chapter 11: Historical Postal Rates
POSTAL RATE CHANGES: STANDARD MAIL (A) — (FORMERLY THIRD-CLASS MAIL)
Third-Class Min Per Piece (by Presort Category Beginning 1996)
First-Class Mail Rate Comparison Chart
Minimum Volume for Presort and Automation Rates Is 500 Pieces—Effective 11/29/2009
Letters & Sealed Parcels (1st oz.) Before After Postcards and Postal Cards Before After
Single-Piece 42.0¢ 44.0¢ Single-Piece 27.0¢ 27.0¢ Presort 39.4 Presort 24.2 24.5 Automation Automation 3-Digit Barcoded 34.6 35.7 3-Digit Barcoded 21.0 21.8 5-Digit Barcoded 32.4 33.5 5-Digit Barcoded 19.9 20.5
Flats (1st oz.) Before After Single-Piece 83.0¢ 88.0¢ Presort 72.7 75.7 Automation 3-Digit Barcoded 47.9 54.2 5-Digit Barcoded 36.4 38.0
First-Class Mail Rate Comparison Chart
Minimum Volume for Presort and Automation Rates Is 500 Pieces—Effective 4/17/2011
Letters & Sealed Parcels (1st oz.) Before After Postcards and Postal Cards Before After
Single-Piece 44.0¢ 44.0¢ Single-Piece 27.0¢ 27.0¢ Presort Presort 24.5 26.0 Automation Automation 3-Digit Barcoded 35.7 36.5 3-Digit Barcoded 21.0 22.2 5-Digit Barcoded 33.5 34.0 5-Digit Barcoded 20.5 20.8
Flats (1st oz.) Before After Single-Piece 83.0¢ 88.0¢ Presort 75.7 75.7 Automation 3-Digit Barcoded 54.2 54.7 5-Digit Barcoded 38.0 37.3
First-Class Mail Rate Comparison Chart
Minimum Volume for Presort and Automation Rates Is 500 Pieces—Effective 1/22/2012
Letters & Sealed Parcels (1st oz.) Before After Postcards and Postal Cards Before After
Single-Piece 44.0¢ 45.0¢ Single-Piece 27.0¢ 32.0 Presort Presort 26.0 28.0 Automation Automation 3-Digit Barcoded 36.5 37.4 3-Digit Barcoded 22.2 24.3 5-Digit Barcoded 34.0 35.0 5-Digit Barcoded 20.8 22.9
Flats (1st oz.) Before After Single-Piece 88.0¢ 90.0¢ Presort 75.7 76.2 Automation 3-Digit Barcoded 54.7 57.4 5-Digit Barcoded 37.3 40.0
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Research Chapter 11: Historical Postal Rates
POSTAL RATE CHANGES: STANDARD MAIL (A) — (FORMERLY THIRD-CLASS MAIL)
Third-Class Min Per Piece (by Presort Category Beginning 1996)
First-Class Mail Rate Comparison Chart
Minimum Volume for Presort and Automation Rates Is 500 Pieces—Effective 1/27/2013
Letters & Sealed Parcels (1st oz.) Before After Postcards and Postal Cards Before After
Single-Piece 45.0¢ 46.0¢ Single-Piece 32.0¢ 33.0 Presort 43.3 Presort 28.0 28.1 Automation Automation 3-Digit Barcoded 37.4 38.4 3-Digit Barcoded 24.3 24.6 5-Digit Barcoded 35.0 36.0 5-Digit Barcoded 22.9 23.4
Flats (1st oz.) Before After Single-Piece 90.0¢ 92.0¢ Presort 76.2 77.2 Automation 3-Digit Barcoded 57.4 59.4 5-Digit Barcoded 40.0 40.6
First-Class Mail Rate Comparison Chart
Minimum Volume for Presort and Automation Rates Is 500 Pieces—Effective 1/26/2014
Letters & Sealed Parcels (1st oz.) Before After Postcards and Postal Cards Before After
Single-Piece 46.0¢ 49.0¢ Single-Piece 33.0¢ 34.0¢ Presort 43.3 46.0 Presort 28.1 29.3 Automation Automation 3-Digit Barcoded 38.4 40.6 3-Digit Barcoded 24.6 26.5 5-Digit Barcoded 36.0 38.1 5-Digit Barcoded 23.4 25.1
Flats (1st oz.) Before After Single-Piece 92.0¢ 98.0¢ Presort 77.2 81.5 Automation 3-Digit Barcoded 59.4 63.4 5-Digit Barcoded 40.6 45.1
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Appendix: Consumer Demographics
TOTAL POPULATION BY SEX AND RACE: 2010
In Thousands
TOTAL 310,233
Male 152,753
Female 157,479
White 246,630
Black 39,909
Asian 14,415
Other 3,780
*Note: Other includes Native American, Alaska Native, Native Hawaiian, and Other Pacific Islander. Source: US Bureau of Labor Statistics, “Statistical Abstract of the US,” 202.
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MEDIAN INCOME BY RACE: 2009
In Dollars
*Persons of Hispanic origin may be of any race. **Includes other races not shown separately. Source: US Bureau of Labor Statistics, “Statistical Abstract of the US,” 2012.
AVERAGE ANNUAL EXPENDITURES BY AGE: 2009
Total Pop.
<25 years
25-34 years
35-44 years
45-54 years
55-64 years
>65 years
65-74 years
>75 years
AVERAGE ANNUAL EXPENDITURES
$49,067 $28,119 $46,494 $57,301 $58,708 $52,463 $37,562 $42,957 $31,676
Food $6,372 $4,179 $6,169 $7,760 $7,445 $6,303 $4,901 $5,561 $4,189
Housing $16,895 $9,735 $17,258 $20,705 $19,004 $16,991 $13,196 $14,462 $11,811
Shelter $10,075 $6,306 $10,856 $12,753 $11,356 $9,749 $7,173 $7,828 $6,454
Utilities, fuels, and public services
$3,645 $1,821 $3,249 $4,093 $4,275 $3,896 $3,282 $3,568 $2,967
Apparel and services
$1,725 $1,396 $1,871 $2,346 $1,885 $1,591 $1,068 $1,322 $793
Transportation $7,658 $5,334 $7,6719 $8,364 $9,409 $8,323 $5,409 $7,033 $3,631
Vehicle purchases (net outlay)
$2,657 $2,319 $2,820 $2,761 $3,233 $2,752 $1,862 $2,597 $1,055
Gasoline and motor oil
$1,986 $1,483 $2,071 $2,359 $2,398 $2,074 $1,241 $1,573 $877
Other vehicle expenses
$2,536 $1,298 $2,293 $2,694 $3,199 $2,962 $1,968 $2,488 $1,402
Health care $3,126 $676 $1,805 $2,520 $3,173 $3,895 $4,846 $4,906 $4,779
Entertainment $2,693 $1,233 $2,504 $3,317 $3,176 $2,906 $2,062 $2,498 $1,587
Personal insurance and pensions
$5,471 $1,988 $5,303 $7,122 $7,654 $6,793 $1,856 $2,669 $964
PERSONAL TAXES $2,104 $173 $1,707 $2,105 $3,515 $3,023 $807 $1,140 $443
Source: US Bureau of Labor Statistics, “Statistical Abstract of the US,” 2012.
$51,861
$32,584 $38,039
$65,469
$49,777 $43,916
$29,667 $33,168
$55,575
$41,990
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
White Black Hispanic* Asian/Pacific Islanders All Races*
Med
ian
Inco
me
2009 1990
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PERSONAL INCOME PER CAPITA BY LARGE METROPOLITAN AREA: 2007 – 2009
Ranked by 2009 Population
Metropolitan Area 2007 2008 2009
United States 39,461 40,674 39,635
New York-Northern New Jersey-Long Island, NY-NJ-PA MSA 53,569 54,439 52,037
Los Angeles-Long Beach-Santa Ana, CA MSA 43,633 44,462 42,784
Chicago-Joliet-Naperville, IL-IN-WI MSA 44,914 46,124 44,379
Dallas-Fort Worth-Arlington, TX MSA 41,469 43,684 41,764
Philadelphia-Camden-Wilmington, PA-NJ-DE-MD MSA 45,255 46,700 46,075
Houston-Sugar Land-Baytown, TX MSA 44,623 48,937 46,570
Miami-Fort Lauderdale-Pompano Beach, FL MSA 43,600 44,515 42,764
Washington-Arlington-Alexandria, DC-VA-MD-WV MSA 55,986 57,784 56,984
Atlanta-Sandy Springs-Marietta, GA MSA 38,731 38,915 37,101
Boston-Cambridge-Quincy, MA-NH MSA 54,092 55,400 53,553
Detroit-Warren-Livonia, MI MSA 38,512 39,562 37,927
Phoenix-Mesa-Glendale, AZ MSA 36,658 36,169 34,452
San Francisco-Oakland-Fremont, CA MSA 61,737 62,427 59,993
Riverside-San Bernardino-Ontario, CA MSA 30,390 30,547 29,680
Seattle-Tacoma-Bellevue, WA MSA 49,945 51,636 50,378
Minneapolis-St. Paul-Bloomington, MN-WI MSA 46,797 47,696 45,811
San Diego-Carlsbad-San Marcos, CA MSA 45,769 47,021 45,706
St. Louis, MO-IL MSA 40,266 42,262 40,728
Tampa-St. Petersburg-Clearwater, FL MSA 37,775 38,445 37,632
Baltimore-Towson, MD MSA 46,779 48,296 48,201
Denver-Aurora-Broomfield, CO MSA 47,333 48,595 46,611
Pittsburgh, PA MSA 40,936 42,573 42,298
Portland-South Portland-Biddeford, ME MSA 39,428 40,376 39,206
Cincinnati-Middletown, OH-KY-IN MSA 38,134 38,950 37,967
Sacramento-Arden-Arcade-Roseville, CA MSA 40,518 41,347 40,306
Cleveland-Elyria-Mentor, OH MSA 39,394 40,378 39,451
Orlando-Kissimmee-Sanford, FL MSA 36,078 36,620 35,279
San Antonio-New Braunfels, TX MSA 34,718 36,548 36,285
Kansas City, MO-KS MSA 40,125 41,340 40,438
Las Vegas-Paradise, NV MSA 39,725 39,249 36,711
San Jose-Sunnyvale-Santa Clara, CA MSA 59,306 58,351 55,169
Columbus, OH MSA 38,059 38,642 37,999
Charlotte-Gastonia-Rock Hill, NC-SC MSA 40,114 40,223 38,034
Indianapolis-Carmel, IN MSA 38,788 39,829 38,532
Austin-Round Rock-San Marcos, TX MSA 37,581 38,941 37,544
Virginia Beach-Norfolk-Newport News, VA-NC MSA 38,387 39,790 39,518
Providence-New Bedford-Fall River, RI-MA MSA 39,866 41,228 40,829
Nashville-Davidson-Murfreesboro-Franklin, TN MSA 39,522 40,246 38,656
Milwaukee-Waukesha-West Allis, WI MSA 41,839 43,001 42,303
Jacksonville, FL MSA 40,286 40,547 39,376
Memphis, TN-MS-AR MSA 37,961 38,676 37,623
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PERSONAL INCOME PER CAPITA BY LARGE METROPOLITAN AREA: 2007 – 2009
(Continued)
Metropolitan Area 2007 2008 2009
Louisville-Jefferson County, KY-IN MSA 37,476 38,242 37,688
Richmond, VA MSA 41,661 42,377 41,161
Oklahoma City, OK MSA 37,388 39,971 38,742
Hartford-West Hartford-East Hartford, CT MSA 50,492 51,744 50,675
New Orleans-Metairie-Kenner, LA MSA 44,656 44,439 42,705
Birmingham-Hoover, AL MSA 39,151 39,949 38,592
Salt Lake City, UT MSA 37,984 38,552 37,500
Raleigh-Cary, NC MSA 40,039 39,728 38,007
Buffalo-Niagara Falls, NY MSA 35,977 37,345 37,469
Rochester, NY MSA 38,022 39,387 39,036
Tucson, AZ MSA 33,183 34,578 33,833
Tulsa, OK MSA 39,499 42,122 40,402
Fresno, CA MSA 30,536 31,111 30,646
Honolulu, HI MSA 43,874 45,625 45,496
Bridgeport-Stamford-Norwalk, CT MSA 80,899 79,642 74,767
Albuquerque, NM MSA 34,528 35,608 35,329
Albany-Schenectady-Troy, NY MSA 40,363 42,147 42,206
Omaha-Council Bluffs, NE-IA MSA 42,505 43,999 42,982
New Haven-Milford, CT MSA 46,518 48,169 47,387
Dayton, OH MSA 34,864 35,445 35,251
Allentown-Bethlehem-Easton, PA-NJ MSA 37,820 38,967 38,505
Bakersfield-Delano, CA MSA 29,412 30,081 29,630
Worcester, MA MSA 41,572 42,777 42,021
Oxnard-Thousand Oaks-Ventura, CA MSA 47,246 47,130 45,908
Baton Rouge, LA MSA 34,981 37,872 38,107
Grand Rapids-Wyoming, MI MSA 32,981 33,488 32,445
El Paso, TX MSA 27,004 28,865 29,381
Columbia, SC MSA 34,951 36,063 35,473
McAllen-Edinburg-Mission, TX MSA 19,183 20,336 20,509
Greensboro-High Point, NC MSA 35,261 35,659 34,948
Akron, OH MSA 37,321 37,874 37,066
Knoxville, TN MSA 34,172 34,862 33,912
Springfield, MA MSA 36,508 37,955 37,888
North Port-Bradenton-Sarasota, FL MSA 49,419 49,962 48,521
Little Rock-North Little Rock-Conway, AR MSA 38,900 39,511 39,431
Poughkeepsie-Newburgh-Middletown, NY MSA 38,899 39,936 39,070
Stockton, CA MSA 31,144 31,584 31,071
Toledo, OH MSA 32,944 33,523 33,178
Charleston-North Charleston-Summerville, SC MSA 35,254 36,082 35,342
Syracuse, NY MSA 35,469 36,707 36,833
Greenville-Mauldin-Easley, SC MSA 33,738 34,481 33,410
Colorado Springs, CO MSA 37,550 38,507 38,401
Wichita Falls, TX MSA 38,342 40,273 38,935
Boise City-Nampa, ID MSA 35,996 35,389 33,950
Cape Coral-Fort Myers, FL MSA 42,298 42,459 40,750
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PERSONAL INCOME PER CAPITA BY LARGE METROPOLITAN AREA: 2007 – 2009
(Continued)
Metropolitan Area 2007 2008 2009
Lakeland-Winter Haven, FL MSA 32,532 33,245 32,336
Madison, WI MSA 43,258 44,128 43,107
Youngstown-Warren-Boardman, OH-PA MSA 31,468 32,028 31,709
Des Moines-West Des Moines, IA MSA 42,019 42,991 42,012
Provo-Orem, UT MSA 23,900 24,376 23,448
Scranton-Wilkes-Barre, PA MSA 34,550 35,891 36,154
Ogden-Clearfield, UT MSA 32,884 33,391 32,714
Jackson, MS MSA 34,900 36,544 35,994
Augusta-Richmond County, GA-SC MSA 32,112 33,594 33,613
Harrisburg-Carlisle, PA MSA 38,485 39,701 39,693
Palm Bay-Melbourne-Titusville, FL MSA 36,953 37,620 37,454
Chattanooga, TN-GA MSA 34,287 34,706 33,760
Port St. Lucie, FL MSA 40,492 41,961 41,412
Modesto, CA MSA 31,057 31,673 31,248
Lancaster, PA MSA 36,102 37,066 36,336
Durham-Chapel Hill, NC MSA 40,776 41,519 41,008
Deltona-Daytona Beach-Ormond Beach, FL MSA 32,332 32,789 32,255
Winston-Salem, NC MSA 35,791 36,392 34,996
Santa Rosa-Petaluma, CA MSA 47,813 47,334 44,784
Lexington-Fayette, KY MSA 36,369 36,644 35,715
Spokane, WA MSA 33,604 34,805 34,599
Fayetteville-Springdale-Rogers, AR-MO MSA 31,955 32,536 31,776
Pensacola-Ferry Pass-Brent, FL MSA 32,985 33,767 33,921
Lansing-East Lansing, MI MSA 32,825 34,479 34,192
Springfield, MO MSA 31,282 32,157 31,754
Visalia-Porterville, CA MSA 28,333 28,456 27,721
York-Hanover, PA MSA 35,154 36,312 35,966
Flint, MI MSA 28,878 29,435 29,526
Reno-Sparks, NV MSA 45,446 44,939 42,390
Corpus Christi, TX MSA 34,253 37,339 36,558
Fort Wayne, IN MSA 34,049 34,601 33,669
Asheville, NC MSA 34,150 35,097 34,381
Mobile, AL MSA 29,575 31,018 30,878
Salinas, CA MSA 42,311 42,506 41,735
Canton-Massillon, OH MSA 31,981 32,834 32,356
Vallejo-Fairfield, CA MSA 38,503 39,181 38,961
Reading, PA MSA 35,744 36,686 36,336
Santa Barbara-Santa Maria-Goleta, CA MSA 47,114 47,974 46,565
Huntsville, AL MSA 37,043 38,745 38,364
Portland-Vancouver-Hillsboro, OR-WA MSA 40,340 40,990 39,568
Manchester-Nashua, NH MSA 44,868 45,668 44,217
Brownsville-Harlingen, TX MSA 20,553 22,090 22,388
Salem, OR MSA 31,430 32,561 32,320
Shreveport-Bossier City, LA MSA 34,495 38,701 38,358
Killeen-Temple-Fort Hood, TX MSA 35,540 38,345 39,344
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PERSONAL INCOME PER CAPITA BY LARGE METROPOLITAN AREA: 2007 – 2009
(Continued)
Metropolitan Area 2007 2008 2009
Davenport-Moline-Rock Island, IA-IL MSA 37,067 39,209 38,670
Beaumont-Port Arthur, TX MSA 33,803 36,493 36,597
Peoria, IL MSA 38,956 40,958 39,818
Anchorage, AK MSA 44,646 47,901 46,217
Montgomery, AL MSA 34,823 36,251 35,882
Trenton-Ewing, NJ MSA 52,530 53,961 51,947
Hickory-Lenoir-Morganton, NC MSA 30,164 30,557 29,840
Fayetteville, NC MSA 36,686 39,419 40,045
Tallahassee, FL MSA 33,514 34,204 33,833
Wilmington, NC MSA 33,786 34,653 33,964
Rockford, IL MSA 32,166 32,825 31,970
Evansville, IN-KY MSA 34,865 37,008 36,475
Eugene-Springfield, OR MSA 33,079 34,101 33,562
Ann Arbor, MI MSA 38,870 39,928 37,859
Savannah, GA MSA 37,955 39,515 38,348
Ocala, FL MSA 31,438 31,604 31,097
Kalamazoo-Portage, MI MSA 32,576 33,844 33,075
Naples-Marco Island, FL MSA 63,620 63,703 60,049
South Bend-Mishawaka, IN-MI MSA 34,431 35,717 34,196
Kingsport-Bristol-Bristol, TN-VA MSA 30,603 32,052 31,770
Green Bay, WI MSA 36,234 37,154 36,742
Charleston, WV MSA 35,248 37,306 37,687
Boulder, CO MSA 49,999 50,714 48,056
Roanoke, VA MSA 37,644 38,789 38,322
Fort Collins-Loveland, CO MSA 38,819 39,314 37,844
Lincoln, NE MSA 36,838 37,990 37,361
Utica-Rome, NY MSA 31,450 32,879 33,269
Fort Smith, AR-OK MSA 30,122 31,602 30,896
Columbus, GA-AL MSA 34,805 37,054 36,577
Spartanburg, SC MSA 30,085 31,061 30,242
Huntington-Ashland, WV-KY-OH MSA 29,127 30,918 31,597
Erie, PA MSA 31,203 32,586 32,615
Lubbock, TX MSA 31,597 34,184 34,079
Duluth, MN-WI MSA 33,739 35,205 34,855
Atlantic City-Hammonton, NJ MSA 38,686 39,923 39,156
Clarksville, TN-KY MSA 33,083 35,864 35,318
San Luis Obispo-Paso Robles, CA MSA 40,704 41,094 40,103
Norwich-New London, CT MSA 46,215 47,385 46,841
Hagerstown-Martinsburg, MD-WV MSA 32,015 32,777 33,137
Myrtle Beach-North Myrtle Beach-Conway, SC MSA 30,074 29,963 29,101
Lafayette, LA MSA 39,219 42,755 41,670
Holland-Grand Haven, MI MSA 32,370 32,843 32,334
Gainesville, FL MSA 34,153 35,352 35,149
Cedar Rapids, IA MSA 37,649 39,528 39,022
Santa Cruz-Watsonville, CA MSA 51,336 51,249 49,145
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PERSONAL INCOME PER CAPITA BY LARGE METROPOLITAN AREA: 2007 – 2009
(Continued)
Metropolitan Area 2007 2008 2009
Greeley, CO MSA 28,175 28,744 27,186
Olympia, WA MSA 39,845 41,112 40,801
Lynchburg, VA MSA 32,628 33,772 33,308
Amarillo, TX MSA 32,935 35,753 35,489
Kennewick-Pasco-Richland, WA MSA 32,625 34,031 34,539
Merced, CA MSA 28,209 28,003 27,517
Binghamton, NY MSA 32,559 34,097 34,360
Laredo, TX MSA 21,994 23,598 23,294
Bremerton-Silverdale, WA MSA 42,163 43,851 43,404
Yakima, WA MSA 29,594 31,624 31,265
Gulfport-Biloxi, MS MSA 37,630 36,135 35,879
Sioux Falls, SD MSA 39,106 40,399 39,753
Waco, TX MSA 30,116 31,923 32,265
Macon, GA MSA 33,075 34,619 34,407
Topeka, KS MSA 34,880 36,576 36,770
Champaign-Urbana, IL MSA 32,707 35,020 34,624
Appleton, WI MSA 37,348 38,121 36,800
Barnstable Town, MA MSA 49,821 51,283 50,128
Chico, CA MSA 31,571 32,558 32,593
Prescott, AZ MSA 29,870 30,094 29,134
College Station-Bryan, TX MSA 27,579 29,796 29,847
Tuscaloosa, AL MSA 32,814 34,018 33,515
Springfield, IL MSA 37,942 40,307 40,467
Burlington-South Burlington, VT MSA 40,441 41,914 41,641
Longview, TX MSA 34,752 38,720 37,616
Las Cruces, NM MSA 26,725 27,848 28,165
Tyler, TX MSA 35,730 39,211 38,319
Houma-Bayou Cane-Thibodaux, LA MSA 36,999 41,083 40,506
Medford, OR MSA 34,583 34,688 34,314
Florence, SC MSA 31,689 32,813 32,747
Racine, WI MSA 35,965 37,104 36,708
Elkhart-Goshen, IN MSA 33,394 32,681 30,064
Bellingham, WA MSA 35,453 36,271 35,478
Fargo, ND-MN MSA 37,848 40,984 39,883
Saginaw-Saginaw Township North, MI MSA 29,301 30,124 30,137
Johnson City, TN MSA 29,927 31,200 30,778
Yuma, AZ MSA 24,734 25,185 25,356
Charlottesville, VA MSA 42,898 43,811 42,921
Lafayette, IN MSA 29,850 31,373 30,620
Lake Havasu City-Kingman, AZ MSA 25,877 26,527 26,185
Lake Charles, LA MSA 34,558 37,420 36,210
Athens-Clarke County, GA MSA 29,557 30,613 29,770
St. Cloud, MN MSA 32,719 34,420 33,571
Gainesville, GA MSA 30,325 30,501 29,038
Rochester, MN MSA 41,758 42,658 42,216
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PERSONAL INCOME PER CAPITA BY LARGE METROPOLITAN AREA: 2007 – 2009
(Continued)
Metropolitan Area 2007 2008 2009
Bloomington, IN MSA 29,300 30,698 30,950
Anderson, SC MSA 29,831 30,760 30,280
Kingston, NY MSA 35,302 36,521 36,519
Redding, CA MSA 34,432 34,387 34,068
Greenville, NC MSA 31,430 32,683 32,334
Crestview-Fort Walton Beach-Destin, FL MSA 41,109 42,288 42,007
Joplin, MO MSA 28,815 29,979 29,836
Monroe, LA MSA 31,618 33,830 34,229
Muskegon-Norton Shores, MI MSA 27,349 28,116 27,792
Jacksonville, NC MSA 36,902 40,274 42,463
Terre Haute, IN MSA 28,571 30,004 30,067
Bloomington-Normal, IL MSA 37,132 38,985 38,695
El Centro, CA MSA 26,742 28,641 28,681
Columbia, MO MSA 35,396 36,424 36,568
Yuba City, CA MSA 29,673 30,885 31,279
Albany, GA MSA 27,823 29,248 29,220
Waterloo-Cedar Falls, IA MSA 34,511 36,566 36,376
Panama City-Lynn Haven-Panama City Beach, FL MSA 35,475 36,420 36,316
Oshkosh-Neenah, WI MSA 35,904 37,383 37,088
Parkersburg-Marietta-Vienna, WV-OH MSA 30,009 31,530 31,869
Niles-Benton Harbor, MI MSA 32,737 34,039 33,507
Janesville, WI MSA 31,646 32,099 31,294
Abilene, TX MSA 32,331 35,565 35,188
Eau Claire, WI MSA 32,715 33,758 33,659
Jackson, MI MSA 28,549 29,750 29,488
Blacksburg-Christiansburg-Radford, VA MSA 27,901 28,482 28,384
Bend, OR MSA 36,655 37,029 35,966
Vineland-Millville-Bridgeton, NJ MSA 30,345 31,715 31,877
Dover, DE MSA 30,743 31,279 31,127
Pueblo, CO MSA 29,529 31,023 31,613
Punta Gorda, FL MSA 35,787 36,431 35,858
Pascagoula, MS MSA 33,557 33,869 33,916
Billings, MT MSA 38,176 39,961 39,212
Alexandria, LA MSA 33,062 35,812 35,885
Monroe, MI MSA 33,505 33,461 31,961
Iowa City, IA MSA 37,206 38,917 38,299
Decatur, AL MSA 31,171 32,171 31,974
Burlington, NC MSA 31,419 31,867 30,671
Bangor, ME MSA 31,944 33,262 33,767
Hanford-Corcoran, CA MSA 26,763 27,293 26,426
Madera-Chowchilla, CA MSA 26,606 26,880 26,790
Santa Fe, NM MSA 43,292 44,423 42,645
Jefferson City, MO MSA 33,155 34,756 34,691
Wichita, KS MSA 34,497 38,852 38,202
Rocky Mount, NC MSA 30,594 31,701 31,936
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(Continued)
Metropolitan Area 2007 2008 2009
State College, PA MSA 32,613 33,855 34,006
Grand Junction, CO MSA 34,935 37,342 34,791
Wheeling, WV-OH MSA 30,390 32,293 32,318
Sioux City, IA-NE-SD MSA 33,043 35,600 34,719
Florence-Muscle Shoals, AL MSA 29,590 30,826 30,792
Johnstown, PA MSA 30,088 31,602 31,961
Hattiesburg, MS MSA 28,518 29,469 29,274
Dothan, AL MSA 32,492 33,449 33,028
Springfield, OH MSA 31,517 32,510 32,627
Coeur d'Alene, ID MSA 31,889 32,485 31,770
Morristown, TN MSA 26,781 27,735 27,559
Texarkana, TX-Texarkana, AR MSA 31,401 33,263 33,118
St. George, UT MSA 26,892 26,964 26,147
Auburn-Opelika, AL MSA 27,356 28,225 27,643
Valdosta, GA MSA 28,157 29,621 29,184
Warner Robins, GA MSA 32,166 33,215 33,114
Battle Creek, MI MSA 30,474 31,906 32,227
Sebastian-Vero Beach, FL MSA 56,852 59,631 56,303
Napa, CA MSA 51,045 51,758 49,805
Odessa, TX MSA 32,571 36,067 33,544
Dalton, GA MSA 29,149 28,909 28,027
La Crosse, WI-MN MSA 34,195 35,690 35,908
Midland, TX MSA 52,258 59,670 54,164
Wausau, WI MSA 36,228 36,730 36,058
Anderson, IN MSA 29,964 31,776 30,627
Lebanon, PA MSA 35,176 36,678 36,850
Flagstaff, AZ MSA 33,248 34,784 34,510
Pittsfield, MA MSA 41,826 43,284 42,826
Glens Falls, NY MSA 31,408 32,909 33,106
Logan, UT-ID MSA 25,093 26,111 25,176
St. Joseph, MO-KS MSA 30,213 31,779 32,168
Idaho Falls, ID MSA 33,149 33,773 32,606
Altoona, PA MSA 31,003 32,026 32,663
Rapid City, SD MSA 36,848 38,081 37,330
Mansfield, OH MSA 28,903 30,148 29,635
Farmington, NM MSA 29,183 31,893 30,702
Winchester, VA-WV MSA 33,867 34,581 34,094
Manhattan, KS MSA 36,537 39,425 39,918
Steubenville-Weirton, OH-WV MSA 29,387 31,429 31,661
Bowling Green, KY MSA 30,521 31,644 30,912
Morgantown, WV MSA 32,927 33,995 34,813
Harrisonburg, VA MSA 30,654 31,355 30,673
Salisbury, MD MSA 31,744 32,922 33,153
Jonesboro, AR MSA 28,982 30,611 30,192
Sherman-Denison, TX MSA 30,041 32,024 32,066
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(Continued)
Metropolitan Area 2007 2008 2009
Mount Vernon-Anacortes, WA MSA 37,665 38,837 38,225
Williamsport, PA MSA 30,148 31,473 31,900
Lawrence, KS MSA 31,026 32,160 32,070
Victoria, TX MSA 34,692 37,723 36,408
Muncie, IN MSA 28,681 29,655 29,418
Sheboygan, WI MSA 37,885 38,541 37,783
Anniston-Oxford, AL MSA 31,087 32,494 32,045
Goldsboro, NC MSA 30,501 31,699 31,673
Owensboro, KY MSA 30,980 32,792 32,817
Jackson, TN MSA 31,600 32,768 32,078
Elizabethtown, KY MSA 33,011 34,646 35,126
Cleveland, TN MSA 29,558 30,451 29,939
Lawton, OK MSA 33,045 35,848 36,564
Kankakee-Bradley, IL MSA 30,269 31,738 31,780
Michigan City-La Porte, IN MSA 29,815 31,240 30,199
San Angelo, TX MSA 32,410 35,987 35,892
Wenatchee-East Wenatchee, WA MSA 31,790 33,526 33,299
Missoula, MT MSA 34,451 35,294 35,156
Decatur, IL MSA 37,680 39,598 39,174
Bay City, MI MSA 30,139 31,256 31,165
Lewiston-Auburn, ME MSA 33,713 35,045 35,455
Bismarck, ND MSA 36,928 38,727 39,337
Danville, VA MSA 29,089 29,932 30,092
Sumter, SC MSA 28,398 29,545 29,458
Lima, OH MSA 30,049 31,018 30,596
Brunswick, GA MSA 35,375 36,290 35,149
Gadsden, AL MSA 29,138 30,170 29,984
Longview, WA MSA 29,704 30,646 30,859
Ithaca, NY MSA 31,858 33,902 33,684
Pine Bluff, AR MSA 27,550 29,019 29,541
Fond du Lac, WI MSA 35,396 36,289 35,389
Cumberland, MD-WV MSA 28,527 30,283 31,432
Kokomo, IN MSA 33,190 33,123 31,677
Fairbanks, AK MSA 36,359 39,517 38,895
Hot Springs, AR MSA 32,804 33,863 33,715
Grand Forks, ND-MN MSA 34,067 36,572 36,126
Rome, GA MSA 31,109 32,260 31,840
Ocean City, NJ MSA 44,812 46,067 46,329
Cape Girardeau-Jackson, MO-IL MSA 31,403 32,338 32,795
Mankato-North Mankato, MN MSA 34,020 36,180 35,258
Dubuque, IA MSA 34,667 36,097 35,635
Palm Coast, FL MSA 31,800 32,815 32,671
Pocatello, ID MSA 28,195 28,920 28,513
Cheyenne, WY MSA 43,317 46,210 45,950
Elmira, NY MSA 31,267 33,276 32,881
Ames, IA MSA 34,396 35,821 35,616
Corvallis, OR MSA 36,931 38,647 37,922
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PERSONAL INCOME PER CAPITA BY LARGE METROPOLITAN AREA: 2007 – 2009
(Continued)
Metropolitan Area 2007 2008 2009
Great Falls, MT MSA 35,204 37,150 37,437
Danville, IL MSA 28,165 30,576 30,713
Sandusky, OH MSA 35,685 36,773 36,236
Columbus, IN MSA 36,792 39,673 37,589
Casper, WY MSA 50,040 57,311 53,361
Hinesville-Fort Stewart, GA MSA 25,525 28,312 26,372
Lewiston, ID-WA MSA 33,069 34,504 34,166
Carson City, NV MSA 42,603 41,922 40,218
Source: US Census Bureau, “Statistical Abstract of the US,” 2012.
PERSONAL INCOME PER CAPITA BY STATE: 2000 VS. 2010
State 2000 2010 State 2000 2010
United States $30,318 $40,584 Missouri $27,891 $36,979
Alabama $24,069 $33,945 Montana $23,470 $35,317
Alaska $30,531 $44,174 Nebraska $28,598 $39,557
Arizona $26,262 $34,999 Nevada $30,986 $36,997
Arkansas $22,577 $33,150 New Hampshire $34,087 $44,084
California $33,398 $43,104 New Jersey $38,666 $50,781
Colorado $33,977 $42,802 New Mexico $22,751 $33,837
Connecticut $41,920 $56,001 New York $34,630 $48,821
Delaware $31,007 $39,962 North Carolina $27,914 $35,638
District of Columbia $40,484 $71,044 North Dakota $25,624 $40,596
Florida $29,080 $39,272 Ohio $28,694 $36,395
Georgia $28,531 $35,490 Oklahoma $24,605 $36,421
Hawaii $29,071 $41,021 Oregon $28,718 $37,095
Idaho $24,683 $32,257 Pennsylvania $30,110 $41,152
Illinois $32,636 $43,159 Rhode Island $29,484 $42,579
Indiana $27,460 $34,943 South Carolina $25,081 $33,163
Iowa $27,293 $38,281 South Dakota $26,427 $38,865
Kansas $28,477 $39,737 Tennessee $26,691 $35,307
Kentucky $24,786 $33,348 Texas $28,504 $39,493
Louisiana $23,570 $38,446 Utah $24,517 $32,595
Maine $26,696 $37,300 Vermont $28,183 $40,283
Maryland $34,681 $49,025 Virginia $31,640 $44,762
Massachusetts $38,210 $51,552 Washington $32,407 $43,564
Michigan $29,392 $35,597 West Virginia $22,174 $32,641
Minnesota $32,597 $42,843 Wisconsin $29,139 $38,432
Mississippi $21,555 $31,186 Wyoming $29,281 $47,851
Source: US Census Bureau, “Statistical Abstract of the US,” 2012.
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Source Index
Adobe Systems Incorporated 345 Park Avenue San Jose, CA 95110-2704 (408) 536-6000 www.adobe.com
Adworthy 1113 General Washington Memorial Boulevard Washington Crossing, PA 18977 (215) 321-3862 www.adworthy.com
Ascend2 www.ascend2.com
Atlas of Giving 6301 Gaston Ave. Suite 715 Dallas, Texas 75214 (877) 414-0078 www.atlasofgiving.com
Beasley Direct Marketing 15227 Perry Lane Morgan Hill, CA. 95037 (408) 782-0046 www.beasleydirect.com
Bernhart Associates Executive Search, Inc. 2068 Greenwood Drive Owatonna, MN 55060 (507) 451-4270 www.bernhart.com
Biztegra www.biztegra.com
Blackbaud 2000 Daniel Island Drive Charleston, SC, 29492-7541 (800) 443-9441 www.blackbaud.com
BlueHornet (619) 295-1856 www.bluehornet.com
Bronto Software, Inc. Washington Building 324 Blackwell Street, Suite 410 Durham, North Carolina 27701 (888) 276-6861 www.bronto.com
ChiefMarketer.com www.chiefmarketer.com
Cisco Systems, Inc. 170 West Tasman Dr. San Jose, CA 95134 www.cisco.com
Craigconnects www.craigconnects.org
CMO Survey www.cmosurvey.org
COLLOQUY 4445 Lake Forest Drive, Suite 200, Cincinnati, Ohio 45242 (513) 248-5918 www.colloquy.com
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comScore Inc. 11950 Democracy Drive Suite 600 Reston, VA 20190 (703) 438-2000 www.comscore.com
Cone Communications 855 Boylston Street Boston, MA 02116 (617) 227-2111 www.conecomm.com
Content Marketing Institute 3317 W 155th St Cleveland, OH 44111 (888)-554-2014 www.contentmarketinginstitute.com
Crandall Associates, Inc. 6 Litchfield Road Suite 316 Port Washington, NY 11050 (516) 767-6800 www.crandallassociates.com
Curata, Inc. 245 First St. 12th Floor Cambridge, MA 02142 (617) 229-5544 www.curata.com
DDMI Research Direct Marketing Association www.ddminstitute.thedma.org
Demand Metric 562 Wellington Street London, Ontario Canada N6A 3R5 (866) 947-7744 www.demandmetric.com
Deighton, John Harold M. Brierly Professor of Business Administration Harvard Business School
Digital Advertising Alliance 1120 Avenue of the Americas New York, NY 10036 www.digitaladvertisingalliance.org
eConsultancy 4th Floor 29-35 Farringdon Road London, London, EC1M3JF United Kingdom 44 (0)20 7269 1467 www.econsultancy.com
Edison Research 6 W. Cliff St. Somerville, NJ 08876 (908) 707-4707 www.edisonresearch.com
eleventy marketing group 453 S. High Street Akron, OH 44311 (330) 294-1120 www.eleventygroup.com
eMarketer, Inc. 75 Broad Street 32nd Floor New York, NY 10004 (212) 763-6010 www.emarketer.com
Epsilon 4401 Regent Boulevard Irving, TX 75063 (800) 309-0505 www.epsilon.com
Experian Marketing Services 955 American Lane Schaumburg, IL 60173 (224) 698-5600 www.experian.com
Facebook 1601 S. California Ave. Palo Alto, CA 94304 www.facebook.com
Fluent 33 Whitehall Street 15th Floor New York, NY 10004 (646) 669-7272 www.fluentco.com
Google 1600 Amphitheatre Parkway Mountain View, CA 94043 www.google.com
HubSpot, Inc. 25 First Street, 2nd Floor
Cambridge, MA 02141 (888) 482-7768 www.hubspot.com
IgnitionOne 32 Avenue of the Americas
25th Floor New York, NY 10013 (888) 744-6483 www.ignitionone.com
Infogroup 1020 E 1st Street
Papillion, NE 68046 (402) 836-5290 www.infogroup.com
Inmar 2650 Pilgrim Court Winston-Salem, NC 27106 (800) 765-1277 www.inmar.com
J. Schmid & Assoc, Inc. 5800 Foxridge Drive, Suite 200 Mission, KS 66202 (913) 236-8988 www.jschmid.com
Johnson, Peter A. Adjunct Professor Columbia University
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Listrak 529 East Main Street Lititz, PA 17543 (877) 362-4556 www.listrak.com
LiveIntent 100 Church Street New York, NY 10007 (212) 792-5348 www.liveintent.com
LogMeIn 320 Summer Street Boston, MA 02210 (781) 638-9050 www.logmein.com
MailerMailer 1395 Piccard Dr., Suite 360 Rockville, MD 20850 (301) 825-5658 www.mailermailer.com
Mailjet 37 Bis Rue du Sentier 75002 Paris France www.mailjet.com
MarketingSherpa LLC 1300 Marsh Landing Pkwy Jacksonville Beach, FL 32250 (877) 895-1717 www.marketingsherpa.com
mCordis (408) 242-5733
www.mcordis.com
Merkle 7001 Columbia Gateway Drive
Columbia, MD 21046 (443)542-4000 www.merkleinc.com
Mintel 351 West Hubbard Street
Suite 801 Chicago, IL 60610 (312) 932-0400 www.mintel.com
Moddern Marketing, LLC 134 Spring Street New York, NY 10012 (212) 334-9800 www.moddern.com
Mondo 102 Madison Ave, 7th floor New York, NY 10016 212-257-5111 www.mondo.com
Multichannel Merchant 10 Norden Pl., second floor Norwalk, CT 06855 www.multichannelmerchant.com
Nonprofit Marketing Guide EcoScribe Communications 319 Becks Church Road Lexington, NC 27292 (336) 300-8394 www.nonprofitmarketingguide.com
Oxbridge Communications, Inc. (MediaFinder.com) 39 W. 29th Street, Suite 301 New York, NY 10001 (212) 741-0231 www.mediafinder.com
Pew Internet & American Life Project 1615 L Street, NW, Suite 700 Washington, DC 20036 (202) 419-4500 www.pewinternet.org
PwC www.pwc.com
Real Results Marketing, Inc. 1195 Linden Avenue Boulder, CO 80304 (303) 898-8636 www.realresultsmarketing.com
Retail Online Integration (NAPCO) 1500 Spring Garden St, 12th Floor Philadelphia, PA 19130 (215) 238-5300 www.retailonlineintegration.com
RetailMeNot 301 Congress Avenue, Suite 700 Austin, TX 78701 www.retailmenot.com
Return Path 304 Park Avenue South, 7th floor New York, NY 10010 (212) 905-5500 www.returnpath.com
SEMPO 401 Edgewater Place, Suite 600 Wakefield, MA 01880 USA (781) 876-8886 www.sempo.org
Shasho Jones Direct, Inc.
Glenda Shasho Jones 145 West 67 Street New York, NY 10023 www.sjdirect.com
Social Media Examiner
13025 Danielson Street Poway, CA 92064 www.socialmediaexaminer.com
sovrn
1750 29th St. #2036 Boulder, CO 80301 (303) 493-5490 http://www.sovrn.com/
Teradata 10000 Innovation Drive Dayton, OH 45342 (866) 548-8348 www.teradata.com
University of MA Dartmouth Center for Marketing Research 200 Mill Road, Suite 150A Fairhaven, MA 02719 (508) 999-8756 www.umassd.edu/cmr
UPS 55 Glenlake Parkway NE Atlanta , GA 30328 United States (800) 742-5811 www.ups.com
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USC Annenberg School Center for the Digital Future 11444 West Olympic Blvd, # 120 Los Angeles, CA 90064 (310) 235-4444 www.digitalcenter.org
United States Postal Service 475 L’Enfant Plaza, SW Washington, DC 20260 (202) 268-2000 www.usps.gov
U.S. Census Bureau 4600 Silver Hill Road Washington, DC 20233 (800) 923-8282 www.census.gov
Valassis 19975 Victor Parkway Livonia, MI 48152 (734) 591-3000 www.valassis.com
Vision Critical 200 Granville Street Mezzanine Floor Vancouver, BC V6C 1S4 Canada (604) 647-1980 www.visioncritical.com
Visual Website Optimizer (VWO) www.vwo.com
Winterberry Group 60 Broad Street, 38th floor New York, NY 10010 (212)842-6000 www.winterberrygroup.com
Worldata, Inc. 3000 North Military Trail Boca Raton, FL 33431 (800) 331-8102 www.worldata.com
Zogby www.zogby.com