7/28/2019 Directories Are Great Business Marketing Tools
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Malcrtng News O c t
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BY GERALD K)9NER MI-TInquiry Systwm A AmlytiA^^^a n d E M L J /
W A L C E KTrad* PR Swvic*Attonto ^t
ware sysletns which tiot only fulfillbasic incjuirics but also
provide reportsihat constderably enhance sates, ad-'vertising. and
marketing m anagementdecisions'.In-house inquiry systems rarely
get
t ive ne ss . a flexible qualifying andsales-reporting
procedure, atid a weH- Otltamaintained data base for fliarket
re-search and future promotions.It takes more than the simple
fuHill-ment of infonnation to convert an in-the support necessary
for timely fol-formation seeker into a sale. Clearlow-up during
peak processing time s. objectives need lo be established be-T H E
M A N A G E M EN T B R O M I D E ," H a l f my a dve r t i s ing do
l la r s arewasted, Ijust don 't know w hich half. "no longer
isacceptable.Manufacturing executives and mar-keting managers are
demanding andgetting more advertising accountabil-ity. Sales leads
are becomin g an end intheniselves, not simply a -by-producto f p r
o m o t i o n s . T h e y are b e i n gfulfilled, massaged,
tracked, reportedon, studied, surveyed, and scrutinizedas never
before.Integrated promotions and saleslead foilow-up programs give
a pictureof marketing effectiveness that rivalsthe naked-truth
accounting of mailorder. Inquiry management systemsare transforming
business-to-businessadvertising from a forum for
corporatechest-pounding to an effective market-ing tool.Indeed,
manufacturers have em-braced the inquiry as a corporate andproduct
barometer and a vital part ofthe marketing communications
func-tion. The result for the new breed ofindtistrial and high-tech
business man-ager is advertising and sales effi-ciency, improved
bottom lines, andbetter management decisions.Sa le j le ad s
ofteri^ ar e the onlypositive evidence of results from mar-keting
expenditures, which may equal30% of gross sales for small
industrial
Neither do they get the sales coopera-tion necessary for
reporting feedback.Ironically, some manufacturers ofcomputer
equipment rely on outsidevendors to handle sales lead
follow-updata.Some manufacturers devote up to10% ofthe adbudget to
sales inquirytracking. Studies s ^ggest tha t forevery 100 raw
inquiries: 3 will purchase the advertisedproduct within 3 months.
20 have a legit imate need, a u -thority, and intention to buy
within 1?months. 37 are gathering information tosupport a futufe
purchase decision. 40 are collecting information orare simply
curious.Sales departments used toliave a pas-.sive interest in the
sales inquiry. Nowthey closely cooperate with
marketingcommunications departments and usesophisticated
inquiry-handling sys-tems to (nioritize field SKrtivity.
Theultimate goal of a sales inquiry man-agement system is to
continuouslyqualify and move a dynamic data baseof inquiries and
prospects to a sale.Salespeople close sales; effective mar-keting
communications open them.Sales leads and centralized recordsprovide
an interactive system ofpro s-'pect, sales, adyertising. and m
arketinginformation. The necessary connectorn tlW dynamk,'
prix'tf!>> uf tlic~leads historically have been consid-ered
ancillary benefits of sales and ad-vertising.
Companies in the 43 Standard In-dustrial Classifications spend
millionseach year on space ads. direct mail,trade shows, and public
relations toget^rate anestimated 100 million in-quiries. A single
inquiry can cost anadvertiser Stfr .^O^ . or $^100. Morequalified
second responses come at aconsiderably higher average cost andare
sparked by the manufacturer's ini-tial inquiry fulfillment
package.AD MANAGERS ARE budgetinga significant p ortion oftheir
resourcesto track and fulfill sales inquiries.More often than not.
their standards ofperformance are t i e d to sales leadquantity
and>quality measurements.Many are turning to computerizationas
theonly way to properly managesales leads.Specialized inquiry
processing ser-
vices are aninstant solution to properlead-handling. They
provide disci-pline, knowledge, hardware, and soft-
sales close and the sales opener is theproperly implemented
inquiry man-agement system.Companies which measure their ltdand
inquiry response efforts claim upto half of their new-customer
businesscomes from the sales leads generatedfrom advertising,
public relations, di-rect mail, and trade shows. Sales leadsare the
catch from the sea~ot salespotential. The processes implementedby
marketers lead to the ultimate in-quiries-to-sales ratio and
separate thewinners from the losers.EACH MANAGER ineach com-pany
requires something differentfrom inquiry managcrient.Presidents
talk about advertising re-bim-on-investment and maximization,of the
full benefits of an ad program.Sales managers dfscuss rapid
fulfill-ment and appropriate follow-up. Mar-keting directors want
accurate data toestablish and track marketing goals.
Ad managers want complete, rapid re-sponse to inquiries,
mechanisms forassuring advertising and sales effec-
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fore implementing any system. Com-pared to manual systems, a com
puter-based operation has the ability to makebetter use ofthe
available informationin an inquiry.The speed and ability of a
computerto receive, process, and print largemasses oT
iiifbrniatiorrquickly andaccurately enhances the lead process-ing
structure. Ithas all but eliminatedthe drudgery .that often impedes
man-ual processes. Flow of inquiries to the-field, logging
ofresponses, reporting,follow-up, and evaluation are n u d
emiicFrndre efficient.An inquiry management systemmust:Ftaapond
quickly and compiata iyto an inquirar's raquast.Qualify hot
proapacta fw immadi-ata tranamittal to fiaid saiaa.Raduca sailing
coata by focusingaalas afforta on tha nK>at iing proapacta.AMura
timaly parsonaTwith qualifiad proapacts. R ^ M r t on and
contributa to adaffactivanaaa,MonHor tha prograsa of th a i
3. Qualification oriantation.4. Foiiow-up^oriantation.5.
Maaauramant wKl accounMriiity.6. Accuracy, aff lciancy, and diaci-^
- p W n * -7. FlaxtttOity and accaaaibUfty.;Before all else,
the-organizatioft mustbe prepared to support the inqu i
rymanagement system. Like all manage-tnent systems, it must be
understoodand accepted by the staff and salesforce and be planned
and sponsored t>ytop management to assure cooperationa ndc ompl
ia nc e rAll appropriate managers must beinvolved in the- aystem
decision asearly as possibteT'Individual needsmust be integrated
with the compan y'ssales goals and objectives. Once it isapproved,
it must be continually mer-chandised throughout the company
toassure ongoing support and commit-ment, ;____ _
both advertising and system comcation.The levels ofaccuracy,
effiand discipline must be establithe outset. All inquirer data
mrecorded correctly and consisCrc^s-check mechanisms for acmust be
built into the systeni. Rshould not become a self-deoceafrof paper.
Who accesses Eormation riw'st be establishedva nc e r atid a
distinction needsmade between wanting and nspecific information.
-Flexibility and accessibility m-built in. Change is not easy
wheing with years^of acewmtlated destablished procedures.
Themanagement system must behandle and quickly satisfy
hundthousands of inquiries each mosheuld beable to handle sudde r r
a t ic p roc e ss ing de ma nds
Ratata thasaia to tha initial in-quiry.Sarva aa a marfcating,
raaaarch,mnd piwining tool by provkUng in* -fonnatkMt on prospacts,
pro du ct,appl ica t iona , and naw-producf
RELEVANT, TIMELY informa-tion and materials which are
providedwhile interest is high and which pro-duce expeditious leads
to the salesforce are essential . Fulfillment mu st beplanned
carefully to lead each inquiryto a desired conclusion or
action.Also, [xm'isibnr must be made tobecome qualification
oriented to deter-mine the best candidates for field
salesfollow-up. Sales
should be readily availab le in aof formats for mailings,
promsurveys, sales meetings, etc.Before deciding whether tothe
system in-house or rely onside vendor, it is advisable toactivities
and costs associated wquiry processing. Th^e incluaries^and
benefits, furnishings,footage, and mailing costs. Cthe degree of
involvement requimplement a c omple te and pseven criteria,
orbuilding blocks, areset in place within the organization.They
are:1. Support for tha systam.2. Ralavant, timaiy information.
oriented, with levels of sales participa-tion determined
inadvance.Measurements and accountabilityare needed to provide
managementwith information for evaluation of
"sional system for sales lead ping, follow-up, and reportingpick
themost appropriate avenprocessing those sales leads.
Directories are great business marketintoois, despite iniierent
tracicing probiemBY BARBARA CALVO
D I R E C T O R Y A D V E R T I SI N G canbe a powerful
marketing tool, but it'snot easy tomeasure the results.Industrial
advertising, because of itsvery nature, ishighly inquiry-driven.A
reason for its lack of sophisticatedresearch probably lies in this
depen-dence upon inquiries. Although cir-culation and
cost-per-thousand are stillconsiderations in evaluating com^t-ing
publications, in the final analysis,it is often the number of
inquiries gen-erated that keeps a publication on aclient's
schedule.Unfortunately, far too few com-
panies are able to track inquiries tosales. Often, actual sales
are madethrough distributors or dealers, fromwhom little feedback
is obtained. So,while the quantity of inquiries is mea-sured, the
quality is often unkn own.The dependence ypon inquiry num-bers may
bestifling more meaningfulmarket research. Many agencies don'teven
maintain ananalysis oToccupa-tional titles from inquiries to
comparewith a profile of the titles of the ac-count 's customersif.
indeed the cli-ent maintains such a profile.Because of a lack of
significantdata , it is often difficult comparing,.media vehicles.
Current audited cir-culation statements and presentations
SUCCESS CAN REST ON JUST A FEWGOOD IDEASlisten to at the top
sharp thpjr ujpimt nnsuccess. At the annual AM A Business Marketing
Conference youil hea r'Bo b Adams. PresidentXerox Systems
Group'Carl Williams. Director Business Service Cen terFederal
Express
'John Frank. Vice PresidantSales/MarketingZenith Data
Systems'Rick'Kean. PublisherBusiness Marketing Magazine
consider hov to find, exploit, an d sustain th e competitive
edge;"IN S E A R C H O F V O U R COMPETmVE ADVANTAGE" is a
conferencefor those who are not afraid to beat the system.
COMING APRIL 27-30 to NEW OmANS ^Sponsored by Business Marketing
Magazine in cooperation
by the publications are helpfuany new market area, indepensearch
must be conducted agency. = "TOO OFTEN, d i r e c to r ie slogue
services, and card-decings are overlooked or ignopotentia l
advertisers. Directoparticular, can be a powerful ing tool if used
intelligently,some instances, there are esupporting research
data.There are two major types otories: subject-oriented, usuald u
c e d by t r a de pub l ic a t iongeneral industrial^ covering
thmarket, including the Thamester nfAmerii un Munufui tui er slocal
yellow pages.The advantage of specializeject-oriented directories
is thr e a c h a t a rge te d ma rke t . tunately, they frequently
do nopermanent pluce in prospectivetisers' reference
libraries.General director ies, on thhand, are usually
hardboundvolume sets which become sreference sources in
industrichasing and engineering depaAs each new set is purchased a
nJhe qjdijnes^areJianded down the organization.Reps from such
directories kures on the substantial numbequiries they generate
severaafter issuance.
7/28/2019 Directories Are Great Business Marketing Tools
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TS, IM S
inT/wif, A'cw.vHf^'/t, Fortune.and Other magazines.t b ec am e a
breakthrough' way ofand a number ufan;of placing large itisertsmaga
zines,' he said.OMOTIVATE the sales force
d ispose d to the notion that IBMmainframe's are going to
ddminate dur-ing the information revolution."They also aren't
predispused to
| | | | l i i tUUUHUItl l i lHll l lH(IIHCONTINUEO FROM P
to see the product," Murray said. "Sixhours after Macintosh's
unveiling injretail stores. $3.5 miHion worth ofproduct had been
sold and another SIdiiy oite bi jiid and ati! tAUciiicly
flexvniilUon ttad been left on deposit.ble with technology, since
many ofthem have used some kind of computerin high scho
ol."There/ore , a team of J^ree. peoplewas dispatched to convince
seven.bell-
able until late'1984 or early 1985.*' hesaid. "Total sales for
our first year inbusiness was about $500 milliijn," 'Despite its
initial successes, theranch' type of strategy., and when
yomarketing' planning and programust meld in a very short
periodlime, yiMi've got to be willing to ta
"l n addition to immediate sales suc-cess, the adcreated an
event aroundthe launch and made Macintosh talkedabout and
successful in terms of us t an'ictea.
i.s in trouble. "The tar- the downside a^ well astlie up
side
for0(1 people during a two-week , - 19Ji3. he i aid. "software
canvasmaniifactiirffr'i and (lem"n-
wether universities to endoise Mac'in-tosh and, e v e n t u a l
l y , to c r e a t espillover lo other .schiwls. he saidINITIALLY
ABOUT 20schtx>ls'including the entire Ivy Le a gue boifght into
the "Apple UniversityConsor t ium. ' ' a program which of-fered a
package of 1.000 Macintoshf $ l00& A d dInfor threem
a-Iheproduct in the
a relationship with theAppleof-view to eachto interviewstop ex
ecutives, jjind the oppor-to work with Macintosh,
ptier" program , the "University Pur-chase Program." also has
been highlysuccessful."T he day after the 1984' TV spotran during
the Superbowl. more than200.000 people lined up in retail
stores
'L i te r a l ly e ve ry ne twork ne wsshow, every major
newspaper, andevery newsweejcly. plus hundreds oflesser media,
reviewed the TV spt>tand the Macintosh launch. This
freepublicity andadvertising wasesti-ma te d to be in excess of $6
mil-lion "Apple ' s
get has moved and we didn't accom-plish what we needed to
accomplishwithin the first 12 months," hesaid."W e'v e lost
credibility in the mar-ketplace becau,se the software that got
Macintosh PCs during thefirst 100days. The actual count was
72.000."And sales continued at50^it overtarget throughout the year,
despite thefact that it was well known that spe-cialized software
would not be avail-
stanea in isi isn t coming out until thisyear. The public hasn't
been patientenough to wait for it, and we also setouFselves up
because we promi,sedthings we couldn't deliver."Meanwhile. Murray
said, IBM hasbecome thede-facto standard, in theindustry and
currently controls the di-^ lo gu e t t i ' PCs^ for
busitieT>^TTi!eT"Adding to Apple's problems is the factthat the
industry, in general, has beenflat rather than theprojected
annualgrowth rate of3 0 ^ - 4 0 ' * ."WHEN YOU rfAVE a bet the
he said.Apple now is looking to repositiitself as an innovative;
company whhas solutions for a speciiic grmippeople, but that group
must be- larenough for the company to complong-term with giants
such as IBMurray said.And Macintosh must find a sumarket
orsubsegment in the genebusiness marketperhaps in the arof
presentation graphicswhichwill be able to own."T he market.Twwever.
is generaunforgiving. Wliiat appeared to beg r e a t c o m p e t i
t i v e a d v a n t a g emonths ago may be totally neutralizby
advances that other people are maing toda y." ^At
tu target the col- IMPORTANT NEWS FOR MARKET RESEARCHERSin_our
impression that colleges;a great opportunity for anyone in-in
tapping into the business
CONTINUED FROM PAGE 22
: Th e positive resporae that AB tab has generated from the M
arket Research community encouraged us to inv esta imajor enhancem
ents specifically for ma rket researchers. ArK krson -Bell believes
the benefits erf these new features willhd p to estabfish ABtab as
the "gold stan dard" of micro com puter survey analysis and
cross-tabulation packages. We arepleased to announce that,
effective October 15, anew versiori ofAB tab, Release 3, will be
available.These new features, in addition to many you may already
be familiar wi th , will probably be very important to you.Please
take a few moments to scan the highlights bebw and either ask your
dealer orcaU us direct for additionalinfonnation, .,Importaat New
Features
Bet ter j t f ian ever "po st -coding' ' , "net tfaig" and "si r
f i -n et t in a" . . - . .^ ^ J Unk order rows, columns or both in
ABt ib's banner lepor tsof open -nd or free-respo nse questions!
Before, ABtab aflowed or you can sti l leave them in their natural
orderyou to enter verbatims or literals directly asuncoded raw
data, and - -n ,_ , , w_y ou stiB c a n. O r yo u c an im po rt th
em fr om m ic ro co in pu te r d B AS E " " ^ ^ y ^ * " * * " ^ * *
' ^ ' f ? * t ' '^ cell (tercentagts is now avabUg o n t h e iis
extremely higtito , ma ga z ine inqu i r ie s ,
are used byproblem and are ready to buyfor example, quotes
6 0 ^ ratios of sales to inquiriesVALUABLE ADJUNCT to di-of
industrial ad-ng is an 800-numb er telephone-a service maythe firm
makes direct sales oror other technical
ora specialized 800-answeringAof each call is made, showingis
forwarded to the dealerthe caller 'sof the call record is sente
manufacturer for follow-up,
the most productiveof such inquiries, . _E OF THE greatest
obstacles toor recommending industrialis the lack of suitable
research
on r e su l t s , but manyof the extreme segmenta-
to the in-
ornM irtram eAS CliHe s, But now we've added embedded or
neste5~nettmg features that mttiy of you have asked iw for . . .
Open endslu ve never been so smipie, even on mainframe packages.
Now youcan easily recode your raw data within ABtab into "nets" and
"sub-nets" you c reate after att your data has been entered or
imported.For e xan^ ie, ABtab's new baimer t^>les now aUow you
to createand nest a new or recoded variable such as "state" or
"ZIP" under gew "regional nets" - "ME". "NW", "SE" , "SW"But read
on , , ,Horn you can create both "repeating" and "non-repeating"
eiTA>edded (or nested) "sub-nets".Rcpeatfaig siab-netK For exv
nple, from answers to the question"Where do you ct&h checks?"
you may decide to create "Banks"."Supermarkets" and "All Others "
as "non-repeating nets" and breakthem down by "repeating subnets"
such as "Uptown", "Downtown"id "Out of Town" .Non-repeating
sub-nets: For example, you can post
