Return on Intelligence
By Jim Gilbert
Retail Rants & Raves
How Green Mountain Coffee Roasters Saved a Customer
Aug 23, 2010Talk about valuing your customers and providing exceptional customer service! It's no wonder that GMCR is one of the fastest...
Merchandising Musings
The Art of Double Meanings
Aug 23, 2010How can your brand infuse its products with double benefits? Double meanings? What would it take to accomplish something even...
Dear Dr. pROfIt
Getting Senior Management to Buy Into Mobile
Aug 23, 2010New purchase channels can achieve success if marketing and merchandising are aligned to the interests of customers.
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Creating Positive Customer Experiences
What Your Business Can Learn From the JetBlue Flight Attendant's Meltdown
Aug 30, 2010How can you use the Slidin’ Slater incident to start a lively dialog in your company about how working conditions...
Reflections From ACCM
Having attended more than 15 catalog/multichannel conferences (ACCM) over the past two decades, I can easily report that this one will stand out for its low attendance and "doom-and-gloom" conversations.
Yes, these aren't good economic times, but being the forever optimist, I wanted to point out several things that we should all be thinking about.
- Adversity is the mother of invention. Throughout the years, great companies have been born. Others have transformed themselves in the face of seemingly insurmountable odds. It'll happen this time again.
- When the going gets tough … you know. A new generation of crisis, problem-solving managers is being born right now. Can you see it?
- By all reports, mail prospecting is down considerably. But catalogers and other direct marketers are testing, very prudently, new media in many different ways. Those tests will bear fruit.
- It's time for many direct marketers to realize they can't be experts at all things. Now, more than ever, is the time to consider what your core competencies are, and outsource the rest. At ACCM, I heard many conversations about outsourcing e-commerce marketing, call center, fulfillment, HR and a host of other noncritical functions. This is especially true for smaller — less than $50 million in sales — companies.
- While times are tough for direct marketers, they're worse for retailers. At least direct marketers have flexibility. Most retailers have much greater fixed costs to be paid on sales volumes that are down 10 percent, 20 percent or even up to 30 percent. They're shuttering stores, reducing inventory (consumer selection) and laying off service staff. All of this presents an opportunity for the shrewd direct marketer.
- This too shall pass. Sometimes when you're up to your neck in alligators, it's hard to remember that your original goal was to drain the swamp! We forget that recessionary cycles happen, and that they don't last forever. While car sales are down now, for example, the cars on the road today are wearing out at exactly the same rate as they were last year. The consumer can, will and must eventually return.
- Down market cycles "cleanse" weak players. You may have an opportunity to pick up the remaining assets of your weak competitors — plan for it.
Terence Jukes is president of Ability Commerce, a 140-person firm that designs, builds and runs e-commerce and related marketing programs for catalog companies. He can be reached at TerryJ@AbilityCommerce.com.
