BtoB's E-Mail Marketer Insight Newsletter for June 14, 2007
Anthony A. Graham, Sr.
New York City Business to Business Directory: http://www.nyc.gov/html/b2b/html/telcomsvcs/telcomscvs.shtml
From: BtoB <ale...@btobonline.com>
To: grahamcommunic...@yahoo.com
Sent: Thursday, June 14, 2007 9:43:07 AM
Subject: BtoB's E-Mail Marketer Insight Newsletter for June 14, 2007
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E-mail marketing personnel spending up: Study
By Karen J. Bannan
The average amount companies spend on personnel for e-mail marketing hit $182,067 this year—up from $169,710 in 2005, the last time the company conducted the study—and as part of that salaries are up, too, according to the report, E-mail Spending and Governance, 2007.
According to the study, which surveyed 630 marketing executives, salaries have increased from an average of $50,526 in 2005 to $63,547. Not surprisingly, companies with annual revenue of more than $500 million spend more, on average, for salaries, budgeting $406,403 for dedicated e-mail marketing staff. Companies with revenue under $500 million pay out an average of $135,065 in salaries.
What is surprising: B-to-b marketers pay better, with a combined yearly expenditure of
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How do I account for my e-mail marketing campaigns’ multichannel sales?
E-mail marketers generally focus their metrics on those that can be measured immediately: opens, click-through and sales. Yet our data demonstrate that many consumers make purchases long after receiving an e-mail. While we wouldn’t suggest that e-mail marketing is purely a branding tactic, it is important to remember that not all of an e-mail campaign’s impact is felt within 48 hours of sending.
To measure the full impact of a multichannel campaign, a business with a retail store, for instance, could ask consumers to print out a coupon for use in the store or have store staff ask whether a consumer has already subscribed to the e-mail newsletter. And, of course, make sure you’re revisiting your e-mail conversion metrics after a month to ensure you’re capturing all slow responders.
Another example: Epsilon recently worked with a computer hardware reseller to refine its batch-and-blast approach to e-mail marketing. The effort focused on analyzing e-mail recipient behavior, creating a customer segmentation strategy and developing an accompanying dynamic e-mail template so the company could send more relevant offers to its b-to-b customers. Most important, the company established ways to measure the call center sales driven by these e-mails. We found that customers who were active and engaged e-mail recipients were far more valuable than those who did not click on e-mails, with the first group driving 14 times more revenue and spending 40% more on each purchase they made.
Jared Blank is VP-client solutions at Epsilon (www.epsilon.com), a marketing solutions provider.
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Goodmail Systems announces four more ISPs agree to support CertifiedEmail
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