Printers Find Success in Omnichannel Marketing Campaigns

By: Patrick Henry

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Some printers may find the notion of “omnichannel marketing” unfamiliar and off-putting. They shouldn’t. They’re already taking part in it — or could be, as the PSPs profiled here are doing with impressive results.

If printers feel the chill of alienation instead of the warmth of recognition when they confront the concept of “omnichannel marketing,” they’re failing to appreciate their own stake in it.

What printers do is integral to the success of omnichannel marketing campaigns — it can be indispensable, in fact, to getting them off the ground in the first place. In the eclectic business of omnichannel outreach, moreover, there are no false distinctions between “old” and “new” media. All that matters is making sure they join hands as guides in the all-important “customer journey:” the marketing industry’s term for the endless map of media-facilitated touch points leading to brand loyalty and lasting relationships.

Print’s place in all of this increases in importance the more “omni” the ingredients of omnichannel marketing become. Debora M. Haskel, VP of marketing and corporate communications for Chanhassen, Minn.-based IWCO Direct, recalls the “aha moment” that occurred when a customer wanted to see what would happen if direct mail were left out of the promotional mix. Response rates plunged, reminding everyone concerned why “direct mail is still the backbone of our business.”

Demand for Print Is Up 'Exponentially'

It’s ironic, says Rick Sands, president and co-owner of The Fenway Group in Boston, “that since we stopped selling print in 2008, the demand for print has risen exponentially.” That was the recession-darkened year when he decided to reposition the company as a provider of integrated marketing solutions consisting of both print and non-print channels. Sands says that this strategy got the company out of the commodity trap and into a “holistic pricing structure” where the print portion essentially takes care of itself.

The success of the omnichannel marketing campaigns executed by SG360° “makes it easier and easier to integrate print into the entire conversation,” according to Julie Rinard, the Wheeling, Ill.-based company’s senior VP for marketing and product management. These campaigns aim to “expand the print experience into the digital realm” by using print at the touch points where it can add the most momentum along the consumer’s path to purchase.

Alin Mihalcea, director of national programming and development at DATA Communications Management (DATA) in Brampton, Ontario, says the company prides itself on being able to modify its omnichannel presentations “within a fraction of a second” as it gathers fresh information about the consumers it is reaching. But, there’s still a need for the permanency of hard copy in this split-second environment: “Depending on the audience, a physical copy of something could be worth more than a digital one, because it’s tactile,” Mihalcea says.

About More Than the Toolkit

It’s easy to think of “omnichannel marketing” simply as the collection of tools and resources that today’s marketers use: direct mail, email, PURLs and landing pages, SMS, social and mobile media, and so on. But, looking at it this way misses the point.

Most organizations, Rinard contends, have more marketing channels than they can use — or at least use in a coordinated and an effective way. To find out what omnichannel marketing means in practice, SG360° supported research by the Winterberry Group into the omnichannel strategies of about 100 thought-leading marketing professionals.

Winterberry’s report, published in November 2016, stated that the essence of omnichannel marketing is recognition: consistently and correctly identifying individual audience members at all relevant touch points, and taking full advantage of the data that the touch-point interactions generate. Most respondents felt that they could be doing a better job of recognizing their audiences across multiple channels and integrating the marketing technologies used to reach them.

What’s Next? What’s Best?

The key to accomplishing that, according to Rinard, is making certain that everything that happens at the touch points is behavior based: triggered by what the ongoing dialog with the consumer is saying, and always pointing to the “next best action” that will deepen the engagement and keep the journey on track. “Integrating the moving parts” of its campaigns in this way is what makes SG360° successful at orchestrating complex customer journeys with many touch points, Rinard adds.

Integration, according to Alan J. Sherman, VP of strategy at IWCO Direct, applies as much to the data a campaign generates as to the content it deploys. Any marketer, he says, can run a “siloed” multichannel campaign that never turns the sum of the parts into something truly result-getting.

A well-executed omnichannel campaign, on the other hand, connects from a targeted direct mail file via “matching tools” such as IP addresses, social IDs, email addresses, cookies and telephone numbers to hit its targets simultaneously across all channels being employed. Then, explains Sherman, data mining and predictive analytics are applied to the original mail file, which is then leveraged across channels. In this way, marketers can improve the outcome with a “multiplier effect” of better targeted, more frequent messaging that reaches people wherever they happen to be in the omnichannel universe.

Print service providers that grasp the fundamentals of omnichannel marketing find that they can do a brisk business with them. Sources interviewed for this article declined to say what share of their overall revenues they owe to omnichannel campaigns, but all agreed that the percentage will go up as customers learn the value that integrated cross-media marketing offers them.

Customers of The Fenway Group have been struck by what can happen when they target their audiences “with more than one arrow in the quiver,” according to Sands. He notes that a campaign for a local public radio station combining direct mail, email and personalized landing pages “blew their minds” with the results, which included a 12-13% increase in response rates over direct mail alone. “That’s the best part of it — they see that it actually works,” he says.

“It has become obvious that omnichannel marketing will become the standard going forward” for customers of DATA, Mihalcea points out. They’re seeing that as audience members absorb repeated impressions in carefully structured campaigns, “the brain has that sense of familiarity” that prompts the kind of responses marketers hope for.

Customers Are Catching on Quickly

The discipline of omnichannel marketing is still relatively new — none of the sources has been practicing it for longer than five years. But, they’ve made believers of consumer products companies, financial institutions, insurers, retailers, automotive clients, and those in the educational, healthcare and not-for-profit sectors. The success stories speak for themselves.

In an IWCO Direct campaign for a property-casualty insurance company that matched prospect names to digital channels in combination with an outreach by direct mail, the conversion rate increased by 26% as the cost of acquisition dropped by 12%. The Fenway Group has persuaded alumni groups to donate more to their alma maters by personalizing the appeal across multiple channels.

DATA helped an automobile roadside assistance club build membership by dynamically generating content when visitors responded to PURLs they’d been sent in personalized direct mail pieces. What the landing pages displayed was tailored to the individual attributes of the visitors. This was followed by six months of increasingly specific membership offers. At the end of the campaign, says Mihalcea, “there were smiles on the faces” of club officials.

SG360° provided the print and fulfillment in an omnichannel campaign to help a consumer packaged goods company get a better handle on the content and the timing of its messaging and the impact of the incentives it was using to captivate its audience. Customer data from a variety of sources built profiles that generated personalized direct mail and emails addressing recipients’ preferences, behaviors and other personal information. The results were a 125% increase in new customer engagement, better data and efficiencies gained through process automation.

Underneath the Hood

The campaigns are alike in their mastery of data at every stage, from design and execution to measurement and reporting. Software — commercially provided, self-developed or a combination of the two — gives omnichannel marketing the agility and realtime responsiveness that are the sources of its power.

“Everything we do is responsive design,” Mihalcea notes of the architecture of DATA’s campaigns. This includes being able to instantly reformat a message for optimal presentation on whatever device — smart phone, tablet or laptop — the recipient is viewing it on. DATA, according to Mihalcea, manages all campaign functions from a unified platform built upon Microsoft SQL Server, Quadient applications for mailing and CCM (customer communications management), and Xerox’s XMPie for personalization.

PlanetPress software from Objectif Lune is The Fenway Group’s choice for automating and personalizing its printed and digital communications. SG360° relies on proprietary software, as well as solutions provided by Kitewheel, the creator of Kitewheel Hub, which Rinard describes as “a centralized rules engine” that monitors activity in the channels and points to the next best action to take in the customer journey. IWCO Direct’s omnichannel software solutions are mostly the proprietary products of a sophisticated internal content development group as well as key partnerships with certain digital providers.

As significant as the data management part of the task may be, print isn’t at risk of being overlooked in omnichannel marketing scenarios.

The Winterberry study pointed out that marketers are increasingly casting aside “old misconceptions about the value of digital and traditional media” as they seek to combine them in the most appropriate ways. This is very good news for print, with 79.2% of survey respondents stating that they used direct mail and 66% endorsing print advertising in magazines and newspapers. Direct mail was selected by 50-69% of respondents as well qualified for acquiring specific, uniquely qualified customers — ahead of email, online social advertising and search.

None of this comes as any surprise to print service providers that have built their own omnichannel marketing capabilities. Sherman contends that because direct mail has a tactile element and a “trust level” that isn’t present in other media, it’s an ideal starting point for other campaign elements to align with. Millennials and other “digital natives” like print, and even “pure play digital companies” are learning what it can do to help them attract new customers.

Where to Go from Here

If it’s true, as the Winterberry report says, that marketers want to work with supply chain partners that can help them use all channels at their disposal in unified, well-coordinated campaigns, it’s advisable for printers that aren’t equipped for omnichannel to take some first steps in that direction.

Sands advises that the process should begin by identifying “a champion within the organization:” someone who can evangelize the concept to customers and co-workers by showing them omnichannel opportunities they didn’t know they had. Always look for ways to create value that customers are willing to pay for: “otherwise, it’s a click charge,” Sands admonishes.

Rinard advises against trying to tackle the entire omnichannel ecosystem at once. It’s better to look for smaller problems to solve in individual channels, learn from the experience, and expand from there.

“First, find great people; second, find great partners,” Haskel says. When printers ally with experts in digital strategy and execution, they can focus on accuracy, quality, deadline fidelity and other “basics” of print production that are just as essential for success in the omnichannel world.

Author: Patrick Henry

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10 Things Printers Can Teach Designers

By: Marina Poropat Joyce

Designers are visual people and the best way to teach a visual person is to show them. Graphic designers are also curious people who generally like to see how things work. We all walk around with our cameras all day, lauding their efficiency for email, Slack, twitter and more. But it is the instant transmission of images and videos that make showing as easy-as-pie.

Here are 10 ways you can use your smartphone to reach out to your designer clients, add value to your company website and make life easier for yourself. (Sales managers, appoint one person to collect this kind of knowledge and disseminate to the whole sales team.)

1. Coated Versus Uncoated. Sit down with a designer and have two paper swatchbooks in front of you and explain coated paper versus uncoated paper. You will have saved yourself countless hours of "it looks like postcard paper" descriptions, and the like.

2. Bleeds. Take a video of your guillotine cutter in action, preferably a job with a bleed. Zoom in on the crop marks, text it to your designer client. (Put it on your website too!)

3. Grain. Look in your sample room for something with a nice black solid. Pull two samples. Fold one sample with the grain. Fold the other sample against the grain. Put them side-by-side folds-up and photograph with your phone. Open the image and crop to relevant image area and mark as a favorite in your phone for quick retrieval.

4. Waste=Cost. Show your client an illustration of paper waste for various page sizes. Here are some examples you can use: (Put it on your website too!)

Example #1 | Credit:  Designing for Print  by Designing for Print

Example #1 | Credit: Designing for Print by Designing for Print

Example #2 | Credit:  Designing for Print  by Designing for Print

Example #2 | Credit: Designing for Print by Designing for Print

5. Quantity matters. Walk into your pressroom and film a sheetfed press at the delivery end while it is running for 30 seconds. Confirm run speed with the pressman. Text video to client explaining that’s how long it takes for (insert quantity here) brochures/posters, etc. to run through the press and why they should opt for digital printing on this short run. (At 15,000 iph 30 seconds is 125 sheets, 8-up that’s 1,000 pieces!)

6. Printing is green. Calculate how many pounds of trim, corrugated and electronics you recycle each year (if your trim is picked up and weighed by a recycler they have this info). Next time your vendor picks up a container run out to the parking lot and take a pic. Put the photo on your website with an infographic of the tonnage you recycle annually. Explain that the trim and corrugated goes into future recycled paper products.

7. Ink can change color. Show your client this photo. Explain that the ink formulas with a high percentage of opaque white (basically all pastels) will shift within a year (swatch on left was two years old, on right six months, when photographed). Share that pastel colors are great for a short-lived item like an invitation and not so great for an identity system.

8. Paper makes a difference. Next time you’ve got an attractive job with photos that’s going to run on white paper, order some extra sheets of ivory, canary and grey uncoated paper. Add those colored sheets to the job and photograph the same detail area of all four colors. Make a montage (easy with the Layout app for iphone). Send this montage to a client who is wondering about running a job on colored stock and put it on your website too.

9. How to read a swatchbook. Oh boy, if I had a penny for every time a customer found the “perfect paper” in a swatch book and placed an order specifying that sheet only to find out there wasn’t enough, or it wasn’t stocking or that the chosen color had been discontinued ... this is a great topic to discuss at a quick lunch with a new customer. Text her an image showing how to look up the date of a swatchbook. Then bring her some lunch and a few swatchbooks and show her how to “read” it.

10. Art takes time. Text your idea of a rudimentary schedule to your client as a pdf graphic that they can print out and pin to their idea wall. Next time they are working with a client to develop a timeline, they won’t guess and it saves both them and you a call/email.

I know that some will think that answering questions and fielding problems bring value to a client, and they do. But do they bring value to a business owner?

If staff is reacting/interacting at the 100-ft. level, how are they going to interact at the 30,000-ft. level with intention?

Focus on the little things with intention and planning and then the 30,000-ft. questions aren’t as scary. What are your clients’ plans for next year? Are you discussing budgets internally? Are they planning on launching any new products or services within the next six months? These conversations are really easy when “what do I need a bleed for” is taken care of.

Author: Marina Poropat Joyce

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10 Tips for Choosing a Magazine Printer

By: D. Eadward Tree

The United States has more than 20,000 printing businesses. When it comes to producing magazines, you can probably ignore at least 98% of those.

Lots of printers can print magazines. (“Sure, we print magazines. We print everything,” says Vinny, that fast-talking friend of a friend who sells for a local printing company. “We gotta lot of open press time, so I can give you a great deal.”) But most magazine publishers need a printer that can do more than print.

Magazine publishers usually ask their printers to receive, process, and store page files from a variety of sources, including ad agencies that increasingly don’t know how to create a print-ready PDF. We need them to bind a variety of cards, cover wraps, and inserts that are supplied by other printers, then to print addresses onto some copies but not onto others.

Printers presort our subscriber files, keep us in compliance with postal regulations, manage the shipment of some copies to far-flung places, and put others into storage for future use. (See Tip #1).

Read on for 10 tips for selecting a printer.

Tip #1: Choose a publication printer, not a printer that happens to produce publications.

Unless you publish the simplest of magazines—with no externally produced ads, no mailed copies, no versions, and only local distribution—you probably need a printer with real expertise and deep experience with our industry.

Some publication printers specialize in producing magazines and catalogs. Others serve a more diversified set of industries, but have plants, employees, and equipment dedicated to and optimized for publications. In any case, you don’t want a printer who has to learn the magazine business from you; you want one that has worked with enough publishers to understand your needs and to offer new ideas.

Tip #2: Review—and reconsider—your magazine’s major specifications.

The time to think about changing trim size, page counts, circulation, frequency, or binding type is before you start talking to potential printers.

Tip #3: List your gotta-haves.

If your advertisers love the unusual gatefolds you offer, make sure the new printer can produce something similar. Newsstand shipments, polybagging, blow-in cards, regional and demographic versions, international distribution, and significant back-issue storage (and retrieval) are among the needs that some printing plants may not be able to handle.

Tip #4: List your pain points.

Write down your publication’s operational challenges, even if they aren’t directly related to printing. Where have things gone wrong? Where are you lacking expertise or spinning your wheels? What are your advertisers requesting or your competitors offering that you can’t? You’d be surprised what some publication printers can do for you, including the creation of digital editions, email campaigns, websites, and other products that have nothing to do with putting ink on paper.

Tip #5: Avoid doing in-plant color approvals.

Sending a staff member or contractor to the printing plant for “color OK’s” is a red flag for prospective printers: It indicates something is wrong with your page files, and it means extra press time and waste while press operators respond to vague feedback like, “This needs to be a bit warmer.” With today’s file specifications, preflight programs, and on-press color-management systems, printers can achieve the best color reproduction when they print “to the numbers” across all pages rather than trying to match proofs or a person’s preferences on specific pages.

Tip #6: Think beyond local.

Savvy publishers don’t fall for the myth that their printing plant needs to be located near the publisher’s offices. Even for regional publications, an out-of-town printer with a good logistics operation might not be at a disadvantage and may offer strengths that the locals don’t have.

Tip #7: Look for sweet spots.

Magazines are printed on a wide variety of presses, ranging from the size of a dinner table to larger than a mansion. Each has its strengths and weaknesses. A plant where the equipment and crews are dialed in to doing press runs in the hundreds of thousands is likely to struggle with print orders of 5,000. Likewise, a printing plant that has only sheet-fed presses might say it can handle a print order of 100,000, but don’t waste your time: A printer with offset presses should be far more efficient. Your best bet is to be in a printing plant that produces products that are physically similar to yours.

Tip #8: Consider paper.

Ask printers not just for their prices but also for their paper allowances—the amount of paper they will be allowed to use for a print job. There can be significant differences in allowances from printer to printer for the same job—sometimes because one printer would use a press that isn’t the best fit for your publication. It’s also worth asking prospective printers about paper alternatives; a printer that can use a lighter weight or lower grade of paper might be able to gain you substantial savings. If the printer supplies the paper, you’ll need to address pricing—not just today but after market prices rise or fall. And if you supply your own paper, expect to pay handling and/or storage fees.

Tip #9: Factor in postage.

The ability to garner postage savings is often the key differentiator between one printer and another. Choosing the right printer can reduce your postal bill by 20% or more. No matter how much open press time Vinny’s company has, he can’t cut his prices enough to make up for the lack of co-mailing or dropshipping capabilities.

Tip #10: Compare costs, not prices.

Even the simplest printing contract may have a price list with scores of items. Printer A may charge more for printing but less for binding than Printer B. One may use paper more efficiently, while the other may offer less expensive paper. And then there’s postage, which costs many publishers more than printing or paper.

The best way to make sense of it all is to total up all the costs of publishing an issue using each printer, from receiving page files, to producing the copies, and then to the mailing, storage, and shipping of the copies. Don’t forget to factor in the value of services and capabilities that some other printers don’t offer.

But don’t necessarily pick the lowest-cost option. The choice of a printer is too important to be decided solely on cost. The intangibles, like responsiveness and innovative solutions, go a long way.

Author: D. Eadward Tree

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