2,239 tested secrets for direct marketing success by Denny Hatch, Don Jackson

By Denny Hatch, Don Jackson

"A 10-pound center of Godiva goodies could not in all likelihood be extra scrumptious and enjoyable than the juicy nuggets that fill this anthology of direct advertising wit and knowledge. learn it slowly. it is a e-book to be studied, to be savored, and--of course--to be unashamedly stolen from." -- Emily Soell, Vice Chairman/Chief artistic Officer around the globe DraftDirect world wide "What a treasure chest for direct sellers round the world!" -- Bob Stone, Chairman Emeritus Stone & Adler "What an excellent suggestion this publication is . . . for studying and reference by means of pros and rookies alike. it is a nice learn, well-organized." -- Martin Baier "Denny Hatch and Don Jackson have performed our an excellent carrier. . . . somebody who reads this publication and places its classes to paintings will revenue mightily from it." -- Arthur Middleton Hughes, govt vice chairman ACS, Inc. "They omitted one "secret": purchase this book." -- Murray Raphel Raphel advertising "Hatch and Jackson rule with their new 2,239 verified secrets and techniques for Direct advertising luck. there is not anything else like it!" -- Jim Rosenfield, Chairman Rosenfield & affiliates "Denny and Don have performed it! . . . Their detailed number of the direct advertising and marketing industry's top secrets--covering trade media to inventive and databases . . . to layout, achievement and online marketing . . . to testimonials and telemarketing, and loads more--will turn out to be a useful yardstick for pro direct dealers and neophytes alike. -- John Harrison, President DiMark, a Harte-Hanks corporation "Jackson and Hatch have . . . equipped a readable anthology of the principles for making direct reaction and ads paintings in any business." -- Henry R. "Pete" Hoke, writer Emeritus Direct advertising journal "This one's for we all . . . no matter if you simply entered the enterprise or have grey on your hair, this booklet is a needs to. . . . The 'rules' that Hatch and Jackson offer are the results of the stories of a few of an important innovators in direct advertising. the result's not just a useful gizmo which i'll use usually, yet a compendium of really tremendous ideas!" -- Jerry Reitman, govt Director Chicago Direct advertising academic origin "I used to be thrilled to discover this quantity is greater than only a gold mine of principles. it is extra like a superb novel. Open to any web page, and it is not easy to place down." -- Jim Kobs, Chairman Kobs Gregory Passavant

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Everyone measures gross margin, SG&A expense, and capital expenditures. But how many companies measure on-time delivery, the timely acknowledgment of orders, notification of delays and cancellations, or a customer's repeated attempts to resolve a product or service issue? Operating focus groups to evaluate order forms, having "mystery shoppers" report on telemarketing transactions, and tracking actual versus scheduled production units are the absolute minimum in measurement of service required to achieve continuous improvement.

For example, those direct marketers who thought customers would be increasingly time-constrained now state second and next day as their delivery standard. These companies gain market share at the expense of their competitors. Building operational capabilities is a long-term commitment that will win over customers and yield huge competitive advantages. If you can't measure it, you can't manage it. This is an adage that is true in spades when it comes to service. Everyone measures gross margin, SG&A expense, and capital expenditures.

Make all your customer interactions as simple and error-free as possible. Ask yourself: are you communicating as clearly, consistently, and professionally as your customers expect you to? Meet or exceed the competition's service. People don't shop with you because of sentimental attachment. ), service will determine loyalty. Try to raise the competitive bar over time. Remember, a competitor that is playing catch-up loses credibility with the customer and will probably operate less efficiently than you.

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