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Because direct response marketing is more than a catchy Madison Avenue jingle or the latest publicity stunt. It's marketing with results that are measurable. They can be recorded, analyzed, scrutinized, and acted on. The success or failure of every campaign or test can be read in black and white. And while technology has changed the way marketing is done using direct response, the basic dos and don'ts have remained the same. A successful direct response program is made up of a well-executed marketing and process management, copy, graphics, production services, and results analysis combined with direct response basics. A synergy must exist among all to achieve total program success.

In the world of direct response marketing there's an old adage. "You can turn a direct response marketer into a general advertiser, but you can't turn a general advertiser into a direct response marketer."

Why? Because direct response marketing is more than a catchy Madison Avenue jingle or the latest publicity stunt. It's marketing with results that are measurable. They can be recorded, analyzed, scrutinized, and acted on. The success or failure of every campaign or test can be read in black and white.

And while technology has changed the way we market using direct response, the basic dos and don'ts have remained the same.

What makes for a successful direct response program? Well-executed marketing and process management, copy, graphics, production services, and results analysis combined with direct response basics. A synergy must exist among all to achieve total program success.

THE DOS OF PROCESS MANAGEMENT The marketer is the overseer of the process management. It affects every phase of program development and execution. Six key steps are involved, each supported by marketing basics:

1. Do realize it's a team effort Λ successful program requires a strong cohesive team. While marketing serves as the program leader, creative and production play integral roles. Do listen to the recommendations that creative and production offer. They're experts in their field. Their knowledge and creative insight can have a positive impact on your program. Don't be fooled into thinking you have all the answers!

2. Develop a marketing plan The marketing plan is the most critical step in the marketing process. A well-thought-through plan is the cornerstone of every successful direct response program. Before starting your plan, do analyze your target audience. Learn about your competition. Don't expect your copy and art team to formulate strategics for penetrating the market. As the marketer you have the responsibility to provide the strategies lor getting the right oiler to the right person at the right time.

3. Develop a budget The budget is the second building block of a successful program. Do be realistic when establishing your financial goals. Share your budget with creative and production. Don't tell them you want to see how much their concepts would cost. If you broadstroke the budget, then chances are you'll receive concepts that exceed your budget. Creative and production work best when they know the financial parameters. You'll be surprised at the high-quality yet costefficient concepts they'll produce.

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4. Communicate yourplan Communication is vital - have a kickoff meeting to share your vision and expectations. Bc prepared to accurately explain the plan and budget. Do communicate your excitement about the program. If you're not enthusiastic, don't expect anyone else to be. Don't expect creative and production to read your mind.

5. Monitor the process Monitoring the process ensures quality. Do review mid approve all creative and production estimates before work begins. Require updates for any cost changes. Don't accept any hidden costs at the end of the program. Do conduct weekly status meetings with creative and production. Discuss the process and whether it's working. If a problem arises, you'll have additional experts at hand to help find a solution.

6. Analyze the process Analyzing the process is the foundation for the next program. Do analyze your results and expenses against your marketing plan and budget. You'll learn whether yoti achieved your goals, correctly implemented the marketing strategies, and completed the project within budget, liqually important, don't jump to conclusions before your program results are final.

Do conduct a post-campaign meeting. Share your results with creative and production. Ask for their recommendations for improving the process. And remember to listen to what they have to say.

THE DOS OF WRITING EFFECTIVE COPY Compelling copy is required to grasp the customer's interest and prompt the sale. A good copywriter will include a minimum of four basic writing criteria in each creative that is developed:

1. The offer matters A successful direct marketing program is the result of getting the right offer to the right person at the right time. Do make the offer simple, easy-to-undcrstand, and credible. Use a strong hook to promote the product benefils and to tell the customer what's in it for them. Don't bury the offer and hook inside or beneath a story. That's not the way to establish the offer. If you make the customer search for the benefits of purchasing the product, the sale will be lost.

2. Maximize the affinity relationship An affinity relationship will maximixe your response. Do create a strong tic between the member and the association. Acknowledge the association's recommendation. Have a high-ranking official with a name that is easily identified sign the letter. Promote the benefits of the membership. And most important, don't overlook the value of the affinity.

3. Use persuasion to promoter the offer A strong hook will persuade the customer to buy. Do focus on promoting the product benefits. Place slightly less emphasis on the features. Create a sense of urgency by including a respond-by date. Support the offer with a risk-free money-back review. Don't ask questions in headlines or kickers that can't be answered yes or no. Include a sales letter in a direct mail package, and don't skip the RS. It's the second most highly read piece of the letter.

4. Tell the customer how to reply Response drives success - if the customer gets confused or frustrated when responding, the sale will be lost. Do limit choices given to the customer, whether it's benefit amount, payment option, etc., to a maximum of three. Do tell the customer how to respond by providing stcp-by-stcp instructions. And keep them simple. Don't forget to include a postage-paid reply envelope if the response is to be returned by mail. Do consider the age of the target audience. A the market is senior and a handwritten response is requested, provide plenty of space to complete the information.

5. Tell customer where to find answer to thier quetion Customers want to be able to find answers to their questions during the reply process. Do include the toll-free number, the hours of operation, and the Web address in an casy-to-find location. Whenever possible, include this information with the response instructions. Provide access to a customer service representative via the toll-free number or Internet. Don't overlook this important step. Not providing this service often results in a lost sale.

THE DOS OF EFFECTIVE GRAPHIC DESIGN Graphics play an integral role in the success of the program. It's the graphics that prompt the customer to stop and read the offer. Effective graphics provide visual direction to the offer and enclosed materials.

A good artist will design a package that is readable, attentiongetting, and addresses the target audience. Here are some graphic dos and don'ts that are part of every great design.

1. Make if attention-gerring The package has to stand out among mailbox clutter. Do design the package so it catches the reader's attention. Use strong teaser copy on the envelope, or you may want to consider using a plain white envelope without a message. Don't design the direct response piece to win an award. Use graphics that fit the layout and support the offer.

2. Make it readable The offer has to be readable. Do limit the use of background and texture tints. Don't print text over dark backgrounds or texture, it can be challenging to read. Don't use italics for lengthy headlines or subheads. Limit the use of italics in reverse-out type, and don't use red type on a black or glossy background.

3. Limit font usage Using multiple fonts makes it difficult for the reader to focus on what's important. Do limit font usage to three fonts per component. Do make a sales letter look like a letter. Do use a Times Roman font for the letter. Do use san serif fonts for Web sites, short headlines, charts, and graphs. Always use a 10-point font or larger in the body text. Don't use less than a 12-point font for the senior market.

4. Use relevant grophics Relevant graphics are an integral part of the offer. Do keep graphic continuity throughout the package. Do use graphics that support and clarify the offer. Don't use cutesy graphics unless applicable to the target audience.

THE DOS OF QUAIJTY PRODUCTION Production includes printing, data processing, personalixation, lettershop, and mailing services. It's the final step in program implementation and mailing. As with creative, there are individuals who specialize in production services and are experts in their field.

Production can be as important to program financial success as is creative. If the direct mail package can't be produced and designed, if it costs too much, or if it doesn't contain the information you wanted for the person you selected, then the chances of success will be dramatically reduced.

The production management process parallels the marketing and creative process. It's supported by similar basic steps, and includes its own list of dos and don'ts. The key to success is detailed procedures, tight vendor management, and reviews during every step of the production process.

1. Production impact; Me end resuit Experience, knowledge, and attention to detail are required to manage production and keep mailing services error-free. Do involve production from the start. Don't have creative begin concepts without knowing whether the project can be produced within budget and whether it will meet postal regulations. Do send preliminary production specifications to a minimum of three vendors with whom you have an established relationship. Obtain price estimates. Production must notify you if the price estimates are higher than budget. Prepare a production schedule that outlines key dates for meeting the final program target date.

2. Order the mailing list Synchronize the ordering of the mailing list with the creative development. Do order the mailing list, whether it's internal or external, approximately six to eight weeks from the target date. Do inform the list source where to post the files and complete any required privacy contracts. Don't delay in the preparation and issuing of the data and laser personalization Instructions to the appropriate vendors.

3. Review final atr files Eliminate additional charges at blueline wiLh correct art files. Do conduct a preproduction meeting with marketing and creative before releasing final art files to the print vendor. Do review the art files against the most recent set of production specifications and check to see whether changes have occurred in the creative development process. Don't forget to provide the print vendor with the most recent set of production specifications, a file output report, and a set of color lasers.

4. Review the data processing Review of the data processing reports against the data instructions confirms accurate mail counts. Do request a record layout and a "dump" of the first 100 names to verify that the names and addresses that you received are correct. Confirm all processing steps and codes against the data Instructions. Don't authorize the vendor to proceed to the next processing step until all input, deduplication, and output counts have been verified lor accuracy. Il It's an ongoing mailing, do review counts against prior mailings Tor fluctuations. Investigate variances greater than 5 percent. Do issue a postage request based on the final mail count.

5. Proof for accuracy An Inaccurate rate or the wrong name with the right address will mar results. Do review printer proofs or bluellnes against copies of the approved final art files. Don't overlook the importance of double-checking the rates against the data file. Do review each step for accuracy before granting authorization to proceed.

6. Conduct quality control checks It's the last chance to catch and correct any errors before mailing. Do Include a series of quality control checks throughout the production process. Request and approve insertion signoffs against the lcttershop instructions. Require a live quality control sample from the lettershop. Do proof the entire kit one last time for typos, correct rates, codes, and call the toll-free number to confirm its accuracy. Don't overlook the importance of quality control checks.

7. Seed the mailing Problems can still occur after the last quality control check. Do use a US. Postal Service delivery monitoring service. Information received from the delivery service will provide you with the in-house delivery date and the condition in which the mail was received. Don't forget to review the package for accuracy, !fan error is discovered, inform your client immediately. Do provide a solution when presenting the problem.

8. Reconcife the postage secure any unused postage funds. Do require the original U.S. Postal Service 3602 report within 48 hours of the mail date. Verify the mall counts for accuracy against the data processing final output counts. Do prepare a postage reconciliation report based on the verified mail counts. Don't forget to request a postage refund check, if applicable.

9. Monitor the schedule It's critical that the production process is managed closely. Do monitor the production schedule. Don't forget to follow-up with all applicable vendors one day prior to the implementation due date. This wiil allow time for any adjustments should the unexpected occur.

THE DOS FOR TRACKING AND ANALYZING RESULTS Success or failure is determined by reviewing final program results against the initial success measurements defined in your marketing plan. Plans need to include detail on each driver of performance for your offer. This can Include response and conversion rales. HuI make sure you consider underwriting acceptance rates, premium per sale, and the payment plans selected. Look at the results by the factors that are part of the market environment - demographic and media splits and combinations that can be used to fine-tune marketing strategics.

To ensure that you are successful in tracking and analyzing your program results, here are a four key points:

1. Identify the marketing elements Data analysis begins with Identifying the marketing elements. Do identify, at the start of the program, the marketing elements lhat you will code, track, and analyze. Don't forget Io share this information in your marketing plan.

2. Track the data Accurate tracking provides the data lor analysis. Do determine how you will track the data and who is responsible for capturing the information. Do determine whether the data will be !racked by a marketing key code or some other channel such as a toll-free number. Do be explicit when explaining your source code logic in the data processing instructions. Do conduct a meeting with the data processing vendor/programmer to review the data processing instructions and to address any questions. Don't leave any steps open to the programmer's interpretation.

3. Analyze the data Correct Interpretation of the data Is critical. If you analyze the data too early, chances are you'll misinterpret the results. Do allow 12 weeks from the mail date before you consider the program complete. Do confirm the marketing key code logic to ensure that mistakes did not occur In the coding that could skew data interpretation. Do be objective when analyzing your results. Don't skew your interpretation of the data based on a foregone conclusion.

4. Share tne findings A successful marketer shares knowledge. Do share the data and knowledge you acquired with creative and production. Don't assume they aren't equally interested in what you've learned. Remember, everyone who was involved with the program has a vested interest.

What do you take away from all this? It's simple. Technology will continue to change the way we produce and distribute direct mail, but the basic fundamentals, the dos and don'ts, remain the same.