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Month: March 2009

Email Marketing and Measurement with David Klein from Aeroplan – 5 Question Interview

Aeroplan
I recently had the opportunity to speak with David Klein about email marketing and measurement.  David is the Vice President, Marketing Planning and Program Development at Aeroplan.  He'll be speaking at the upcoming eMetrics conference in Toronto.

One Degree: Email marketers often obsess about click-through rates.  What does Aeroplan consider its top email marketing metric(s)?

Well, we focus on basic email metrics (opens, click-throughs) for each campaign. BUT it's important to remember that each campaign is a snapshot in time and click-throughs only provide a one-dimensional view of a member. Ultimately, we look at engagement of the member in a multi-dimensional way. Metrics like the recency of a member's last open, the recency of their last click. Recency is a very important metric given the frequency of communication email offers. 

We also look at groupings of offers within a single email to see which offers get click-throughs. And, we'll look at all of this in relation to segment objectives and performance. Ultimately, it's a balance between supporting the needs of individual campaigns and maintaining overall member program engagement.

Aside from our own metrics, we also recognize that there are lots of emails in a member's inbox. It's a cluttered world and we want to make sure we can stand out in that clutter.

OD: Aeroplan has a number of partners that you promote in your emails – how involved are those partners in measuring success?  Do they take an active role? 

We get our partners involved in the very early planning stage and try to develop an annual plan with them.  They bring their own business objectives or needs; we bring an understanding of what our members expect and what offers elicit the responses our partners require. Ultimately, the measure of success varies by partner – depending on their objectives.

The efficiency of the email channel tends to drive up the frequency of communications. So there is a balancing act of frequency vs fatigue. We must ensure that we balance the program’s need to communicate with members’ receptivity – for the long term benefit of both our partners and our members.

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From the Ground Up – Recognizing and Retaining Creative Talent

Graffiti artists
It is a busy time in the online space – competition for top talent has never been as fierce as it is now, with many studios vying for the best and most creative minds.

This is not surprising, as there is a great deal of revenue at stake. More and more it is becoming recognized that creativity is a chief contributing factor in the success (or lack thereof) of not just studios, but entire metro economies. (For an interesting discussion of the economic impact of fostering creativity, see Rise of the Creative Class by Richard Florida.)

Here in Toronto, the results of an extensive investigation into fostering creativity have been released (imagineatoronto.ca) and support the notion that cities, and by extension companies, can live or die on their ability to seek out, and retain, top creative talent. So how is it done?

1. Grow your own.
A company that does not have a viable continued learning program will die. Unfortunately, too many companies see this as a problem they must throw money at to solve. It is, rather, an opportunity that often requires a small amount of time investment over money. Smart companies recognize mentors in their midst, and use their own people’s natural talent for teaching to great effect.

Learning programs should be extended to anyone in the company, including contractors. Contractors represent the most viable source of talent for companies in either a growth period or when trimming – why not develop continued good relationships with them?

Continued learning is often an all-or-nothing proposition because it thrives on group spirit. It is hard to have half of a company involved in continued learning.

2. Recognize the leaders in the local community.
There are always those who take an active role in organizing user-groups, discussion forums, student-programs and such. These are the influencers of the creative body, and the most sought after network resources for creatives. Word-of-mouth association far outweighs all other means of getting to top creative talent. It is lightening-fast compared to other means.

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