E-mail

The arrival of Google Buzz represents the latest twist in an already confusing landscape for social media. Can it displace or aggregate our existing hubs of social networking, like Facebook for personal friends and LinkedIn for colleagues? Regardless of the success or failure of Buzz, there are three major implications for marketers.

Economic crisis accelerates changes in the basic underlying business models of multichannel marketers, who have had to adapt in order to survive as consumers shut their wallets. Here are some of the ways business models have been radically and permanently altered.

There's growing pressure on list performance. It's more about contribution to profit and overhead, as it should be, but this has caused mailers to reduce circulation and prospect less. As a result, 12-month buyer counts are down, and there are fewer housefile names to leverage — a real dilemma. Here's how to improve list performance for email and print.

Delivering best-in-class service is an important competitive differentiator, so every customer interaction needs to be positive. Email is a powerful tool for strengthening customer service and increasing user confidence in your site and company.

Having come a long way from its modest beginning as a chain of floral shops in metropolitan New York, 1-800-Flowers.com usually has set trends, not followed them.

This year's economic retreat actually stands to help Gaiam, a product and information services company with a heavy emphasis on sustainability, position itself for greater growth in the near future.

I had breakfast a little more than a year ago with the vice president of marketing for a major online retailer and cataloger. She told me she was worried she'd fallen into the trap of e-mailing too frequently. Her company was sending three or four e-mails per week. She noted that every e-mail generated sales — and that obviously pleased senior management.

The 71-year-old story of Kent, Wash.-based Recreational Equipment Inc. (REI), which sells camping and hiking equipment through catalogs, stores and the Web to customers who have the option to join its co-op, has taken a deliberate turn into the modern age.

Like most, I’ve seen my family wealth shrink. I’ve seen friends and colleagues get laid off. I’ve seen the stock market continue to be eaten up by the bears. I’m seeing the catalog/multichannel business, as we know it, dwindle, while the overall retail business is in tatters. I’ve seen the size of our magazine diminish as the vendor community is hurting big-time. And I’ve seen some of our competitors all but disappear.

The Catalog Success 200 presents a keen way of showing which catalog/multichannel marketers have been on the fast track. It tracks those that have rented out their housefiles in the past two years. There may be others out there, but without the numbers for the market to view, they can’t be charted. Companies highlighted in red are either B-to-B or hybrids.