This document provides email marketing metrics and benchmarks from a 2015 study by IBM Marketing Cloud. It includes data on open rates, click-through rates, and list churn metrics for different countries/regions and industries. Some key findings are that the Asia-Pacific region and industries like computer hardware, insurance, and healthcare had above average engagement metrics. Transactional emails also significantly outperformed non-transactional messages on open and click rates.
The CMO Survey Highlights and Insights February 2017christinemoorman
The CMO Survey is administered twice a year via an Internet survey to collect and disseminate the opinions of top marketers. It aims to predict market trends and improve marketing value. The February 2017 survey was the 18th administration, with 388 respondents out of 2813 marketers contacted, a 13.8% response rate. Results are reported in aggregate form or by industry/firm characteristics. The survey covers topics like the economy, growth strategies, marketing spending, performance, social media, mobile, jobs, leadership and analytics.
SMBs are feeling pretty optimistic: 35% of them expect to grow by double digits this year, and 10% expect to grow by more than 100%. That translates into plans to invest in telecommunications services — whether to improve internet access speed or upgrade a phone system. SMBs understand what being connected — to customers, prospects, vendors, peers, remote workers, influencers, and others — means to their business.
To find out how you can boost sales to SMBs, we recently surveyed 500 U.S. SMB principals.
We've condensed our latest email marketing stats into an easily-digestible slide deck, analysing 2015 and looking at the top trends for the year ahead.
The facts & figures and sector-level insight will help you compare your email marketing activity against the rest of your industry. This helps you identify further opportunities to improve your email marketing and maximise ROI.
The survey found that SaaS companies are increasingly focused on metrics related to existing customers, such as customer retention cost, health, and lifetime value. While over two-thirds of companies experienced annual churn rates of 5% or higher, spending on customer retention is growing. Fast growing companies tend to have lower churn rates and higher revenue from upsells/add-ons with existing customers. However, for most companies upsells contribute to less than 20% of new revenue, indicating it remains an opportunity area.
The pandemic has forced many SMBs to reassess their application infrastructure to boost productivity and better support distributed teams. Selling SaaS solutions in this environment raises a number of key questions, though, such as: How familiar are SMBs with the cloud? What cloud solutions are they using? Which are they considering adopting next? What is motivating their cloud adoption? Who do they want to buy from, and what do they want from cloud solution providers?
To answer these questions – and to help you sell the cloud more effectively to SMBs – we recently surveyed 500 U.S. SMB principals.
Improving the small business banking experienceBredin, Inc.
How much do small business owners (SBOs) trust different industries, including banks, credit unions and alternative lenders? What do small businesses want from the bank relationship? What are banks doing well, and what can they do better, to improve the customer experience – and as a result, acquisition, retention and cross-sell? What kinds of credit are SBOs using – or do they plan to use – from banks and alternative lenders? How are SBO attitudes towards, and planned usage of, alternative lenders evolving?
To answer these questions, we recently surveyed 500 U.S. SBOs. There are some great learnings on what SBOs value in a lender relationship, and what you can do to enhance it.
You’ll learn:
• The SBO business outlook
• SBO trust in 26 different industries, from alternative lenders to wireless service providers
• SBO awareness of and trust in 27 leading banks
• Bank industry, and top bank, Net Promoter Scores
• What SBOs want in a bank relationship
• Where banks are under- and over-performing against SBO preferences
• Current use and providers of credit products – including business credit cards, savings and checking accounts, loans, LOCs, factoring and MCAs
• Planned use and potential providers of credit products
• How SBO attitudes towards alternative lenders have changed
• SBO usage of and satisfaction with banking apps and events
• The impact of content marketing on bank brand perception, loyalty and upsell
• How to boost awareness and trust via content marketing
You’ll get valuable insights to put to work right away in your SBO customer experience and content marketing plans.
What do SMBs plan to buy in 2020? How do they make purchase decisions – who is involved, and how long does it take in key product categories? What resources do they use to conduct product research, and make a purchase decision? What messaging resonates best with this large and diverse segment? What can vendors do to make it easier for them to buy?
To answer these questions – and more – we recently surveyed 500 U.S. SMB principals. You’ll learn:
• SMB business outlook and challenges
• What SMBs plan to buy in 2020 in major purchase categories such as tech, financial services, travel and more
• Who conducts research, and makes the purchase decision
• How long the decision-making process takes for key product categories
• The role of peers and consultants
• Purchase channel preferences
• The media that work best to engage SMBs across the sales cycle
• The messaging that works best with SMBs
• The role of content in boosting sales
The CMO Survey Highlights and Insights February 2017christinemoorman
The CMO Survey is administered twice a year via an Internet survey to collect and disseminate the opinions of top marketers. It aims to predict market trends and improve marketing value. The February 2017 survey was the 18th administration, with 388 respondents out of 2813 marketers contacted, a 13.8% response rate. Results are reported in aggregate form or by industry/firm characteristics. The survey covers topics like the economy, growth strategies, marketing spending, performance, social media, mobile, jobs, leadership and analytics.
SMBs are feeling pretty optimistic: 35% of them expect to grow by double digits this year, and 10% expect to grow by more than 100%. That translates into plans to invest in telecommunications services — whether to improve internet access speed or upgrade a phone system. SMBs understand what being connected — to customers, prospects, vendors, peers, remote workers, influencers, and others — means to their business.
To find out how you can boost sales to SMBs, we recently surveyed 500 U.S. SMB principals.
We've condensed our latest email marketing stats into an easily-digestible slide deck, analysing 2015 and looking at the top trends for the year ahead.
The facts & figures and sector-level insight will help you compare your email marketing activity against the rest of your industry. This helps you identify further opportunities to improve your email marketing and maximise ROI.
The survey found that SaaS companies are increasingly focused on metrics related to existing customers, such as customer retention cost, health, and lifetime value. While over two-thirds of companies experienced annual churn rates of 5% or higher, spending on customer retention is growing. Fast growing companies tend to have lower churn rates and higher revenue from upsells/add-ons with existing customers. However, for most companies upsells contribute to less than 20% of new revenue, indicating it remains an opportunity area.
The pandemic has forced many SMBs to reassess their application infrastructure to boost productivity and better support distributed teams. Selling SaaS solutions in this environment raises a number of key questions, though, such as: How familiar are SMBs with the cloud? What cloud solutions are they using? Which are they considering adopting next? What is motivating their cloud adoption? Who do they want to buy from, and what do they want from cloud solution providers?
To answer these questions – and to help you sell the cloud more effectively to SMBs – we recently surveyed 500 U.S. SMB principals.
Improving the small business banking experienceBredin, Inc.
How much do small business owners (SBOs) trust different industries, including banks, credit unions and alternative lenders? What do small businesses want from the bank relationship? What are banks doing well, and what can they do better, to improve the customer experience – and as a result, acquisition, retention and cross-sell? What kinds of credit are SBOs using – or do they plan to use – from banks and alternative lenders? How are SBO attitudes towards, and planned usage of, alternative lenders evolving?
To answer these questions, we recently surveyed 500 U.S. SBOs. There are some great learnings on what SBOs value in a lender relationship, and what you can do to enhance it.
You’ll learn:
• The SBO business outlook
• SBO trust in 26 different industries, from alternative lenders to wireless service providers
• SBO awareness of and trust in 27 leading banks
• Bank industry, and top bank, Net Promoter Scores
• What SBOs want in a bank relationship
• Where banks are under- and over-performing against SBO preferences
• Current use and providers of credit products – including business credit cards, savings and checking accounts, loans, LOCs, factoring and MCAs
• Planned use and potential providers of credit products
• How SBO attitudes towards alternative lenders have changed
• SBO usage of and satisfaction with banking apps and events
• The impact of content marketing on bank brand perception, loyalty and upsell
• How to boost awareness and trust via content marketing
You’ll get valuable insights to put to work right away in your SBO customer experience and content marketing plans.
What do SMBs plan to buy in 2020? How do they make purchase decisions – who is involved, and how long does it take in key product categories? What resources do they use to conduct product research, and make a purchase decision? What messaging resonates best with this large and diverse segment? What can vendors do to make it easier for them to buy?
To answer these questions – and more – we recently surveyed 500 U.S. SMB principals. You’ll learn:
• SMB business outlook and challenges
• What SMBs plan to buy in 2020 in major purchase categories such as tech, financial services, travel and more
• Who conducts research, and makes the purchase decision
• How long the decision-making process takes for key product categories
• The role of peers and consultants
• Purchase channel preferences
• The media that work best to engage SMBs across the sales cycle
• The messaging that works best with SMBs
• The role of content in boosting sales
email marketing metrics benchmark pharma to healthcare professionalsNacho Enguix
This document summarizes email marketing statistics for campaigns sent to healthcare professionals in Spain between 2014 and 2015. It provides data on the number of campaigns (528), total addresses (13.3 million), and total users (135,000). It also breaks down delivery, open, click, and conversion rates by practitioner type (general practitioners, specialists, pharmacists) and campaign content (medical education, publicity, information). Overall open rates averaged around 20% while click-through rates averaged around 1.6%.
This document provides insights from a survey of 500 small and medium sized business owners and principals regarding their purchase timing of various business products and services. Key findings include:
1) Printers and business checking/credit cards saw the fastest purchase decisions, typically within a week, while retirement plans saw the slowest at over six months.
2) Larger SMBs made faster decisions on more complex products like servers and payroll services compared to very small businesses.
3) Slow-growth businesses made the fastest decisions on checking accounts and credit cards, while fast-growth businesses decided fastest on cellphone handsets.
4) Younger respondents aged 18-38 decided fastest on cellphone handsets, while
The CMO Survey - Highlights and Insights Report - February 2021christinemoorman
The document discusses findings from The CMO Survey regarding the transformation of marketing practices during the COVID-19 pandemic and periods of social and political upheaval. Key findings include:
1) Marketers' optimism about the U.S. economy has rebounded significantly from mid-pandemic levels and is nearing historical highs, with optimism highest in industries reliant on reopening like consumer services and retail.
2) Customers are prioritizing product quality and customer experience most in the next year, though importance of price has risen substantially. Customer metrics like acquisition and retention dropped sharply during the pandemic.
3) The pandemic accelerated digital transformation and increased the importance of marketing, with 72% of leaders
comScore Study Finds Professionally-Produced Video Content And User-Generated...EXPO
The document discusses a presentation about user-generated video content and its synergistic effects when used alongside professionally-created content. Previous research from EXPO Communications found that user-generated product review videos often contain the same persuasive elements as television and digital advertising. Additionally, these user-generated videos complement other media types by emphasizing different messaging elements. The presentation aims to demonstrate how user-generated and professional videos can be effectively integrated in marketing strategies.
The document provides data from an online survey of 500 small and medium sized business principals in the United States regarding their business challenges. The top challenges reported were customer acquisition (35% said very challenging) and managing costs (23% said very challenging). The data is broken down by various company characteristics such as size, revenue, outlook, age, gender, geography, and industry to show differences in challenges faced.
How to Support and Engage SMBs During COVID-19Bredin, Inc.
COVID-19 has been grinding on relentlessly for ten months now, taking a heavy toll on countless small and mid-sized businesses (SMBs). 1.85 million businesses closed completely or temporarily in the second quarter, according to Oxxford; in April, the National Restaurant Association found that four in ten restaurants had already closed. Despite encouraging vaccine news, it will be months before business returns to any semblance of normal. So in the meantime, we wanted to find out how SMBs are coping – and what you can do to support and engage them effectively.
You’ll learn:
• SMB perspectives on the effect of COVID-19 on their business
• How COVID-19 has changed SMB priorities
• How SMB staffing has changed
• When SMBs will return to their workplaces
• What SMBs want vendors like you to do to help them manage through the crisis
• Which vendors have been especially helpful
• How COVID-19 has changed SMB content consumption
• What SMBs want in your content
• The effect of advisory content on acquisition and retention
• The topics SMBs want to learn about from vendors like you
This document analyzes survey results from 500 small and medium-sized business principals regarding factors that influence their awareness of new products and services. The key findings are:
1) SMB principals see themselves as the leading influencer of product awareness for their businesses, followed by their business partners or sales/marketing staff depending on company size and revenue.
2) Fast-growing SMBs, startups, and younger respondents are especially reliant on their marketing staff and consultants for new product awareness.
3) Male entrepreneurs are more influenced by their head of finance, while manufacturers are especially reliant on peers and colleagues.
This document provides a summary of T-Mobile's third quarter 2015 results. Key points include:
- T-Mobile added 2.3 million total net customers, with 1.1 million branded postpaid net additions.
- Service revenues grew 11% year-over-year to $6.3 billion. Adjusted EBITDA grew 42% to $1.9 billion.
- T-Mobile's 4G LTE network now covers 300 million people, achieving its year-end coverage goal early. It continues expanding its 700MHz coverage and nationwide average 4G LTE download speeds led the industry.
Od4559 online survey software industry reportAndrew Haeg
The document summarizes an industry report on the online survey software industry in the US. It grew rapidly over the past five years at an average annual rate of 10.7% as corporate marketing budgets increased and online surveys became more affordable and ubiquitous. The industry was briefly slowed during the recession but has since rebounded strongly. It is highly profitable with few barriers to entry, leading to increasing competition. The industry is expected to continue growing as online media usage expands and enables more targeted surveys.
Medicare Marketing in Our Digital World- The definitive digital marketing han...Scott Levine
The document discusses how Medicare marketers are struggling to develop digital marketing strategies despite their audiences increasingly using digital channels. It notes that 65% of Medicare marketers felt unprepared for digital strategies. While older generations are adopting digital at rising rates, with 76% of 60-69 year olds using the internet daily, Medicare marketers have been slow to shift marketing online. The document argues that Medicare marketers must recognize their audiences are digital and develop comprehensive digital strategies that incorporate all channels, including mobile. It provides data on older Americans' digital usage and outlines 50 questions organizations should consider before developing a digital Medicare marketing strategy.
SaaS executives are shifting business focus, our survey report reveals great dissatisfaction with common business metrics; customer-centric measurements sets the new standard.
2018 Google and Facebook Cost Per Lead - Cost Per Acquisition by Channel and ...Chatter Buzz
This document provides a summary of search, display, and social media advertising benchmarks for various industries in Q1 2018. It includes the following key metrics:
- Average click-through rates, cost-per-clicks, conversion rates, and cost-per-acquisitions for search and display advertising across different industries.
- Average click-through rates, cost-per-clicks, conversion rates, and cost-per-actions for Facebook ads across all industries.
- Engagement rates, post frequencies, and relationships between posts and engagement for Facebook, Instagram, and Twitter organic posts for several industries from 2017 data.
The document analyzes advertising and social media metrics by industry to help companies benchmark their
Beyond Supply Chains Empowering Responsible Value ChainsSustainable Brands
This document discusses the opportunity for companies to create "responsible supply chains" that provide benefits to both businesses and society. It identifies 31 proven supply chain practices that can help companies achieve "triple advantage" - commercial benefits as well as benefits to the environment and local economies. Implementing these practices could result in increased revenues and reduced costs for companies, as well as improved customer health, labor standards and reduced environmental impact. The practices are organized into a framework that companies can use to prioritize which practices would be most effective for their specific industry and situation. However, the concept of triple advantage has limitations, as human rights commitments should not be based solely on financial justification. The document calls for policies to support companies in optimizing across all three
CMOs: Time for digital transformation or risk being left on the sidelinesruttens.com
CMOs: Time for digital transformation or risk being left on the sidelines. Digital Transformation checklist for marketeers.
Based on the Accenture Interactive 2014 CMO Insights Survey, CMOs are selling themselves short. The question isn't whether CMOs can effectively take advantage of digital channels – they are proving they can – but whether they can be more visible change agents for digital transformation across the organization.
As every business becomes a digital business, C-suite executives will need to collaborate to drive successful digital transformation. No CMO wants to be left on the sidelines.
Improving Home Health Care: How Mobile Technology Can Boost Outcomes, Profit...Samsung Business USA
As the home health care sector strives to achieve profitability amid multiple business challenges, mobile devices offer significant new opportunities to enhance patient care, reduce expenses and satisfy regulatory requirements. This white paper from Frost & Sullivan provides an overview of the key trends, together with an action plan for the selection and implementation of mobile technology for home health care. To learn more, visit http://smbz.us/healthcare
Adjust’s annual App Trends 2020 report for long-term trends based on data from 2019 sheds light on insights into how COVID-19 has affected the app economy by comparing Q1 2019 and Q1 2020 figures.
How Pharma Can Fully Digitize Interactions with Healthcare ProfessionalsCognizant
This document discusses how pharmaceutical companies can fully digitize their interactions with healthcare professionals (HCPs). It notes that HCPs are increasingly using digital technologies and prefer engaging with pharmaceutical companies through digital channels. The document recommends that pharmaceutical companies build an end-to-end digital platform to facilitate various types of virtual interactions with HCPs, including web conferences, email marketing, e-detailing apps, social media management, and more. It emphasizes the importance of collecting and analyzing HCP interaction data across channels to develop a unified, customer-centric view of each HCP in order to better understand and serve their needs and preferences for digital engagement over time.
The marketing function has changed profoundly in recent years, thanks to its position atop growing mountains of valuable customer data. The Chief Marketing Officer’s influence is growing, too, along with expectations to deliver business results. Indeed, the pressure’s on for Marketing to improve its analytics game – big time.
As email marketing matures, the complexity of data and channel integration continues to increase. In this free webinar, David Daniels of The Relevancy Group will showcase recent survey data that details the state of the email marketing industry today. This survey of over 425 marketing executives details which tactics are effective, what areas are driving challenges and which remedies are proving to be successful.
This webinar detailed strategies and topics including:
- Marketer aspirations and challenges
- Data utilization and integration
- Utilizing lifecycle triggered mailings
- Driving revenue through automation
- Considerations to select vendors
Is your client suffering from the dreaded 20% Problem? It’s out there. And the problem is spreading. But luckily it’s easy to diagnose! You just need to ask your client one simple question:
"What percentage of the functionality of this marketing technology are you using?"
The document is a 2016 email marketing benchmark study by IBM Marketing Cloud. It provides metrics on open rates, click-through rates, list churn rates, and engagement rates for emails sent in 2015. Some key findings include:
- Canada and Australia/New Zealand had the highest open rates, while the Middle East and Europe had the lowest.
- Transactional emails had a unique open rate over 2x higher than nontransactional emails.
- The click-through rate in the top quartile was over 6x higher than the median click-through rate.
email marketing metrics benchmark pharma to healthcare professionalsNacho Enguix
This document summarizes email marketing statistics for campaigns sent to healthcare professionals in Spain between 2014 and 2015. It provides data on the number of campaigns (528), total addresses (13.3 million), and total users (135,000). It also breaks down delivery, open, click, and conversion rates by practitioner type (general practitioners, specialists, pharmacists) and campaign content (medical education, publicity, information). Overall open rates averaged around 20% while click-through rates averaged around 1.6%.
This document provides insights from a survey of 500 small and medium sized business owners and principals regarding their purchase timing of various business products and services. Key findings include:
1) Printers and business checking/credit cards saw the fastest purchase decisions, typically within a week, while retirement plans saw the slowest at over six months.
2) Larger SMBs made faster decisions on more complex products like servers and payroll services compared to very small businesses.
3) Slow-growth businesses made the fastest decisions on checking accounts and credit cards, while fast-growth businesses decided fastest on cellphone handsets.
4) Younger respondents aged 18-38 decided fastest on cellphone handsets, while
The CMO Survey - Highlights and Insights Report - February 2021christinemoorman
The document discusses findings from The CMO Survey regarding the transformation of marketing practices during the COVID-19 pandemic and periods of social and political upheaval. Key findings include:
1) Marketers' optimism about the U.S. economy has rebounded significantly from mid-pandemic levels and is nearing historical highs, with optimism highest in industries reliant on reopening like consumer services and retail.
2) Customers are prioritizing product quality and customer experience most in the next year, though importance of price has risen substantially. Customer metrics like acquisition and retention dropped sharply during the pandemic.
3) The pandemic accelerated digital transformation and increased the importance of marketing, with 72% of leaders
comScore Study Finds Professionally-Produced Video Content And User-Generated...EXPO
The document discusses a presentation about user-generated video content and its synergistic effects when used alongside professionally-created content. Previous research from EXPO Communications found that user-generated product review videos often contain the same persuasive elements as television and digital advertising. Additionally, these user-generated videos complement other media types by emphasizing different messaging elements. The presentation aims to demonstrate how user-generated and professional videos can be effectively integrated in marketing strategies.
The document provides data from an online survey of 500 small and medium sized business principals in the United States regarding their business challenges. The top challenges reported were customer acquisition (35% said very challenging) and managing costs (23% said very challenging). The data is broken down by various company characteristics such as size, revenue, outlook, age, gender, geography, and industry to show differences in challenges faced.
How to Support and Engage SMBs During COVID-19Bredin, Inc.
COVID-19 has been grinding on relentlessly for ten months now, taking a heavy toll on countless small and mid-sized businesses (SMBs). 1.85 million businesses closed completely or temporarily in the second quarter, according to Oxxford; in April, the National Restaurant Association found that four in ten restaurants had already closed. Despite encouraging vaccine news, it will be months before business returns to any semblance of normal. So in the meantime, we wanted to find out how SMBs are coping – and what you can do to support and engage them effectively.
You’ll learn:
• SMB perspectives on the effect of COVID-19 on their business
• How COVID-19 has changed SMB priorities
• How SMB staffing has changed
• When SMBs will return to their workplaces
• What SMBs want vendors like you to do to help them manage through the crisis
• Which vendors have been especially helpful
• How COVID-19 has changed SMB content consumption
• What SMBs want in your content
• The effect of advisory content on acquisition and retention
• The topics SMBs want to learn about from vendors like you
This document analyzes survey results from 500 small and medium-sized business principals regarding factors that influence their awareness of new products and services. The key findings are:
1) SMB principals see themselves as the leading influencer of product awareness for their businesses, followed by their business partners or sales/marketing staff depending on company size and revenue.
2) Fast-growing SMBs, startups, and younger respondents are especially reliant on their marketing staff and consultants for new product awareness.
3) Male entrepreneurs are more influenced by their head of finance, while manufacturers are especially reliant on peers and colleagues.
This document provides a summary of T-Mobile's third quarter 2015 results. Key points include:
- T-Mobile added 2.3 million total net customers, with 1.1 million branded postpaid net additions.
- Service revenues grew 11% year-over-year to $6.3 billion. Adjusted EBITDA grew 42% to $1.9 billion.
- T-Mobile's 4G LTE network now covers 300 million people, achieving its year-end coverage goal early. It continues expanding its 700MHz coverage and nationwide average 4G LTE download speeds led the industry.
Od4559 online survey software industry reportAndrew Haeg
The document summarizes an industry report on the online survey software industry in the US. It grew rapidly over the past five years at an average annual rate of 10.7% as corporate marketing budgets increased and online surveys became more affordable and ubiquitous. The industry was briefly slowed during the recession but has since rebounded strongly. It is highly profitable with few barriers to entry, leading to increasing competition. The industry is expected to continue growing as online media usage expands and enables more targeted surveys.
Medicare Marketing in Our Digital World- The definitive digital marketing han...Scott Levine
The document discusses how Medicare marketers are struggling to develop digital marketing strategies despite their audiences increasingly using digital channels. It notes that 65% of Medicare marketers felt unprepared for digital strategies. While older generations are adopting digital at rising rates, with 76% of 60-69 year olds using the internet daily, Medicare marketers have been slow to shift marketing online. The document argues that Medicare marketers must recognize their audiences are digital and develop comprehensive digital strategies that incorporate all channels, including mobile. It provides data on older Americans' digital usage and outlines 50 questions organizations should consider before developing a digital Medicare marketing strategy.
SaaS executives are shifting business focus, our survey report reveals great dissatisfaction with common business metrics; customer-centric measurements sets the new standard.
2018 Google and Facebook Cost Per Lead - Cost Per Acquisition by Channel and ...Chatter Buzz
This document provides a summary of search, display, and social media advertising benchmarks for various industries in Q1 2018. It includes the following key metrics:
- Average click-through rates, cost-per-clicks, conversion rates, and cost-per-acquisitions for search and display advertising across different industries.
- Average click-through rates, cost-per-clicks, conversion rates, and cost-per-actions for Facebook ads across all industries.
- Engagement rates, post frequencies, and relationships between posts and engagement for Facebook, Instagram, and Twitter organic posts for several industries from 2017 data.
The document analyzes advertising and social media metrics by industry to help companies benchmark their
Beyond Supply Chains Empowering Responsible Value ChainsSustainable Brands
This document discusses the opportunity for companies to create "responsible supply chains" that provide benefits to both businesses and society. It identifies 31 proven supply chain practices that can help companies achieve "triple advantage" - commercial benefits as well as benefits to the environment and local economies. Implementing these practices could result in increased revenues and reduced costs for companies, as well as improved customer health, labor standards and reduced environmental impact. The practices are organized into a framework that companies can use to prioritize which practices would be most effective for their specific industry and situation. However, the concept of triple advantage has limitations, as human rights commitments should not be based solely on financial justification. The document calls for policies to support companies in optimizing across all three
CMOs: Time for digital transformation or risk being left on the sidelinesruttens.com
CMOs: Time for digital transformation or risk being left on the sidelines. Digital Transformation checklist for marketeers.
Based on the Accenture Interactive 2014 CMO Insights Survey, CMOs are selling themselves short. The question isn't whether CMOs can effectively take advantage of digital channels – they are proving they can – but whether they can be more visible change agents for digital transformation across the organization.
As every business becomes a digital business, C-suite executives will need to collaborate to drive successful digital transformation. No CMO wants to be left on the sidelines.
Improving Home Health Care: How Mobile Technology Can Boost Outcomes, Profit...Samsung Business USA
As the home health care sector strives to achieve profitability amid multiple business challenges, mobile devices offer significant new opportunities to enhance patient care, reduce expenses and satisfy regulatory requirements. This white paper from Frost & Sullivan provides an overview of the key trends, together with an action plan for the selection and implementation of mobile technology for home health care. To learn more, visit http://smbz.us/healthcare
Adjust’s annual App Trends 2020 report for long-term trends based on data from 2019 sheds light on insights into how COVID-19 has affected the app economy by comparing Q1 2019 and Q1 2020 figures.
How Pharma Can Fully Digitize Interactions with Healthcare ProfessionalsCognizant
This document discusses how pharmaceutical companies can fully digitize their interactions with healthcare professionals (HCPs). It notes that HCPs are increasingly using digital technologies and prefer engaging with pharmaceutical companies through digital channels. The document recommends that pharmaceutical companies build an end-to-end digital platform to facilitate various types of virtual interactions with HCPs, including web conferences, email marketing, e-detailing apps, social media management, and more. It emphasizes the importance of collecting and analyzing HCP interaction data across channels to develop a unified, customer-centric view of each HCP in order to better understand and serve their needs and preferences for digital engagement over time.
The marketing function has changed profoundly in recent years, thanks to its position atop growing mountains of valuable customer data. The Chief Marketing Officer’s influence is growing, too, along with expectations to deliver business results. Indeed, the pressure’s on for Marketing to improve its analytics game – big time.
As email marketing matures, the complexity of data and channel integration continues to increase. In this free webinar, David Daniels of The Relevancy Group will showcase recent survey data that details the state of the email marketing industry today. This survey of over 425 marketing executives details which tactics are effective, what areas are driving challenges and which remedies are proving to be successful.
This webinar detailed strategies and topics including:
- Marketer aspirations and challenges
- Data utilization and integration
- Utilizing lifecycle triggered mailings
- Driving revenue through automation
- Considerations to select vendors
Is your client suffering from the dreaded 20% Problem? It’s out there. And the problem is spreading. But luckily it’s easy to diagnose! You just need to ask your client one simple question:
"What percentage of the functionality of this marketing technology are you using?"
The document is a 2016 email marketing benchmark study by IBM Marketing Cloud. It provides metrics on open rates, click-through rates, list churn rates, and engagement rates for emails sent in 2015. Some key findings include:
- Canada and Australia/New Zealand had the highest open rates, while the Middle East and Europe had the lowest.
- Transactional emails had a unique open rate over 2x higher than nontransactional emails.
- The click-through rate in the top quartile was over 6x higher than the median click-through rate.
This document is a presentation seeking a supermanager or account manager. It summarizes the essential qualities most employers believe are needed for the position: creativity, involvement, self-determination, resoluteness, proactivity, sociability, and analytical mind. The presentation provides examples from the author's work experience of how she demonstrated these qualities in various projects and roles. She expresses her interest in the position and provides contact information at the end.
Ryan Andre Loiselle passed the Visual Communication using Adobe Photoshop CS6 exam with a score of 829 out of 1000, earning a grade of Pass. He scored highest in the sections for Manipulating Images using Adobe Photoshop CS6 at 94% and Publishing Digital Images using Adobe Photoshop CS6 at 100%. The exam report provides Loiselle's contact information, exam reference number, and a link to check his transcript online for accuracy.
Индекс устойчивости организаций гражданского общества 2014ACT ngo
Индекс устойчивости организаций гражданского общества, разработанный Агентством США по международному развитию (USAID), подсчитывается на протяжении 18 лет и служит для исследования состояния гражданского общества в более чем 60 государствах мира. Результаты оценки Индекса в Беларуси на протяжении многих лет демонстрируют несоответствие условий, создаваемых государством для деятельности общественных организаций, их общественной значимости и высокому потенциалу развития.
WD Bearings’ Track runner bearings are designed to run on all types of tracks and to be used in cam drives, conveyor systems, etc. These bearings have a thick-walled outer ring, which enables them to accommodate high radial loads, while reducing distortion and bending stresses.
This document discusses educational evaluation. It describes evaluation as determining the growth and progress of students towards curriculum objectives. Various approaches to evaluation are discussed, including politically controlled, public relations, experimental research, and more. Evaluation methods can be objective, using empirical data, or subjective, based on personal experiences. Guiding principles for evaluators are also presented, such as conducting systematic inquiries and ensuring integrity. The CIPP model evaluates the context, inputs, processes, and products of education. Key terms discussed include assessment, competency evaluation, and program evaluation.
This document summarizes a study on the corrosion of magnesium and its alloys for biomedical applications. The objectives were to optimize the gas mixture in Hank's solution to obtain pH 7 and study corrosion effects when immersed with and without added protein. Various techniques were used, including immersion testing magnesium alloys in Hank's solution with controlled bubbling of CO2 and air gases. The results found that bubbling CO2 maintained pH at 7, AZ91 alloy had a higher corrosion rate than HP magnesium due to galvanic corrosion from different phases, and adding protein lowered the corrosion rate. In conclusion, the study helped understand applying magnesium alloys in biomedicine by measuring corrosion rates and examining microstructure changes after
Wayne P. Babin has over 35 years of experience in operations management in the oil and gas industry, purchasing, and logistics coordination. He holds a Bachelor's degree in Biology from the University of Southwestern Louisiana and various safety certifications. His career includes roles as a procurement manager, branch manager, operations manager, and production manager where he developed budgets, improved processes, and oversaw personnel.
The document summarizes proposals for the redevelopment of 65 Curzon Street in London. It is proposed to replace an existing 1980s office building with a new residential building containing apartments and retail space. The redevelopment aims to link Stratton Street and Curzon Street with a new public arcade, and the architects, Pilbrow & Partners, have designed the project to respond to the local architectural context. Feedback is sought from local stakeholders on the proposals, which aim to enhance the quality of the streetscape and neighborhood.
Application For Museum Internship In indianmuseumkolkata.org Jobs Vacancy 2015Priya Jain
Indian Museum Kolkata has been released a advt for engagement of Museum Internship. Apply here- http://recruitmentresult.com/indian-museum-kolkata-recruitment/
This document analyzes email marketing metrics and benchmarks from Q1-Q4 2012 for 2,787 brands. It finds that open rates, click-through rates, message sizes, and churn metrics like bounce rates, unsubscribes, and spam complaints vary significantly between top-performing and bottom-performing email marketers as well as between different industries and global regions. The document emphasizes that benchmarks should be used to compare performance to goals and improve email programs, rather than just meeting averages. It also notes additional metrics like revenue and leads generated are important to measure success against business objectives.
The report offers to marketers 25 open, click-through, list churn and mobile metrics to help you see where you rank, delivering more visuals so you can better understand the data, and sharing more observations to help you improve your marketing programs.
Advertisers value the promise and benefits of programmatic, but they also face a myriad of challenges. Marketers can only evaluate the success of programmatic campaigns if they have the right data to do so. We explore how an automated ‘Marketing Intelligence’ approach can help marketers close the insights gap on programmatic buying.
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This document summarizes a study on marketing attribution conducted by Econsultancy. The study included surveys of over 600 marketers and agencies as well as 22 interviews. Key findings include:
- Attribution is still new for most companies, with 83% having used it for less than 2 years. It allows marketers to better optimize budgets and understand customer journeys.
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This document provides metrics and recommendations for improving email marketing performance based on data from over 5 billion emails sent in Q2 2013. Key findings include that 61% of consumers view emails on mobile devices and click-through rates are 50% lower for mobile opens compared to desktop. It also found the average active subscriber rate across industries was 7.4% and consumer services had the highest engagement rates. The document recommends optimizing emails for mobile by tailoring content and design for mobile and leveraging subscriber data to better engage customers.
The document provides information on marketing opportunities for environmental, health, and safety (EHS) publications from BLR Media, including details on:
- The EHS publications which reach over 150,000 subscribers across safety and environmental newsletters and websites.
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- Various sponsorship and advertising opportunities available across the publications' newsletters, websites, events, and custom content.
Hear how Kelly Battles, CFO of Host Analytics, works with her finance team to track key financial and operating metrics data to drive performance and keep the company on track to deliver growth in 2011. In addition, Lauren Kelley, CEO of OPEXEngine will present key software industry benchmarks from OPEXEngine’s comprehensive financial and operating benchmarking report, developed in partnership with the SIIA. Join us for this informative webinar to learn more about how the benefits of metrics-driven, fact based decision making can help you drive better performance and efficiency within your own organization.
Presenters:
Lauren Kelley, CEO & Founder, OPEXEngine
Kelly Battles, CFO, Host Analytics
About the presenters:
Lauren Kelley is CEO and founder of OPEXEngine, the leading publisher of software financial and operating benchmarks. Ms. Kelley brings 25 years of successful experience in tech company management to OPEXEngine, as well as 6 years as an international economist at the US Department of Commerce’s Office of Computers early in her career, after entering Federal service through the prestigious Presidential Management Intern program. Prior to building OPEXEngine, she worked 2 years as an executive-in-residence at Grand Banks Capital, a venture fund focused on East Coast technology companies, evaluating potential investments. She has worked and lived extensively in Europe. She was previously Senior VP of WW Sales at ATG, including establishing field operations throughout Europe and Asia/Pacific, and was a General Manager for approximately 20 countries at Borland out of Paris in the early ’90s. Ms. Kelley also helped build Compaq’s Central and East European operations, based in Munich. Ms. Kelley is currently based in London, where she lives with her husband and two children.
Kelly Bodnar Battles is the CFO of Host Analytics, inc., the only provider of a CPM (Corporate Performance Management) suite of products delivered via software as a service.
Prior to Host Analytics, Kelly was VP, Finance at IronPort Systems where she was the first finance hire and was responsible for building and leading the finance, accounting, administrative and various operational functions during her six years there. During her tenure at IronPort, the company grew from $2M to $250M in annual bookings and was sold to Cisco Systems (NASDAQ: CSCO).
Before IronPort, Kelly was a Director in HP’s Strategy and Corporate Development group, a Strategy Consultant with McKinsey and Company, and a Corporate Finance Associate at J.P. Morgan. Kelly graduated with a B.S.E. from Princeton and M.B.A. from Harvard, both with honors. Kelly lives in the Bay Area with her husband, and their 2 children, labrador retriever and rescue cat.
Data transformation in the sales environment - cat herding in sales prezBarry Magee
This document discusses challenges with data transformation in sales and marketing and provides recommendations. It notes that currently data is not used effectively across the sales funnel due to siloed activities without integration. It recommends taking a design thinking approach to capture the right data and ask the right questions to gain insights, then implement agile marketing and sales sprints using data to continuously observe, adjust and improve conversion rates.
Lenfest Institute for Journalism Reader Revenue BenchmarksJoseph Lichterman
Lenfest Institute Reader Revenue Specialist Matt Skibinski has compiled digital subscriptions benchmarks and best practices from more than 500 publications around the world.
Check out the full report here: https://www.lenfestinstitute.org/reports/digital-pay-meter-playbook/
The document analyzes email performance trends in Q4 2012 based on data from over 7 billion emails sent. Key findings include:
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Given that in 2013 the industry drove some 10% of the
UK’s eCommerce traffic and commanded a marketing
spend of £1bn according to the PwC / IAB OPM study
(see page 6), it’s a permanent (and growing) feature
of integrated digital marketing programmes. In
fact it’s a channel that exemplifies just how digital
is merging marketing and sales channels.
Affiliate Marketing is not a ‘channel’. Rather it’s an
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most digital advertising and marketing disciplines
including email, display, content, search, social
media and audience targeting. It works across mobile
platforms, uses programmatic methods and is now
establishing exciting offline opportunities for digital
marketers. Affiliate data is packed with audience
and customer insight providing marketers with
customer journey and point-of-sale perspectives
that enrich standard advertising analytics.
This handbook, the work of the IAB’s Affiliate Marketing
Council, exposes the industry’s diversity and even
if you thought you knew affiliate marketing, you’ll
probably be surprised by some of the marketing
opportunities mapped out in these pages. If
you’re new to digital or haven’t used affiliate
marketing before, this handbook will help you
understand the industry’s value and mechanics.
Overall, this handbook represents one of the fastest
growing digital marketing channels which many of
the UK’s top advertisers recognise as highly effective
and are thus increasing their investment in. This
isn’t simply because its yields are extraordinarily
high (14:1 ROI); it’s also because it’s a flexible
and creative space to work within that touches
customers throughout the marketing funnel.
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The role of a bid management platform has changed significantly over the past decade, in line with the increased sophistication of the digital media industry. With over $90 billion spent on paid search in 2017, these software packages play a vital role in deriving maximum value from a brand’s digital media budget.
The core component of the ClickZ bid management vendor guide is our customer survey, which received over 1,600 responses.
Making Metrics Matter: An investigation of sales-aligned marketing reporting...Remen Okoruwa
31 HubSpot Marketing Agency Partners share details on how they report on the metrics that matter most to clients, and the challenges they face in reporting.
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The document is an agency benchmarks report that provides the following information:
1) It summarizes key industry trends in the Australian advertising and marketing industry including fragmentation driven by new technologies and emergence of digital agencies.
2) It outlines typical expense benchmarks for advertising agencies including wages and salaries making up 27.1% of revenue and EBIT of 40% of revenue.
3) It provides average metrics for advertising agencies such as annual revenue of $1.52M per agency and 3.85 FTE staff per working owner.
Does Your Digital Agency Measure up to Competition?Linh Diep
Download the whitepaper here: http://digitalagencyperformance.instapage.com/
Did you know the average Australian Digital Agency generates $109,335 of net profit per working owner? Or that average staff productivity is 83%? We explore these stats & industry benchmarks in our white paper then highlight how to improve your financial management through our tips and metrics tracking.
8 Top Digital Marketing Metrics To TrackBMN Infotech
n the digital age, marketing is defined differently than it was in the past. It is no longer limited to light branding and nebulous awareness campaigns.
The State of Always-On Marketing StudyIshraq Dhaly
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1) Very few businesses (under 5%) have the capabilities to deliver personalized, real-time marketing across channels, despite many executives believing they do.
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3) Company size and industry affect capabilities, with larger companies and retailers/tech companies more likely to be leaders in Always-On Marketing.
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This document discusses how location-based mobile advertising can increase student enrollments for educational institutions. It presents two location-based advertising solutions - geofencing and georetargeting - that can deliver targeted ads to potential students near a school or who have previously searched for or visited schools. The solutions are shown to outperform non-location based ads in driving user engagement and enrollments. It also provides examples of campaign strategies and case studies of schools that successfully used location-based advertising to increase website traffic, enrollments, and brand awareness.
This document discusses how location-based mobile advertising can drive car sales by targeting prospective buyers. It notes that most car buyers do extensive online research and many use mobile devices during their purchase process. The solution presented uses geo-fencing and geo-retargeting to deliver targeted ads to consumers near dealerships or who have visited dealerships. Case studies show campaigns increased impressions, clicks, and click-through rates, driving awareness of promotions and traffic to websites.
This document discusses how location-based advertising can drive sales for quick service restaurants. It notes that while the restaurant industry is thriving, customer visits have declined in recent years. It then introduces two of Adquire's mobile location advertising services: GeoFencing, which delivers ads to customers searching within a defined area around a restaurant location, and GeoRetargeting, which delivers ads to past customers. The document provides examples of campaign strategies like targeting specific customer types or retargeting past customers. It includes two case studies showing how location-based advertising increased clicks and sales for Shrimp Basket and Wing Stop.
Freesat is a subscription-free satellite TV service in the UK that grew its customer database by 447% in 18 months working with Silverpop. With no control over customer data previously, Freesat launched automated email campaigns including a welcome series, birthday campaign, and reengagement series to better engage customers. This resulted in a 139% increase in open rates and over 1000% increase in click-through rates, demonstrating the success of Silverpop's solutions in helping Freesat enhance customer experiences through personalized communications.
LSC Digital is a management consulting firm that partners with Silverpop to help its clients with personalized marketing communications. One client, D Magazine, wanted to increase demographic data collection and launch a birthday program. LSC Digital implemented Silverpop's behavioral marketing capabilities to design highly targeted emails. D Magazine saw tremendous results, including a 193% increase in contacts sharing their birthdays and a 56% open rate for birthday emails. By providing this closed-loop solution, LSC Digital has been able to enhance its clients' marketing efforts.
Bridgevine uses Silverpop, an IBM company, for its digital marketing including email and SMS. It implemented an automated email and SMS campaign for prospects who did not immediately schedule installations after submitting forms. Prospects received automated messages for up to 3 days to increase conversions. The program increased conversions 300% with a 33% call-back rate from email and 27% from SMS. Silverpop's central marketing database allows seamless passing of prospect data across channels for real-time personalized messages.
2. PAGE 2
Overview.......................................................................5
Unique Open Rate
(by Country/Region)..............................................5
Unique Open Rate (by Industry).....................6
Unique Open Rate
(Transactional vs. Nontransactional).............7
Opens per Opener
(by Country/Region)..............................................8
Opens per Opener (by Industry).....................9
Overview.....................................................................10
Click-Through Rate
(by Country/Region)............................................10
Click-Through Rate (by Industry)...............11
Click-Through Rate
(Transactional vs. Nontransactional)............12
Click-to-Open Rate
(by Country/Region).......................................13
Click-to-Open Rate (by Industry).............14
Click-to-Open Rate
(Transactional vs. Nontransactional).................15
Clicks per Clicker (by Country/Region)..........16
Clicks per Clicker (by Industry)............................17
CONTENTS
Overview...........................................................................18
Hard Bounce Rate
(by Country/Region)..................................................18
Hard Bounce Rate (by Industry).........................19
Unsubscribe Rate
(by Country/Region)................................................20
Unsubscribe Rate (by Industry)...........................21
Complaint Rate (by Country/Region).............22
Complaint Rate (by Industry)..............................23
Introduction......................................................3
Open Rates 5 Click-Through
Rates 10 List Churn
Metrics 18
Methodology, Glossary & Resources......24
Research Methodology................................................................24
Definitions for Terms Used in This Paper...........................25
Additional Resources.....................................................................26
3. Content marketing is likely one of the factors
that helped propel theComputer Hardware and
Corporate Services verticals to the top.These
B2B companies typically send value-added email
newsletters that give subscribers reasons to open,
click and retain for further reading with content
such as industry news, best practices, case
studies and tips.
Countries in theAPAC region
outperformed others on most
benchmarks.
Much of the difference betweenAsia-Pacific
countries and those in the United States, Europe-
Middle East-Africa, United Kingdom andCanada
might be due to newer, younger databases where
subscribers are generally more engaged than in
Western countries, where email has become an
established marketing channel.
Also, recipients in these countries likely receive
fewer emails; either they
subscribe to fewer email
programs, or brands in
those countries send email
at a lower rate.
PAGE 3
2015 Email Marketing Metrics
Benchmark Study
Silverpop’s annual report of email marketing
benchmarks is back, offering marketers 15-plus
open, click-through and list churn metrics to pore
over and delivering more visuals and observations
than ever.This year’s study turned up a few
surprise findings among the statistics generated
by nearly 750 companies worldwide:
Companies representingComputer
Hardware andTelecommunications,
Corporate Services, Insurance, Hospitals/
HealthCare andConsumer Products performed
consistently better than others this year.
One factor that distinguishes Silverpop’s annual
benchmark survey is that it goes beyond simply
reporting statistics to look at how industry verticals
compare on their performances.This year, we
noted these verticals outperformed others most
frequently on most metrics.
Although each one might not have “led the
league” on each metric each time, across all
measurements they were regularly among the
top three. Emails in these categories generally are
more likely to be personalized to the subscribers or
to contain highly relevant information, which leads
to higher opens and clicks as well as more opens
per opener and clicks per clicker.
Transactional messages continue
to generate much higher customer
engagement than broadcast email.
Transactional emails performed markedly better
than nontransactionals, particularly those sent by
the top quartile of companies.These generated a
72 percent open rate and a 30 percent click rate.
The statistics underscore their importance as part
of an effective email program.
These are some of the most relevant emails you
can send because they speak to actions your
customers have taken and represent another
avenue to broaden engagement.
1
2
3
4. PAGE 4
The Data: How to Interpret andApply It
company’s business goals.You need both to fully
understand your email program’s performance.
Beyond Benchmarks
The benchmarks established in this study set a
baseline you can use to determine where your
email program outperforms your peers and
competitors and where you need to improve.
Accurately gauging your marketing success,
however, requires also going beyond industry
benchmarks to see whether your email
program met, exceeded or fell short of your
own goals while adding value to the customer/
prospect relationship and maximizing
conversions and revenue.
Additional Resources
At the end of this report you’ll
find a glossary explaining terms
used in the study along with
a list of resources that can
help you understand more
about key issues affecting
email marketing and program
performance.There’s also a list
of industry category definitions
you can use to determine which
vertical group you fall into for the
purposes of this study.
Silverpop’s 2015 survey examines messages sent
by nearly 750 companies and 3,000 brands in
2014, using a wide variety of measurements to
establish benchmarks on customer engagement
(via multiple open and click metrics) and list churn
(hard bounces, unsubscribes and complaints).
Aim Higher
Most studies focus only on “average” benchmarks.
However, in today’s hypercompetitive
marketplace, “average” has become the new
bottom. So, we encourage you to set your sights
higher.To that end, you’ll find reporting results
from the top and bottom quartiles for each
measurement.
If you want to create a world-class email-marketing
program, compare yourself to the best performers
on the benchmarks that are most important to you
instead of the average players.
Process vs.Output Metrics
This report examines “process” metrics,
which measure activity on email messages.
Understanding where your email program
stands on process metrics is one half of the
benchmarking equation.
“Output” metrics, such as revenue, leads
generated, cost savings, order size or number
of downloads, measure how well your email
campaign delivered against your individual
5. PAGE 5
Open Rates
Overview
The open rate works best as an in-house
benchmark to track over time, because it can
signal progress or problems with engagement.
It’s also not a completely accurate metric
because it doesn’t capture all opens due to image
blocking and other factors.
In other words, track your open rate for
comparison to your other messages, but don’t
use it as a sole measure of campaign success.
UNIQUE OPEN RATE (by Country/Region)
Open Rate (Unique) Mean Median Top Quartile Bottom Quartile
Overall 21.0% 17.4% 41.3% 7.0%
U.S. 20.7% 16.7% 40.9% 7.5%
EMEA 20.4% 17.9% 40.3% 5.3%
United Kingdom 22.2% 19.4% 39.9% 9.3%
Canada 19.8% 11.4% 48.5% 3.4%
APAC 26.1% 21.5% 49.5% 9.9%
OBSERVATIONS
APAC andU.K. countries outperformed all other regions on this benchmark, although
not consistently across the board.WhileAPAC countries had the highest unique
open rate on all four measurements, top performers in theUnited Kingdom actually
registered the lowest open rate of all five global regions.
Canada posted markedly lower mean and median open rates as well as the lowest in
the bottom quartile by a wide margin. However,Canadian brands in the top quartile
performed better than three of the other four regions, behind onlyAPAC.
Strongest performer Weakest performer
6. PAGE 6
UNIQUE OPEN RATE (by Industry)
Open Rate (Unique) Mean Median Top Quartile Bottom Quartile
Automobiles &Transportation 24.0% 19.5% 44.9% 10.3%
Computer Hardware &Telecommunications 25.7% 23.3% 45.2% 10.3%
Computer Software & Online Services 21.5% 19.2% 39.1% 8.0%
Consumer Products 27.3% 23.3% 51.6% 10.3%
Corporate Services 23.7% 20.6% 41.9% 10.7%
Financial Services 22.1% 18.9% 41.8% 7.8%
Food Service, Sports & Entertainment 20.9% 16.9% 43.6% 5.5%
Hospitals, Healthcare & Biotech 26.6% 23.4% 50.2% 9.0%
Industrial Manufacturing & Utilities 25.2% 21.5% 46.6% 9.8%
Insurance 28.7% 24.9% 51.8% 12.6%
Lodging,Travel Agencies & Services 29.6% 23.0% 56.7% 12.3%
Marketing Agencies & Services 25.1% 21.3% 48.0% 8.0%
Media & Publishing 16.1% 13.1% 31.3% 6.1%
Nonprofits, Associations & Government 27.5% 24.7% 48.1% 11.4%
Real Estate, Construction & Building Products 26.0% 22.1% 44.3% 14.4%
Retail & Ecommerce 18.3% 16.1% 33.8% 6.6%
Schools & Education 27.2% 23.0% 53.1% 7.7%
Strongest performer Weakest performer
OBSERVATIONS
For mean unique open rates, five verticals stood above the others: Lodging,TravelAgencies &
Services; Insurance;Consumer Products; Nonprofits,Associations &Government; andSchools &
Education. Looking at the top quartile, five industries saw open rates greater than 50 percent.
Not surprisingly, the Retail & Ecommerce and Media & Publishing verticals have the lowest mean
unique open rates.This is most likely a direct result of frequency, because many brands in these
verticals send broadcast emails almost daily.
56.7%
53.1%
51.8% 51.6%
50.2%
Lodging,TravelAgenciesandServices
Schools&Education
Insurance
ConsumerProducts
Hospitals,Healthcare
&Biotech
Industries inWhich
Top Performers Posted
Open RatesGreaterThan 50%
7. PAGE 7
OBSERVATIONS
One of the greatest selling points for sending transactional messages is that recipients value
them, opening them in greater numbers than any other message type.These statistics bear out
that assertion, with transactional messages even generating double-digit open rates among
brands in the bottom quartile.
With transactional messages producing mean open rates of about 45 percent and the top quartile
more than 72 percent, these emails can serve as excellent vehicles to include cross-sell/upsell
content.An email receipt for a camera purchase, for example, might include a promotion for a
camera bag and zoom lens based on like-minded purchases.
UNIQUE OPEN RATE (by MessageType —Transactional vs. Nontransactional)
Open Rate (Unique) Mean Median Top Quartile Bottom Quartile
Overall 21.0% 17.4% 41.3% 7.0%
Nontransactional 20.8% 17.3% 40.8% 7.0%
Transactional 44.9% 45.9% 72.2% 16.6%
TWEET THIS!
Top-performing
companiessee
nearlythreeout
ofeveryfour
customersopentheir
transactionalemails.
8. PAGE 8
OBSERVATIONS
APAC once again leads all other global regions in the number of times recipients opened
emails, even among brands in the bottom quartile. Even though the other four regions
clustered lower, the standard still points to emails that get opened more than once.This
indicates that shelf life is still important even among bottom-quartile performers in this
category and among industry verticals (see next chart).
This metric is trending lower when compared to previous years, perhaps because mobile
consumers are quicker to delete emails that don’t resonate immediately.This speaks,
however, to the importance of moving not just to a responsive or mobile-friendly approach to
emails but also to reducing the calls to action to one or two per email.
OPENS PER OPENER (by Country/Region)
Opens per Opener Mean Median Top Quartile Bottom Quartile
Overall 1.62 1.38 2.53 1.17
U.S. 1.66 1.39 2.63 1.17
EMEA 1.49 1.32 2.12 1.16
United Kingdom 1.60 1.38 2.41 1.20
Canada 1.47 1.31 2.19 1.05
APAC 1.87 1.50 3.14 1.29
Strongest performer Weakest performer
2013 2014
Opens perOpener,
2013 vs. 2014
10. PAGE 10
Click-Through Rates
Overview
The click-through rate is a process metric that
measures recipient action on an email message.
It’s a more reliable metric than the open rate but
still doesn’t substitute for output goals such as
conversions, revenue or order value.
The click-to-open rate (CTOR), also known as the
“effective rate,” sheds more light on engagement
than a simple click rate because it measures click-
CLICK-THROUGH RATE (by Country/Region)
Click-Through Rate (Unique) Mean Median Top Quartile Bottom Quartile
Overall 3.2% 1.4% 9.4% 0.2%
U.S. 3.0% 1.3% 9.0% 0.2%
EMEA 3.8% 1.9% 10.7% 0.3%
United Kingdom 3.5% 2.0% 9.2% 0.3%
Canada 2.6% 0.6% 8.7% 0.0%
APAC 4.6% 2.0% 13.2% 0.4%
OBSERVATIONS
Top-quartile performers had click-through rates that were more than six times
higher than the medianCTR of 1.4 percent. In contrast, bottom-quartile performers
musteredCTRs of 0.2 percent.
APACbrandsonceagainledthepackonthemeanCTR,whichyou’dexpectbecause
theyalsopostedthehighestopenrates.Onthemedian,APAC,theUnitedKingdomand
EMEAregionsrankedwithinascanttenthofapointofeachother.WhileAPACbrands
alsoruledthetopquartile,bottomperformerswerecomparablewiththeirglobalpeers.
through rates as a percentage of messages opened
instead of simply messages delivered.
Clicks per clicker captures actions by recipients who click
more than one link in the email message. Email messages
with higher clicks per clicker usually reflect content that
gives recipients several options to generate multiple
unique clicks in a single message, or useful content they
want to retain and review more than once.
TWEET THIS!
Emailclick-throughrate
amongtopcompaniesis
3Xgreaterthan
theaverage
per@Silverpopstudy.
Strongest performer Weakest performer
11. PAGE 11
Strongest performer Weakest performers
OBSERVATIONS
Emails from brands representingComputer Hardware &Telecommunications,Consumer Products,
and Lodging,TravelAgencies &Services rule this comparison of verticals.This combination is likely
a testament again to strong content marketing for computer hardware and high brand affinity for
consumer products.
The strong performance of lodging/travel-related emails likely benefits from the typical aspirational,
often visual (think beaches) and offer-heavy approach.
CLICK-THROUGH RATE (by Industry)
Click-Through Rate (Unique) Mean Median Top Quartile Bottom Quartile
Automobiles &Transportation 2.8% 1.0% 8.8% 0.0%
Computer Hardware &Telecommunications 5.7% 2.7% 16.3% 0.4%
Computer Software & Online Services 3.2% 1.7% 8.9% 0.3%
Consumer Products 5.4% 3.1% 14.6% 0.6%
Corporate Services 3.4% 1.5% 10.1% 0.1%
Financial Services 3.3% 1.6% 9.4% 0.2%
Food Service, Sports & Entertainment 3.7% 1.5% 11.4% 0.3%
Hospitals, Healthcare & Biotech 4.3% 2.0% 12.5% 0.3%
Industrial Manufacturing & Utilities 3.4% 1.6% 9.7% 0.3%
Insurance 4.2% 1.5% 12.8% 0.0%
Lodging,Travel Agencies & Services 5.3% 2.5% 15.2% 0.5%
Marketing Agencies & Services 4.0% 1.6% 11.8% 0.2%
Media & Publishing 2.2% 1.0% 6.2% 0.2%
Nonprofits, Associations & Government 4.0% 2.0% 11.4% 0.3%
Real Estate, Construction & Building Products 3.4% 1.5% 9.9% 0.2%
Retail & Ecommerce 2.9% 1.8% 7.5% 0.3%
Schools & Education 4.6% 1.5% 14.5% 0.2%
Best- andWorst-
Performing
Industries
Top
Bottom
ComputerHardware5.7%
ConsumerProducts5.4%
Lodging5.3%
Media2.2%
Automobiles2.8%
Retail2.9%
12. PAGE 12
OBSERVATIONS
Transactional emails easily beat their nontransactional counterparts on every metric except,
interestingly, bottom-quartile performance.Given that these messages are based on data or
activity, it’s not a surprise to see these emails drive stronger engagement.
What’s interesting is that top-quartile performers have click-through rates of nearly three times
the mean and six times the median.This suggests that smart marketers are finding ways to
add value through transactional messages and driving further engagement and action, such as
purchasing a related product or service.
To take your emails up a notch, consider offering an incentive for a related purchase; inviting
buyers to review their purchases or join your loyalty club or user community; or linking to user
information, how-to videos and other information on your site.
CLICK-THROUGH RATE (by MessageType —Transactional vs. Nontransactional)
Click-Through Rate Mean Median Top Quartile Bottom Quartile
Overall 3.2% 1.4% 9.4% 0.2%
Nontransactional 3.2% 1.4% 9.2% 0.2%
Transactional 10.4% 4.9% 30.2% 0.2%
Top-quartile performers
have transactional email
click-through rates of nearly
3X
6Xthe median.
the mean and
13. PAGE 13
OBSERVATIONS
This time, brands in EMEA countries took top honors on all measurements for this metric.
Top-quartile performers were especially productive, notching rates across the board that were
three to four times higher than the median rates.
If yourCTOR is subpar or merely average, try analyzing your actual clicks per link in several
messages. Establish any patterns and trends for which types of links (e.g.,CTA buttons,
product photos or text links), location, design, etc. drive higher click-through rates than
others.Then use the link analysis combined with the overallCTOR to make assumptions about
content, layout and offers that drive the highest engagement consistently.
CLICK-TO-OPEN RATE (by Country/Region)
Click-to-Open Rate Mean Median Top Quartile Bottom Quartile
Overall 12.6% 9.4% 28.7% 1.9%
U.S. 11.8% 8.5% 27.2% 1.9%
EMEA 15.9% 13.1% 33.6% 3.1%
United Kingdom 13.6% 11.2% 29.5% 2.1%
Canada 9.9% 6.7% 26.0% 0.0%
APAC 14.2% 10.4% 32.3% 2.6%
1.9%
12.6%
28.7%Overall
CTOR
Comparison
Strongest performer Weakest performer
14. PAGE 14
OBSERVATIONS
WhileConsumer Products andComputer Hardware tallied the highest mean click-to-open
rates, note the stronger performance for Retail and Ecommerce emails on this combination
metric compared to opens and clicks alone.
Also, while Retail’s performance is middle-of-the-pack among top verticals, its bottom-quartile
brands performed better than all but one other vertical:Consumer Products.This highlights
the need to look beyond simple opens and clicks to measure engagement and effectiveness.
Strongest performer Weakest performer
TWEET THIS!
Wanttobetter
measureemail
effectiveness?
Lookbeyondbasicopen
andclickmetrics.
CLICK-TO-OPEN RATE (by Industry)
Click-to-Open Rate (Unique) Mean Median Top Quartile Bottom Quartile
Automobiles &Transportation 8.4% 5.3% 21.9% 0.3%
Computer Hardware &Telecommunications 17.0% 12.8% 39.2% 2.5%
Computer Software & Online Services 12.8% 10.0% 28.5% 2.1%
Consumer Products 16.8% 14.5% 33.8% 4.2%
Corporate Services 11.8% 7.5% 29.7% 1.0%
Financial Services 12.5% 9.2% 28.7% 1.8%
Food Service, Sports & Entertainment 14.0% 10.0% 32.5% 2.6%
Hospitals, Healthcare & Biotech 14.8% 10.1% 35.2% 2.1%
Industrial Manufacturing & Utilities 11.5% 8.5% 25.7% 2.4%
Insurance 12.6% 7.3% 33.6% 0.2%
Lodging,Travel Agencies & Services 14.9% 12.0% 31.6% 2.9%
Marketing Agencies & Services 13.1% 8.9% 31.2% 2.0%
Media & Publishing 11.2% 8.3% 25.4% 1.7%
Nonprofits, Associations & Government 12.2% 8.9% 27.8% 1.9%
Real Estate, Construction & Building Products 11.1% 7.4% 27.8% 1.1%
Retail & Ecommerce 14.3% 12.3% 28.4% 3.5%
Schools & Education 12.5% 7.9% 31.6% 1.7%
15. PAGE 15
OBSERVATIONS
Top-quartile performers see more than one-half of transactional messages opened with a click.
The click-to-open rate for transactional messages emphasizes the need to look for opportunities
to create an even deeper level of engagement.
If you aren’t in the top quartile of brands on your transactional messages, add a call to action to
your messages, thus doing more than just letting customers know their orders have shipped by
giving them a chance to interact while they’re highly engaged.This might include product usage
guides, customized recommendations or an invitation to join your email program.
CLICK-TO-OPEN RATE (by MessageType —Transactional vs. Nontransactional)
Click-Through Rate Mean Median Top Quartile Bottom Quartile
Overall 12.6% 9.4% 28.7% 1.9%
Nontransactional 12.5% 9.4% 28.5% 1.9%
Transactional 20.1% 13.0% 51.2% 0.8%
VIDEO: Post-PurchaseSupport
EmailTips >>
16. PAGE 16
OBSERVATIONS
Brands inAPAC countries once again claimed the lead on all measurements of this metric,
which measures the number of links clicked or times a link is clicked per individual and
indicates reader interest.
We had expected to see clicks fall as readers transition from desktop to mobile email reading,
a move which could introduce more friction because the smaller screens make old-style email
formats difficult to read and act on.
Instead, we’re seeing the opposite. Perhaps the simplicity of offering only two or three calls to
action in a streamlined or responsive design takes the friction out of reading and clicking and
is leading to more clicks on average.
CLICKS PER CLICKER (by Country/Region)
Clicks per Clicker Mean Median Top Quartile Bottom Quartile
Overall 1.58 1.36 2.51 1.08
U.S. 1.64 1.37 2.69 1.09
EMEA 1.45 1.33 2.06 1.07
United Kingdom 1.46 1.33 2.08 1.08
Canada 1.4 1.27 2.06 1
APAC 1.8 1.45 3.11 1.13
1.45
(average)
1.58
(average)
2.51
(top quartile)2.44
(top quartile)
Clicks perClicker,
2013 vs. 2014
2013 2014 Strongest performer Weakest performer
17. PAGE 17
OBSERVATIONS
B2B verticals performed well in this comparison, especiallyComputer Hardware andCorporate
Services, where the top performers essentially doubled the medians in each vertical.
Again, as with the open and click findings, we expect richer content is driving deeper
engagement, with material such as best practices, user tips and industry news supplementing or
even replacing sales-focused copy.These verticals also illustrate that giving readers more than a
single reason to click helps improve engagement.
Strongest performer Weakest performers
CLICKS PER CLICKER (by Industry)
Clicks per Clicker Mean Median Top Quartile Bottom Quartile
Automobiles &Transportation 1.46 1.27 2.31 1.00
Computer Hardware &Telecommunications 2.02 1.52 3.85 1.12
Computer Software & Online Services 1.50 1.30 2.31 1.04
Consumer Products 1.54 1.44 2.12 1.14
Corporate Services 1.83 1.50 3.21 1.06
Financial Services 1.51 1.33 2.30 1.04
Food Service, Sports & Entertainment 1.49 1.33 2.22 1.05
Hospitals, Healthcare & Biotech 1.63 1.44 2.53 1.00
Industrial Manufacturing & Utilities 1.56 1.38 2.35 1.09
Insurance 1.86 1.45 3.41 1.07
Lodging,Travel Agencies & Services 1.51 1.38 2.10 1.14
Marketing Agencies & Services 1.50 1.31 2.29 1.08
Media & Publishing 1.65 1.38 2.72 1.08
Nonprofits, Associations & Government 1.62 1.35 2.69 1.08
Real Estate, Construction & Building Products 1.52 1.27 2.46 1.05
Retail & Ecommerce 1.46 1.35 1.99 1.14
Schools & Education 1.72 1.40 2.95 1.07
IndustriesAveraging
3+Clicks perClicker*
3.85
3.41
3.21
Computer Hardware
&Telecommunications
Insurance
Corporate
Services
(*top-quartile performers)
18. PAGE 18
ListChurn Metrics
Overview
These metrics reveal reader disengagement and
discontent, as well as providing insights into your
list-management practices. Rising unsubscribe
rates might tell you your email program doesn’t
match what subscribers expected when they signed
up or that they find it easier to unsubscribe or go
inactive than to update their data. Hard bounces can
indicate you’re not eliminating bad email addresses
vigorously enough at opt-in and practicing good,
ongoing list hygiene.
HARD BOUNCE RATE (by Country/Region)
Hard Bounce Rate Mean Median Top Quartile Bottom Quartile
Overall 0.547% 0.021% 0.00000% 2.114%
U.S. 0.568% 0.0260% 0.00000% 2.185%
EMEA 0.563% 0.008% 0.00000% 2.200%
United Kingdom 0.481% 0.016% 0.00000% 1.865%
Canada 0.272% 0.000% 0.00000% 1.085%
APAC 0.804% 0.080% 0.00234% 2.979%
OBSERVATIONS
U.S.,U.K., and EMEA-based companies have similar mean hard bounce rates, while
Canada is well below them, andAPAC companies are way above.
With the enactment ofCASL (Canada’sAnti-Spam Law) in 2014, manyCanadian
companies took the step to re-opt-in their email subscribers.This practice and other
related hygiene steps clearly drove down a hard-bounce rate that is about half of the
three other regions.
On the other hand, while companies from theAPAC region lead other regions on open
and click-through rates, their list-management practices appear to be well behind.
As with the open rate, the unsubscribe rate
is most useful as a trend indicator. Even
the lowest-performing marketers generate
unsubscribe rates well below 1 percent. But is
that rate going up or down? If your unsubscribe
rate rises over time or remains constant while
spam complaints increase, you’re dealing with
subscriber rebellion.
19. PAGE 19
OBSERVATIONS
Mean hard bounce rates vary widely by industry, from a low of 0.26 percent for Retail & Ecommerce
companies to a high of 1.28 percent for Industrial Manufacturing &Utilities organizations.These
differences are likely a simple result of frequency and math.
It’s not uncommon for retail companies to send core broadcast emails three to five times a week,
while manufacturing might not even send that many emails per month.When emails are sent more
frequently, hard bounces are processed more.This reduces the per-send rate but not the overall amount.
HARD BOUNCE RATE (by Industry)
Hard Bounce Rate Mean Median Top Quartile Bottom Quartile
Automobiles &Transportation 0.815% 0.051% 0.00000% 3.051%
Computer Hardware &Telecommunications 0.975% 0.232% 0.01249% 3.346%
Computer Software & Online Services 0.592% 0.047% 0.00000% 2.218%
Consumer Products 0.541% 0.026% 0.00000% 2.072%
Corporate Services 0.756% 0.109% 0.00000% 2.725%
Financial Services 0.615% 0.007% 0.00000% 2.373%
Food Service, Sports & Entertainment 0.678% 0.034% 0.00000% 2.600%
Hospitals, Healthcare & Biotech 0.926% 0.111% 0.00006% 3.375%
Industrial Manufacturing & Utilities 1.285% 0.120% 0.00000% 4.811%
Insurance 0.885% 0.121% 0.00000% 3.200%
Lodging,Travel Agencies & Services 0.522% 0.043% 0.00037% 1.953%
Marketing Agencies & Services 1.086% 0.041% 0.00000% 4.201%
Media & Publishing 0.265% 0.010% 0.00000% 1.031%
Nonprofits, Associations & Government 0.503% 0.043% 0.00000% 1.892%
Real Estate, Construction & Building Products 0.723% 0.041% 0.00000% 2.720%
Retail & Ecommerce 0.256% 0.013% 0.00001% 1.004%
Schools & Education 0.820% 0.069% 0.00000% 3.086%
Hard Bounce
Rate
Comparison
Retail &
Ecommerce
Overall
Average
Industrial
Manufacturing
&Utilities
0.26%
0.55%
1.28%
20. PAGE 20
OBSERVATIONS
Mean unsubscribe rates are fairly close across the regions except for the outlierCanada.As with
the lower hard bounce rate, manyCanadian companies deployed re-opt-in campaigns that
required recipients to click a link to re-confirm their subscription.This would dramatically reduce
database size but also reduce subscriber-driven opt-outs.
With even bottom-quartile performers averaging an unsubscribe rate less than 0.5 percent, you
might be tempted to downplay this metric, but make sure you understand how unsubscribes
impact your database growth. Improving your unsubscribe rate just 0.1 percent would save 1,000
subscribers every time you send to a database of 1 million people.That’s more than 100,000
contacts retained over the course of a year if you’re sending four emails per week.
UNSUBSCRIBE RATE (by Country/Region)
Unsubscribe Rate Mean Median Top Quartile Bottom Quartile
Overall 0.130% 0.021% 0.00000% 0.452%
U.S. 0.131% 0.021% 0.00000% 0.454%
EMEA 0.159% 0.030% 0.00000% 0.546%
United Kingdom 0.124% 0.028% 0.00000% 0.414%
Canada 0.060% 0.000% 0.00000% 0.234%
APAC 0.113% 0.014% 0.00000% 0.416%
TWEET THIS!
Unsubscribe rates in
Canada are less than
½ the worldwide
average per
@Silverpop’s Email
BenchmarkStudy
21. PAGE 21
OBSERVATIONS
As with hard bounces, mean unsubscribe rates vary widely by industry, from a low of 0.06 percent
for Media & Publishing companies to a high of 0.33 percent for Real Estate,Construction & Building
Products organizations.
Similar to hard bounce rates, these industry differences are most likely driven not by marketing
practices or subscriber demographics but rather email frequency. Much like retailers, many publishers
send email daily or multiple times per week, while real estate and related companies likely send only a
few times per month.Again, this can lead to a large difference in unsubscribe rate per send.
UNSUBSCRIBE RATE (by Industry)
Unsubscribe Rate Mean Median Top Quartile Bottom Quartile
Automobiles &Transportation 0.074% 0.000% 0.00000% 0.264%
Computer Hardware &Telecommunications 0.105% 0.000% 0.00000% 0.393%
Computer Software & Online Services 0.131% 0.000% 0.00000% 0.477%
Consumer Products 0.178% 0.056% 0.00000% 0.567%
Corporate Services 0.175% 0.049% 0.00000% 0.561%
Financial Services 0.204% 0.049% 0.00000% 0.681%
Food Service, Sports & Entertainment 0.170% 0.064% 0.00000% 0.535%
Hospitals, Healthcare & Biotech 0.109% 0.007% 0.00000% 0.391%
Industrial Manufacturing & Utilities 0.187% 0.055% 0.00000% 0.600%
Insurance 0.141% 0.000% 0.00000% 0.512%
Lodging,Travel Agencies & Services 0.145% 0.043% 0.00000% 0.473%
Marketing Agencies & Services 0.216% 0.058% 0.00000% 0.703%
Media & Publishing 0.061% 0.007% 0.00000% 0.222%
Nonprofits, Associations & Government 0.133% 0.029% 0.00000% 0.443%
Real Estate, Construction & Building Products 0.331% 0.128% 0.00047% 1.030%
Retail & Ecommerce 0.095% 0.038% 0.00197% 0.288%
Schools & Education 0.225% 0.083% 0.00000% 0.690%
VIDEO:Tips for BuildingOutAn
Unsubscribe PreferenceCenter >>
22. PAGE 22
OBSERVATIONS
The mean spam complaint (“abuse“) rate is fairly similar across the geographic regions, although
APAC companies see the lowest rate.This lowerAPAC rate probably results from a combination
of factors including culture, differences among ISPs and a lower send frequency, which tends to
produce fewer complaints from subscribers.
The complaint rate also highlights the difference between bottom- and top-quartile performers.
While the best companies generated too few complaints to record, bottom-quartile senders saw
upwards of 95 complaints per 100,000 emails sent.
COMPLAINT RATE (by Country/Region)
Complaint Rate Mean Median Top Quartile Bottom Quartile
Overall 0.027% 0.000% 0.00000% 0.095%
U.S. 0.028% 0.003% 0.00000% 0.097%
EMEA 0.030% 0.000% 0.00000% 0.112%
United Kingdom 0.023% 0.000% 0.00000% 0.079%
Canada 0.021% 0.000% 0.00000% 0.085%
APAC 0.018% 0.000% 0.00000% 0.066%
Complaint
Ranking
byCountry/
Region
1
3
2
4
5
23. PAGE 23
OBSERVATIONS
Computer Hardware andTelecommunications companies had the lowest mean abuse rate at
0.009 percent, while Real Estate,Construction & Building Products companies had the highest
mean rate at 0.047 percent. Real Estate,Construction & Building Products companies also had the
worst of the lowest-performing quartile at 0.17 percent.
If your complaint rate is higher than average, consider adding an extra unsubscribe link at the top of your email.
Subscribers sometimes hit the spam complaint button when they don’t know how to opt out or just want your
email to stop. Making the unsubscribe link more prominent might stave off some of these complaints.
TWEET THIS!
Top-performing industries
in @Silverpop’s email
marketing study generated
virtually zero
complaints per
send.
COMPLAINT RATE (by Industry)
Complaint Rate Mean Median Top Quartile Bottom Quartile
Automobiles &Transportation 0.040% 0.000% 0.00000% 0.153%
Computer Hardware &Telecommunications 0.009% 0.000% 0.00000% 0.036%
Computer Software & Online Services 0.024% 0.000% 0.00000% 0.095%
Consumer Products 0.038% 0.020% 0.00000% 0.111%
Corporate Services 0.016% 0.000% 0.00000% 0.063%
Financial Services 0.037% 0.000% 0.00000% 0.146%
Food Service, Sports & Entertainment 0.039% 0.000% 0.00000% 0.141%
Hospitals, Healthcare & Biotech 0.024% 0.000% 0.00000% 0.091%
Industrial Manufacturing & Utilities 0.026% 0.000% 0.00000% 0.101%
Insurance 0.020% 0.000% 0.00000% 0.079%
Lodging,Travel Agencies & Services 0.025% 0.006% 0.00000% 0.083%
Marketing Agencies & Services 0.041% 0.004% 0.00000% 0.144%
Media & Publishing 0.019% 0.004% 0.00000% 0.065%
Nonprofits, Associations & Government 0.025% 0.000% 0.00000% 0.093%
Real Estate, Construction & Building Products 0.047% 0.000% 0.00000% 0.169%
Retail & Ecommerce 0.025% 0.015% 0.00000% 0.072%
Schools & Education 0.028% 0.000% 0.00000% 0.101%
24. PAGE 24
Methodology,Glossary andAdditional Resources
This study examined messages sent by those
Silverpop clients who had agreed to have their
data anonymously included in the report.
Researchers combined data from all messages
sent by nearly 750 companies representing 3,000
brands in 40 countries.
A broad set of message types was included in the
study — from promotional emails and content-
based newsletters to automated emails and
transactional messages — sent by companies
in a variety of industries.
For this study, researchers analyzed various
metrics for both the overall category (all 40 sender
countries, including the United States,Canada,
EMEA – Europe, the Middle East andAfrica – and
Asia Pacific [APAC] countries) and for just the
United States,Canada, EMEA andAPAC.
Because the overall numbers include countries
beyond the United States, Canada, EMEA and
APAC, in some instances the overall mean
might actually be higher (or lower) than the
combined median of the United States, Canada,
EMEA and APAC.
Reporting the Findings: Each performance chart
features statistics that include the mean, median,
and top and bottom quartiles.The standard
statistical definition of quartiles was used for this
study. The “top quartile” is calculated by taking
the median of all data above the overall median,
and “bottom quartile” is the median of all data
below the overall data median.
Glossary
Click-Through Rate (CTR): Measures the
percentage of email messages that drew at least
one click. For this study, it is expressed as unique
click-through rate, counting only one click per
recipient.To calculate the click-through rate, divide
the number of unique clicks by the number of
delivered messages and multiply by 100.
Click-to-Open Rate (CTOR): Measures the
percentage of opened messages that recorded
clicks.To calculate, divide the number of unique
clicks by the number of opened messages and
multiply by 100.
Hard Bounce:A message that generates a
permanent delivery failure because the recipient’s
address doesn’t exist or the account was closed.
Hard Bounce Rate:The percentage of sent
messages that failed (bounced) because the
address doesn’t exist or the account was closed.
To calculate, divide the total number of bounced
messages by the total number of emails sent.
Multiply by 100.
MedianClicks perClicker:The median number of
times a recipient clicks any link in an email message.
MedianOpens PerOpener: Expresses the median
number of times a recipient opens the message;
exactly half are above that number and half below.
Open: “Open” refers to an HTML email message
whose viewing is recorded by a clear 1X 1 pixel
image.When a message is opened and images are
enabled, the image calls the server and the message
is then counted as an open.The number of opens
counted for this research include both this direct
reporting and an “implied open” on text messages
that recorded a click on any link in the message or an
HTML message whose viewer did not enable images
but clicked on a link.
Open Rate (Unique): The unique open rate
measures one open per recipient and is expressed as
a percentage of the total number of delivered email
messages.To calculate the rate, divide the number
of unique opens by the total number of delivered
emails, and then multiply by 100 to display the
percentage.
SpamComplaint: A complaint registered by
a recipient who indicates the email message is
unwanted, whether it fits the classic definition
of “spam” as an unsolicited email or simply any
message the recipient no longer wants to receive.
The majority of spam complaints are received via a
direct message via a “feedback” loop with an ISP.
SpamComplaint Rate:The percentage of delivered
email messages that generate spam complaints.
To calculate, divide the total number of spam
complaints by delivered emails and multiply by 100.
25. PAGE 25
Transactional Message:An email, such as an
order/subscription confirmation or shipping
update, which is triggered by a customer/prospect
transaction.
Unsubscribe Rate:The percentage of delivered
email messages that generates unsubscribe
requests.To calculate, divide the number of
unsubscribe requests received by delivered emails
and multiply by 100.
IndustryCategory
Definitions
By segmenting the benchmark data into various
industry segments, we hope that this report
provides greater value in enabling comparisons to
like-kind companies.The categories range from
fairly narrow to broader segments that combine
related but different company types.
For each segment, a minimum number of
companies was required to create a segment
to ensure reliable averages and to minimize the
chance that a few outlying companies would skew
the averages higher or lower.
Tip:Consider comparing your organization
to more than one segment in an attempt to
benchmark against similar senders as much as the
industry your organization falls under.
Finally, as always, we believe that while these
benchmarks can provide a good starting point,
always benchmark against your own program –
previous years, types of emails, sister brands, and
more – so that you’re performing true apples-to-
apples comparisons.
• Automobiles &Transportation:Auto
manufacturers and dealers; airlines.
• Computer Hardware &Telecommunications:
Computer hardware and telecommunications
manufacturing and telecommunications
providers.
• ComputerSoftware &OnlineServices:
Business and consumer software; online
services and gaming.
• Consumer Products: Manufacturers of consum-
er products, including those that also sell direct
to consumer, but primarily their own products.
• CorporateServices:Accounting, legal and con-
sulting firms; miscellaneous business services.
• FinancialServices: Banks, financial/asset
management, stock brokerages.
• FoodService,Sports & Entertainment:
Restaurant chains, sports teams and
entertainment venues.
• Hospitals, Healthcare & Biotech: Hospitals,
health management services and biotech
companies.
• Industrial Manufacturing &Utilities:
Industrial, chemical and forest products; energy
companies and utilities.
• Insurance: Providers of all types of insurance
products.
• Lodging,TravelAgencies &Services: Hotels,
travel agencies and cruise lines.
• MarketingAgencies &Services:Advertising
and marketing agencies. Note:This category
includes emails sent by agencies on the behalf
of their clients and to market their own business.
• Media & Publishing: Magazine, newspaper and
online media and publishers.
• Nonprofits,Associations &Government:
Nonprofit organizations, charities and trusts,
associations and government entities.
• Real Estate,Construction & Building
Products:Commercial, residential and multi-
family real estate and property management
companies; construction; and organizations that
manufacture building products.
• Retail & Ecommerce:Traditional retailers and
online retailers and ecommerce companies,
whether B2C or B2B.
• Schools & Education: Private and public
schools, universities and technical training
organizations.
26. PAGE 26
Additional Resources
Blogs
1) “5 Ideas for Closing the Customer Experience
Gap”
2) “Create ContentThat EngagesWithout Selling”
3) “3 Quick Ideas for Holiday Marketing Success”
4) “EmpowerYour Customers with Decision-
Making Data”
5) “Mapping the Customer Journey: A NewVision
for Digital Marketing”
Videos
1) “The New Inbox Challenge: Content, Friction,
Timing”
2) “Tips for Solving the Email Address Change
Unsubscribe Problem”
3) “Tips for Incorporating Dynamic Content Blocks
intoYour Automated Emails”
4) “IT Is Not the Enemy”
5) “How Broadcast and Automated EmailsWork
Together”
White Papers andTip Sheets
1) “Unsubscribe Best Practices: How to Decrease
Database Churn and StrengthenYour
Marketing Program”
2) “10Tips for Using Email to Drive Mobile
Engagement – andViceVersa”
3) “Ultimate Guide to AssessingYour Digital
Marketing Program”
4) “21Tips for Building a Strong Modern-Day
Preference Center”
5) “7Tips for Generating Content for Automated
Emails”
Silverpop, an IBMCompany, is a cloud-based digital marketing provider that offers email marketing, lead-to-revenue management and mobile engagement
solutions. Silverpop Engage — the foundation of the IBM MarketingCloud — uses customer data and individual behaviors, collected from a variety of
sources, to inform and drive personalized interactions in real time. IBM MarketingCloud powers the delivery of exceptional experiences for customers
across the buyer journey by leveraging key data, providing analytical insights and automating relevant cross-channel interactions.As part of IBM Marketing
Solutions, Silverpop helps make it easier to design meaningful customer experiences across applications, devices and time, accelerating today’s results and
tomorrow’s ambitions. Silverpop is trusted by more than 5,000 brands around the globe. For more information, view our demo and visit silverpop.com.