When out-of-towners see my New York office address with its penthouse location, they immediately assume I work someplace like Donald Trump's oak-paneled boardroom. They don't know that our office actually occupies the 13th floor of a building in the Garment District, a gritty neighborhood that did not enjoy the same renewal that Times Square did three blocks uptown.
Of course, real estate developers renamed our neighborhood The Fashion Center, but the core industry -- the rag trade -- remains. Every day, I dodge racks of dresses and huge sample cases whenever I exit the building. After five years in this neighborhood, I've come to learn that we in the addressable media industry have more in common with the fashion industry than we might think at first.
Looks count for a lot, but fit counts for even more
Marketers will instantly judge a piece of addressable creative -- email, direct mail, mobile -- by how it looks. Does it meet industry best practices? Does the look and feel match that of the brand's? In this respect, addressable marketers act just like dress shoppers. A woman will not pull a dress down off the rack unless she likes the way it looks.
But smart marketers also act like smart dress shoppers; they prize fit. To put another way, the appropriateness of the communication to the individual consumer matters most. Blasting the same email or SMS to everyone on a list makes about as much sense to selling dresses only in size four. Marketers who take the time to learn what their customers want will find greater success in addressable media.
While good looks will intrigue consumers at first, consumers will only continue to engage with a brand's addressable marketing so long as the communications remain relevant. And, as we learn time and again, relevance occurs at the individual level. What interests one group of consumers may not interest others. Marketers have the advantage over fashion houses in that they can learn what interests their customers in short order. By analyzing response to communications, employing preference centers, and/or integrating customer data, marketers can fine-tune communications for each and every member of their lists.
Look for substance beneath the image
Take a close look at any high-end article of clothing. You'll quickly find more than just an intriguing silhouette or dazzling color. You'll find sturdy seam work and quality materials. Similarly, take a look at any high-performing addressable campaign, and you'll find solid marketing execution. The communications will have clear calls to action. Email will follow CAN-SPAM regulations to the letter. Mobile communications will connect to websites that recognize the browser and render appropriately. Direct mail will engage with motivating copy.
If you've only started developing addressable communications, or if you've been doing the same thing for a while, take some time to understand what makes them work. Consult with your agency or marketing partner to learn about what consumers expect from your communications. Consider using a checklist to make sure that each communication covers all the right points in terms of format, design, copy, call to action, and legal requirements.
An addressable communication that looks great but does not have a clear call to action makes no more sense than one-legged trousers.
Following the leader makes you an also-ran
When a designer develops a successful look, other fashion houses rush to knock it off. Similarly, many marketers pore over case studies from the Direct Marketing Association, MarketingSherpa, or Mobile Marketing Association and try to replicate them with their own brands. In both cases, the copiers run the risk of losing their own identities.
First of all, aping what works for others may result in trying to force-fit a solution for someone else's brand onto your own. As noted above, not taking the consumer into account runs the risk of irrelevance.
But more importantly, consumers definitely start to tune out things they've seen before, even if they liked them the first time. All addressable marketers come to understand the impact of offer fatigue. Even a great offer can wear out if used too much. But seeing a similar idea from two different brands can confuse the consumer. Brands need to ensure that their communications portray the brand in a distinct manner. Again, find out what works for your brand. That's why Levi's doesn't make tuxedos. At least, not any more.
Don't be afraid to try something new
Levi's actually did produce a tuxedo, in denim of course, in the 1950s (for Bing Crosby, no less). Needless to say, this particular line extension did not pan out for the jeans giant. However, Levi's continually updates its classic styles with new fits and colors. Marketers should always think about new ways to use addressable media in an effort to remain relevant.
Take a look at how your brand uses addressable media. Think about what it does and does not do. Then think about how addressable media could assume new roles. For instance, many brands only use addressable media for retention or upsell/cross-sell efforts. Think about how email could help drive new business or how SMS could encourage referrals.
Naturally, brands need to take care not to step too far out of bounds. So figure in time and resources for testing new ideas with a limited audience. Making small mistakes may lead to greater successes. Brands that do not try new things eventually die out. Thrift stores have loads of Members Only jackets that underscore that point.
OK, I think I've stretched this analogy enough. But hopefully, you'll take away the realization that addressable media deserve the same attention that a label bestows on its ready-to-wear collection. And, if nothing else, you can't spell "addressable" without "dress."
Chris Marriott is vice president and global managing director for Acxiom Digital.
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