Direct-mail Marketing: Checklist


  • Is there a perceived need for the product or service?
  • Is it practical?
  • Is it unique?
  • Is the price right for your customers or prospects?
  • Is it a good value?
  • Is the markup sufficient to assure a profit?
  • Is the market large enough? Does the product or service have broad appeal?
  • Are there specific smaller segments of your list that have a strong desire for your product or service?
  • Is it new? Will your customers perceive it as being new?
  • Can it be photographed or illustrated interestingly?
  • Are there sufficient unusual selling features to make your copy sizzle?
  • Is it economical to ship? Is it fragile? Old shaped? Heavy? Bulky?
  • Can it be personalized?
  • Are there any legal problems to overcome?
  • Is it safe to use?
  • Is the supplier reputable?
  • Will backup merchandise be available for fast shipment on reorders?
  • Might returns be too huge?
  • Will refurbishing of returned merchandise be practical?
  • Is it, or can it be, packaged attractively?
  • Are usage instructions clear?
  • How does it compare to competitive products or services?
  • Will it have exclusivity?
  • Will it lend itself to repeat business?
  • Is it consumable, so that there will be repeat orders?
  • Is it faddish? Too short-lived?
  • Is it too seasonal for direct mail selling?
  • Can an add-on to the product make it more distinctive and salable?
  • Will the number of stock keeping units – various sizes and colors – create problems?
  • Does it lend itself to multiple pricing?
  • Is it too readily available in stores?
  • Is it like an old, hot item, so that its success is guaranteed?
  • Is it doomed because similar items have failed?
  • Does your mother, wife, brother, husband, sister, or kid like it?
  • Is direct mail the way to go with it?
  • Does it fill an unfilled niche in the marketplace?

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

 

An Advice to Change Leaders: Persuade Indirectly


In large organizations, it is not feasible to persuade people through one-on-one communication. Particularly, if the organization is multi-locational, persuasion has to be through indirect means such as memos, speeches and newsletters. Change leaders also need to build capabilities in persuading others indirectly. The following guidelines can help managers be effective in indirect persuasion:

  1. Neutralize the power of informal networks: Change leaders need to develop reliable communication channels to communicate their change agenda directly to employees in the organization. Otherwise people will rely on informal grapevine that can distort the change message either unintentionally or deliberately. In either case, employees may develop unfavorable perceptions of the change agenda leading to opposition and resistance. Communication channels such as employee forums, town meetings and special newsletters can counter the grapevine and informal networks. Change leaders must be particularly careful in not withholding bad news because such news gets out very quickly into the grapevine.
  2. Repeat the message: Focus and repetition are critical for effective communication. This means that the change agenda should consist of only a limited number (two or three, at best) of themes. These themes need to be repeated and reinforced through different communication channels.
  3. Match the medium to the message: Speeches and video-conferences are ideal to communicate vision and values; these media are also appropriate to inspire people to embrace change. On the other hand, data, graphs and charts are best conveyed in the written form—such as memos, newsletters and web pages. Change leaders must think very carefully about appropriate media before communicating their change agenda.
  4. Simplify the message: The change agenda needs to be conveyed through a framework that is conceptually simple and easy to grasp. Yet, change leaders must avoid the trap of oversimplification. Oversimplified messages sound trite and faddish and can significantly reduce the credibility of the communicator. Simple frameworks are easy to remember, and are also powerful in framing the change agenda to mobilize support.
  5. Create a new story about change: Stories constitute a powerful medium to mobilize support. People are more likely to remember stories rather than facts and figures. Stories are also more effective in persuading people to alter their perceptions of change. Therefore change leaders need to be able to craft their change agenda in the form of story.
  6. Build personal credibility: Change leaders who are respected, considered trustworthy and competent are more likely to be effective in persuading their employees to embrace change. Personal credibility is built on the foundation of consistency. Change leaders must demonstrate consistency between their thoughts, words and behavior. Inconsistent, self-serving behavior can severely erode the credibility of a leader.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight