Optimizing Marketing Programs through Customer Feedback

Written by Meg Walker


As Marketing professionals, we are all aware ofrepparttar need to measure program results. We can measure website hits, bingo card responses, 800-number calls and increased product purchases. Unless we ask our customers, however, we will never know WHY particular programs are successful and others are not.

When wasrepparttar 121623 last time you asked 500 of your best customers why they are loyal to your products, services, website or promotions? How much did it cost? How long did it take?

The most effective Marketing strategies include some level of market research. Whether you chooserepparttar 121624 services of a large professional organization or you conduct an in-house telephone survey, you know that research can be complex, time-consuming and expensive. What do you do when you need answers quickly? Consider implementing a web-based survey. Here are several areas where you need on-going feedback and can implement tactical surveys to rapidly gather information that you need now.

Who is visiting your website?

Demographic information about your website visitors is crucial. To whom does your site appeal? Why does your website appeal to them? How long do they stay onrepparttar 121625 site? Although you can extrapolate some information from log files analysis, these questions cannot be answered except by askingrepparttar 121626 visitors themselves. By implementing an online survey in a pop-up window, you can get important demographic and site-use information. Either by appealing to visitors’ need to express opinions or by offering an incentive, you can rapidly gather data to help you improve your online presence. Interestingly, customers who feel that they contribute to your programs are more likely to remain loyal.

Are your services meeting customer needs?

I recently launched a survey to assessrepparttar 121627 effectiveness of a literature and sample fulfillment service that cost $250,000 per year. By designing a brief nine-question survey and e-mailing an invitation to recent sales prospects, I was able to gather information about service satisfaction as well as brand loyalty, sample usage and general demographics. I launchedrepparttar 121628 survey on Thursday at noon and by Monday afternoon had received an unprecedented 34% response. By Tuesday morning, when I met withrepparttar 121629 Business Unit Manager for that product, I was able to recommend (and provide substantiation) for maintaining bothrepparttar 121630 samples program and particular brand identities. And my cost? Less than two hours of work and under $500.

Are your advertising campaigns driving traffic?

Many advertisers now list their web address as part of their advertisements. This is a two-edged sword. Since most prospects have access torepparttar 121631 Internet, they will not return bingo cards, so ad response rates may appear significantly lower than just a few years ago. Unless you implement special response URLs, gateway pages or on-line mirrors of your advertising campaign, you cannot reliably capture which site visitors are driven to your website by traditional advertising means. These solutions require significant time investments and can be expensive add-ons to your already-costly advertising campaign.

With budgets that often reach into millions of dollars, Marketing professionals need a reliable method to prove program effectiveness so that they can focus their spending to increase return on investment. By implementing an online survey linked to your advertised product’s web page, you can find out what draws your visitors torepparttar 121632 site. Additionally, you can also discover what prospects’ needs are, what appealed to them about your advertising campaign and what other media sources they rely on. Far beyondrepparttar 121633 unique URL solution or expensive industry-wide research, surveys give you tangible, objective data about why particular programs are effective with your unique audience.

Trash The 2002 Marketing Plan - and just start over

Written by Carol Verret, Consulting and Training


Nothing can approximaterepparttar loss and sense of grief that we feel forrepparttar 121622 victims ofrepparttar 121623 World Trade Center andrepparttar 121624 Pentagon Tragedies. However,repparttar 121625 economic aftermath is just beginning to take shape and it is ugly. Now,repparttar 121626 most patriotic thing that we can do for our country and ourselves is to get back to business and try to stabilize this economy.

My advice to all of you inrepparttar 121627 hospitality industry is to TRASHrepparttar 121628 2002 MARKETING PLAN - and just start over. Most of you have just finished or are inrepparttar 121629 process of completingrepparttar 121630 marketing and business plan for 2002. 2001 has been difficult for an industry that was posting double-digit gains in revenue forrepparttar 121631 better part ofrepparttar 121632 last decade. According to PKFrepparttar 121633 average US hotel will suffer a 5.6% decline in operating profits in 2001 compared with a 10% increase in profits in 2000. That was written prior to September 11, 2001.

Many hotels and hotel management companies are ill equipped to deal with this sudden change of events. Demand has been so strong forrepparttar 121634 last ten years, we have focused on managing yield rather than generating demand. Demand has not just slowed down; in many market segments, it has come to a screeching halt. Most impacted are those convention and meeting hotels with long term bookings that are suddenly cancelled until further notice. Corporate travel, even ifrepparttar 121635 fear of flying did not exist, will be impacted byrepparttar 121636 airline's curtailment of 20% of their average schedules. How deeply and for how long leisure travel will be impacted is anyone's guess. Our travel and business life as we have come to know it has come to an end, at least forrepparttar 121637 near future.

Trash The Marketing Plan and Start Over - fromrepparttar 121638 beginning. Competitive Analysis - Everyone is nowrepparttar 121639 competition. Fromrepparttar 121640 limited service franchise downrepparttar 121641 street torepparttar 121642 luxury hotel atrepparttar 121643 other end ofrepparttar 121644 street. Don't hold on to a rate structure that has you positioned in your 'market/product segment.' It is war out there. The client doesn't care about your rate position in your market segment - they care about value and service for their scarce travel dollars. Do what it takes to retain your current accounts and steal new ones.

Value Add - If your top accounts are leaving you forrepparttar 121645 limited service hotel downrepparttar 121646 street, drop your rate and build in breakfast. If you have a food and beverage outlet, throw in a coupon for a free beverage. Offer an incentive to userepparttar 121647 restaurant for meals other than breakfast. Will it reduce your overall revenues -- maybe. If your clients leave you forrepparttar 121648 amenities that your competition includes inrepparttar 121649 rate, your revenue will most certainly be reduced even further. Think cash flow versus NOP.

Market Segment Analysis - Reduce your projections by a minimum of 20% acrossrepparttar 121650 board forrepparttar 121651 first six months ofrepparttar 121652 year (and that is probably optimistic). Target those with which you can realistically have an impact and solicit like crazy. Some of those include government, drive-in markets like AARP and AAA. Develop packages for those guests that may now arrive by rail. Develop local 'vacation' packages for those in your area and within driving proximity that won't be flying this year. Remember, SMERFs and Associations have members, not stockholders, and may be inclined to continue their activities at a reduced budget closer to home. Go after those small accounts you couldn't be bothered with last year -repparttar 121653 last economic recovery was built on small businesses.

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