Analyzing Direct-Mail Campaign Results on a Budget

Analyzing the results of a direct-mail campaign represents special challenges when your customers’ contact data in your company’s source system does not follow the United States Postal Service (USPS) standardized format. How do you deal with this problem when you are trying to answer questions about your direct-mail campaign while on a budget?

I faced this problem recently with one of my clients. My client, the marketing director, recently ran a direct-mail campaign using a mailing list (formatted according to USPS standards). After the mailing, the client wanted to understand the results of the marketing campaign. The challenge was that his company’s source contact data was not very well standardized and there was not enough time or budget to pass all that data through a cleansing process. In addition, the results had to be turned around very quickly in order for him to decide if he should continue running the campaign or completely shut it down.

The Problem

I was working with two data sets, one from the mailing house which included a cleansed list of addresses, and names that were targeted in the mailing campaign. The second was all of the existing customer contact information in my client’s source system. My client’s data was not cleansed or standardized and followed a very different format than the mailing house data. My assignment was to confirm the results of the mailing campaign in a very short timeframe–meaning I did not have the ability to formally cleanse the source system data using an address standardization system. The data sets that I was dealing with were too large for Excel but the data size was not overwhelming.

The Solution

The traditional approach to solving this problem is using a data integration tool (such as SSIS) to parse the data and pass it to an address standardization system (such as QAS) in order to standardize and format both data sets into a uniform format. From that point the two sets can be compared using the data integration tool to determine possible matches. Since the answer had to be turned around in a few hours and because the client was not sure if they were going to “productionize” this process yet, I used a different approach to solve this problem. Using SQL Server tools (SQL and the Import Data Wizard), I answered the client’s questions in a few hours and without building a sophisticated system. I used two primary methodologies to match the mailing data set with the client’s source system data.

The output of the exercise above is a pretty small data set which I manually examined in Excel and kept only the possible matches. The reason for using the two methodologies above is to make sure I did not miss any possible matches. If I had just relied on Method A, I would have missed customers who have recently had a last name change or those living with someone with a different last name. If I just relied on Method B, I would have missed customers who did not give correct addresses or typed it slightly differently then the USPS standardized format.

Conclusion

For automated matching in a production environment, the recommended approach for matching direct-mail campaign results to an internal customers list is to use data integration and address cleansing tools. However, that effort can be time consuming and costly. If your objective is to do a quick and low budget analysis, you can use this methodology to get some answers about the performance of your direct-mail campaign. Based on the results of my analysis the client made a fact-based decision about the effectiveness of his marketing campaign and determined if he should keep investing in it or not.

Best regards,

Bernard Wehbe

The Power of Analytics – a COO’s Perspective

Subscription businesses have become very popular in recent years. Examples include foreclosure data, hard drive backup, movies, music, software as a service (SaaS), bottled water, and many other products and services.

The subscription concept has been around for a long time.  The rise of the Internet has spurred its growth and changed it in many ways.  In particular, the Internet allows subscription businesses to scale easier and greatly increase product and service offerings. At the same time, the Internet has reduced the barrier to entry in these types of businesses. However, in order to survive, it is not enough to have a great product. Successful online subscription businesses are constantly on the lookout for that extra edge that will move them past their competition.

Business Analytics Systems for Subscription

A business analytics system is one of many weapons in the successful online subscription arsenal. Utilized correctly, it serves the same purpose as a dashboard in a state-of-the-art vehicle that can tell you how fast you are going, how much gas you have left, and many other important performance indicators. If you add a navigation system, you’ll have a map to your destination, as well as traffic conditions. Analytics gives subscription businesses an edge – costs, revenues, cash flow, and customer behavior are better understood. This information not only leads to improved process management, but is attractive to investors’ and shareholders’ expectations for mitigating risks and achieving return on investment.

About two months ago, I was on a conference call with a new client, including the COO and his team. The COO was trying to assess and utilize the revenue characteristics of the company’s customers.  His team envisioned a couple of metrics to help them with this analysis, but they weren’t sure how to get their data to “show” them what they wanted to see. Also, several key metrics were missing.  This client’s subscription business model attracts a large portion of customers coming from online marketing activities. Having had several years of experience in helping companies build successful  online subscription analytics systems, it was easy for me to understand what they were looking for. Using the car metaphor, they wanted to know the basics such as speed, gas and oil levels as well as the more advanced data such as maps and traffic conditions. Here are some of the questions they were asking:

  • What is my revenue per customer?
  • What does my cashflow look like over the next year?
  • What is my customer retention rate per product line?
  • What is my average customer purchase interval per product line?

Together with the COO’s team, we brainstormed these questions and reviewed the data available in their source system. Then, I developed a pilot project that produced a snapshot of several of the analytics they were looking for (a more accurate report of actual and forecasted revenue).  The board was happy with this starting point and is excited to begin the business analytics journey to optimize their strategy and navigate the road ahead.

Online subscription businesses, powered by analytics, hold an advantage over other traditional businesses because customer behavior can be predicted based on the behavior of other customers with similar characteristics. Though true of other businesses, there’s even more data available through subscriptions because of the longer customer interaction cycle.  A great number of metrics are required to run these types of businesses. These metrics can be divided into the following subject areas:

Marketing efficiency Media channels, testing and conversion
Revenue Revenue per customer, retention and predicted revenue per signup
Cost Marketing cost per sale and product cost
Profitability Breakeven point and ROI
Payment collection and credit card analysis Chargebacks, payment rejections and credit card fraud
Customer behavior Product usage and customer visits
Call center Saves and cancel calls

Consider this question: Does your company employ the best analytics system for your business model?  You can no longer compete on traditional factors like price and quality. Analytics is a key competitive factor in the next generation of B2C businesses.

Best regards,

Bernard Wehbe