The document is an email benchmarking report for the second half of 2010. Some key findings include:
- Email volumes grew 35% in the second half of 2010, reaching a new high of nearly 102 million emails sent on average per ESP in December 2010.
- Seasonality, particularly around the winter holidays, was cited as the primary driver of increased email volumes.
- The majority of email marketers either kept their email budgets the same as in 2009 or increased spending by up to 20% for the December 2010 period compared to December 2009.
- ESPs expressed confidence that their business volumes will continue to increase in 2011, focusing on basic email deployment and analytics services.
The Lehman Wave
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By Robert Peels
LogiChem 2011 will be the event's tenth anniversary and an opportunity for the most senior chemical supply chain & global logistics directors from the European chemicals community to come together once again share experiences, make new contacts and benchmark the latest chemical supply chain initiatives.
Not only will LogiChem 2011 be a chance for the chemical industry to reminisce about the last ten years but an opportunity to shape the next decade. To celebrate a decade of LogiChem, there will be an exciting three day programme filled with networking opportunities in our new location, Antwerp.
The Lehman Wave
Investigating what is happening in the Financial Crisis
By Robert Peels
LogiChem 2011 will be the event's tenth anniversary and an opportunity for the most senior chemical supply chain & global logistics directors from the European chemicals community to come together once again share experiences, make new contacts and benchmark the latest chemical supply chain initiatives.
Not only will LogiChem 2011 be a chance for the chemical industry to reminisce about the last ten years but an opportunity to shape the next decade. To celebrate a decade of LogiChem, there will be an exciting three day programme filled with networking opportunities in our new location, Antwerp.
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In this session, you get an overview of Amazon Redshift, a fast, fully-managed, petabyte-scale data warehouse service. We'll cover how Amazon Redshift uses columnar technology, optimized hardware, and massively parallel processing to deliver fast query performance on data sets ranging in size from hundreds of gigabytes to a petabyte or more. We'll also discuss new features, architecture best practices, and share how customers are using Amazon Redshift for their Big Data workloads.
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This report describes techniques of customer profiling to help target the delivery of services in the public sector. It gives preliminary results from work performed in the UK and describes some advantages and shortfalls of the approach.
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In this session, you get an overview of Amazon Redshift, a fast, fully-managed, petabyte-scale data warehouse service. We'll cover how Amazon Redshift uses columnar technology, optimized hardware, and massively parallel processing to deliver fast query performance on data sets ranging in size from hundreds of gigabytes to a petabyte or more. We'll also discuss new features, architecture best practices, and share how customers are using Amazon Redshift for their Big Data workloads.
In only a few short years, the games industry has made a dramatic change from selling boxed products to digitally downloadable and browser-based games. This shift affects everything from game design to publishing, distribution and revenue generation. In this lecture, I will discuss key market forces in the industry’s new ecosystem, how game companies can make the most out of them, and what to expect next. Central to this presentation is the use of current market data and primary research. The audience will gain a better understanding of the overall games market and its drivers. No previous knowledge on the subject is required.
Delivered at Casual Connect Europe, February 2012.
Budgets among SMBs have been on the rise for the past few years, and in our recent 2H 2012 State of SMB IT report we found that they’ve reached their highest point during that time. Over the last year, budgets grew 13% worldwide and reached an average of $162,000 with EMEA clocking in at $151,000 on average.
To dig a little deeper, we spoke to over 900 IT pros to find out how they go about creating and managing their IT budget and where they plan to put their dollars in 2013. Results show that as investment in IT continues to grow, IT pros will most likely spend as follows:
• Invest close to 50% of average budget on new projects
• Regard hardware and software as a top priority for 2013 spend
• Continue to invest more in cloud-based services and mobile
This report highlights both worldwide findings as well as a breakout for Europe, Middle East and Africa (EMEA).
"Burke's Anatomy: The Skinny on Creating and Implementing a Successful & Strategic Communications Plan" was presented at Ragan Communications' 2009 Corporate Communicators Conference in Chicago, IL. Real-life case studies show the importance of incorporating measurement into your planning and the strategic way to work towards measurable objectives and outcomes.
POS Goes Digital: Evolution of the in Store Shopping ExperienceLinda Gridley
Gridley & Company released an industry overview on the dynamic in-store consumer experience called, “POS Goes Digital: Evolution of the In-Store Shopping Experience.” The report focuses on recent trends in the in-store consumer experience as well as our expectations about how the industry, particularly the payments and marketing sectors, will transform in the coming years.
Session Title: Building a Cohesive Marketing / Development Partnership for your Nonprofit - [177]
Join us for a discussion on how to improve your fundraising efforts through integrated marketing. It’s important to understand the changes taking place today in both disciplines, and how these shifts are reshaping the way we approach both fundraising and marketing. In this workshop, a seasoned veteran with 15+ years experience as a nonprofit leader and business executive will outline exactly what you need to do to be successful at both.
Report on Facebook ad spending by TBG. Especially brand campaigns, to grow fan base, thrive. Used in post on MarketingFacts: http://www.marketingfacts.nl/berichten/merken_investeren_massaal_budgetten_in_facebook_fans/
Social Media Speaker Dawn Raquel Jensen (@dawnrjensen) of Virtual Options Coaching and Training (@virtualoptions) speaking at the February 2013 meetings of the Rock Your Business CEO Roundtable Mastermind in Orlando and Tampa, FL. For more information about Dawn or social media and digital marketing resrouces, visit http://www.virtualoptions.net
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Developing online marketing strategy to the Rural Sector. NZ 2010Brent Williams
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The presentation document for pro.manchester members and staff. Understand more about the biggest advisory group in the North West in financial, professional and business services. .connects, SME club, CENBAR and much more.
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As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
1. EMAIL BENCHMARKING REPORT HALF 2 2010
Email Benchmarking
Report
Half 2 2010
Sponsored by
1 COPYRIGHT: THE DIRECT MARKETING ASSOCIATION (UK) LTD 2011
2. EMAIL BENCHMARKING REPORT HALF 2 2010
Contents
Introduction 3
Sponsor perspective 4
1. Mailing volumes and state of the industry 5
2. Strategy and segmentation 11
3. Metrics 15
4. Deliverability 18
2 COPYRIGHT: THE DIRECT MARKETING ASSOCIATION (UK) LTD 2011
3. EMAIL BENCHMARKING REPORT HALF 2 2010
Introduction
The overall aim of the DMA Email Marketing council continues to be to develop and promote email marketing as an
effective and efficient channel. To achieve this vision the Council defines and disseminates best practice. Further the
DMA provides its members with leadership, direction and support in their professional activities, and represents DMA
members’ collective interests to the business community, legislative bodies and public at large.
The continued purpose of this report is to provide DMA members involved in or considering email marketing as
a channel, with a reliable series of benchmarks that aid their planning and help them make informed marketing
decisions.
This, Half 2 2010 National Email Marketing Benchmarking Report contains data collected during spring 2011,
specifically relates to July, August, September, October, November, December data
The survey is completed by leading UK Email Service Providers (ESPs) who deliver the majority of outsourced email
messages to business and consumer accounts in the UK.
ESPs surveyed include member and non-member companies. Results are self-reported using their own calculations.
Data is collected via the DMA with the help of Business Bound. All data is provided on a confidential basis and
aggregated and analysed by the DMA’s research team.
This report is made possible through the generous time given by certain key individuals. Firstly and most importantly
thanks to all ESPs who continue to contribute and to Alchemy Worx for sponsoring this study.
Thank you to every member of the Benchmarking Hub; Dela Quist (Alchemy Worx Ltd.), Richard Gibson (Return
Path), Steven Ledgerwood (Emailvision), Matthew Simons (Acxiom Digital), Rob Manning (Jacob Bailey), Joe Hunter
(ExactTarget), Fiona Robson (Rocketseed). Also to Mark Brownlow, our report editor, and of course Lynn Hewitt of
Business Bound who liaises with all ESPs to ensure that data is collected accurately and in a timely fashion. Ross
Caddy also deserves special acknowledgment for his tireless work in project managing this study.
James Bunting
Chairman, Benchmarking Hub, DMA Email Marketing Council
3 COPYRIGHT: THE DIRECT MARKETING ASSOCIATION (UK) LTD 2011
4. EMAIL BENCHMARKING REPORT HALF 2 2010
Sponsor perspective
Welcome to the DMA’s 2H 2010 report, which provides a detailed insight into email marketing trends in the UK. This
report demonstrates significant growth in the email channel – both in terms of volume and sophistication – and
these findings certainly mirror our experiences here at Alchemy Worx. What about you?
While email volumes were up 60% year on year, traffic to websites increased by 70% and we believe this reflects a
growing understanding of the power of the email channel. Today, our clients are sending more emails than ever
before as they begin to embrace the ‘more is more’ maxim. With increases in volume and frequency, of course, comes
the corresponding challenge of producing ever more innovative emails, and the demand this places on internal
resources. So it comes as no surprise that time and resource are the primary barriers to delivering on this.
This report also addresses what for us is the key question in email marketing today: how do we sustain this success
story? In our view, it also supplies the answer – and a good deal to be positive about, too. When it comes to sustaining
success, the email sector in the UK is clearly on the right track.
Dela Quist
CEO, Alchemy Worx
4 COPYRIGHT: THE DIRECT MARKETING ASSOCIATION (UK) LTD 2011
5. EMAIL BENCHMARKING REPORT HALF 2 2010
1. Mailing volumes and
state of the industry
For a long time, experts have pleaded with businesses to view email as much more than a simple, low-cost broadcast
messaging system.
Ironically, it was just these qualities that attracted interest from marketers looking for a dependable source of leads
and sales in the challenging financial environments of the last couple of years.
As such, email found itself in a solid position midway through 2010: media and marketers alike had come to accept
the value of a basic email programme to business success.
Two questions for H2 concerned the sustainability of this success story, and whether email would continue its newly-
respected “workhorse” role or expand to see more advanced tactics and strategies grow in favour. After all, marketers
had access to a wealth of new tools and tactics through ESP innovation and the promise of integration with social
media and other channels.
Chart 1: How many individual emails did you send in...?
2008 2009 2010
110,000,000
100,000,000
90,000,000
80,000,000
70,000,000
60,000,000
50,000,000
40,000,000
30,000,000
20,000,000
10,000,000
0
y
ry
ch
il
ay
ly
ne
st
r
r
r
r
be
be
be
be
r
ar
Ju
gu
Ap
ua
M
ar
Ju
nu
em
m
m
to
M
Au
br
ve
ce
Oc
Ja
pt
Fe
De
No
Se
Across the second half of 2010, email volume grew by 35% to reach a new high in December, when ESPs each sent
out an average of just under 102 million emails.
Growth in email volume across the year was around 60% and the December number some 15% higher than in the
same month in 2009.
Email volume seems to have settled into a pattern of steady increases, characterized by a slow start to the year, a
seasonal peak in early summer and strong growth during the lead up to Christmas.
The year-end holiday email impact is confirmed by the ESPs, who cited seasonality more often than any other factor
as the primary driver of volume changes across the last two quarters. This compares with Q1 and Q2, where budget
availability played a far more prominent role.
The last quarter of 2010 also saw a record number of campaigns go out the door at an average 8845 per ESP.
5 COPYRIGHT: THE DIRECT MARKETING ASSOCIATION (UK) LTD 2011
6. EMAIL BENCHMARKING REPORT HALF 2 2010
Chart 2: What do you see as the primary driver of the change in the volume of emails sent from the previous
quarter?
Q1 2010 Q2 2010 Q3 2010 Q4 2010
47%
Seasonality 35%
7%
14%
12%
Change in strategy 12%
7%
7%
24%
29%
Change in clients
21%
29%
18%
24%
21%
14%
Chart 3: How many campaigns per month do your clients manage using your tools and how many campaigns per
month do you manage on behalf of clients?
By Clients using ESPs tools
By ESPs
7,795 7,961
6,900
5,614
5,106
1,977
887 830 884
415
Q4 2009 Q1 2010 Q2 2010 Q3 2010 Q4 2010
These buoyant numbers and year-on-year growth partly mirror changes in email budgets. When comparing Q4 2010
with Q4 2009, only 6.3% of senders spent less, while almost a third spent between 21% and 40% more. Most senders
(50%) either kept Q4 2010 budgets the same as in 2009, or spent up to 20% more.
Chart 4: Taking Christmas 2009 as a comparison period, what was the increase / decrease in email spend?
60%
50%
40%
30%
20%
10%
0%
0 - 20% 21 - 40% 41 - 60% 61 - 80% 81 - 100%
Increase in Email Spend
6 COPYRIGHT: THE DIRECT MARKETING ASSOCIATION (UK) LTD 2011
7. EMAIL BENCHMARKING REPORT HALF 2 2010
Nevertheless, budgets throughout 2010 were still likely constrained by the scars of recession. A December 2009
survey by Silverpop, for example, showed nearly half of marketers intended to keep their email budgets the same
over the following 12 months1.
Chart 5 confirms this uncertainty, with ESPs revealing their own clients more likely to maintain or reduce budget
levels, rather than invest more in email in H2 2010.
Chart 5: How did market conditions affect your clients?
90%
81%
80%
71%
70%
65%
59%
60%
53% 53% 53% 53%
50% 50% 50%
50% 47% 47% 47% 47% 47%
44% 44%
41% 41% 41% 41%
40% 38% 38% 38%
30% 29% 29% 29% 29%29%
24% 24% 25% 24%
20% 18% 18% 19%
12% 13% 12%
10% 6% 6% 6% 6% 6%
0% 0% 0%
0%
Focus on list growth
Segmentation
Focus on deliverability
Volume
Targeting
Budget
Focus ROI
Overall contribution
Q3 Q4 Q3 Q4 Q3 Q4 Q3 Q4 Q3 Q4 Q3 Q4 Q3 Q4 Q3 Q4
2010 2010 2010 2010 2010 2010 2010 2010 2010 2010 2010 2010 2010 2010 2010 2010
Increase Decrease No change
Going into 2011, the budget picture worldwide is more optimistic. For example:
• In January 2011, BtoB Magazine found 63% of survey respondents intending to increase email spend, with 29%
keeping their budget constant2
• According to the 2011 Digital Marketing Outlook Survey, 70% of brand marketers planned to invest in email
marketing in 2011…the joint highest result3
Predicted growth in ESP business already begins to give some clues as to where this email marketing investment will
focus.
All ESPs were either “very confident” that their volume of business will increase in 2011 or at least expected some
degree of volume growth.
1
http://www.silverpop.com/news/press/2009/email-marketing-budgets-survey.html
2
http://www.emarketer.com/Article.aspx?R=1008196
3
http://www.slideshare.net/sodaspeaks/society-of-digital-agencies-soda-2011-digital-marketing-outlook
7 COPYRIGHT: THE DIRECT MARKETING ASSOCIATION (UK) LTD 2011
8. EMAIL BENCHMARKING REPORT HALF 2 2010
Chart 6: How confident are you that your business will increase in the following during 2011?
Custom development 47% 29% 24%
Deployment 53% 29% 18%
Very Analysis 59% 35% 6%
confident
HTML production 59% 41%
To some
extent
Strategy 65% 18% 17%
Unsure Content 6% 53% 41%
Creative services 47% 47% 6%
Volume 82% 18%
There was also confidence in the business growth of add-on services such as analytics, strategic advice or creative
services, but not as much as for basic volume growth. So at least some budget increases are simply going into
sending more email.
This reflects the maxim that more emails equals more response and more profits, especially given the relatively low
marginal costs of each additional email.
The long-term success of the “more is more” approach does, however, require complementary improvements in the
value of the offer/content delivered to subscribers and application of other tactics designed to improve targeting
and/or the email experience. The impact of simply increasing frequency can otherwise wear off quickly4.
The push to send more email is also driven by the closer focus on ROI, also revealed in Chart 5.
High ROI comes from low costs as much as high revenues. When the focus is on ROI as a prime metric, the danger is
that a sender looks solely to keep costs down. More investment in email tactics and tools can actually lower ROI (as
costs rise faster than revenues), but can also increase overall profits significantly.
Regardless of expectations of future business growth, Chart 7 shows there has been little change in the availability of
add-on services at ESPs.
Chart 7: Which of the following services do you provide to your clients?
88%
Custom Development 76%
67%
71%
82%
Deployment 82%
87%
93%
94%
Analytics 94%
87%
93%
94%
HTML 94%
87%
100%
88%
Creative/ Content 82%
80%
79%
88%
88%
Strategy 87%
100%
88%
88%
Integration 87%
86%
0% 20% 40% 60% 80% 100% 120%
Q1 2010 Q2 2010 Q3 2010 Q4 2010
8 COPYRIGHT: THE DIRECT MARKETING ASSOCIATION (UK) LTD 2011
9. EMAIL BENCHMARKING REPORT HALF 2 2010
One area where there is less confidence about business growth is in content development. This is a little surprising
since the “Content is King” mantra has experienced a renaissance of late. Potential benefits for email senders include:
• Reader engagement and loyalty: product how-tos, for example, help customers get more out of their purchases
and content can keep readers engaged when they are not currently interested in promotional offers
• Conversions: independent product reviews, for example, help purchase decisions
• Competitiveness: useful content helps senders stand out from the competition
• Sharing: valuable content provides good material for people to share with their online networks. It also supports
sharing by those subscribers disinclined to pass on purely promotional offers. In a recent survey5, “interesting
content” was the top answer when Europeans were asked why they shared an email newsletter on social
networks
One problem with a more content-focused approach is that the impacts are often long-term and not easily
measurable or attributable. However, some success stories continue to emerge. For example:
• Wasp Barcode Technologies built a content-dominated series of 9 welcome messages for new customers, and
found CTR on promotional offers sent towards the end of that series was 25% higher than in “normal” emails6
• One pet supplies company switched focus from promotional to informational content and lifted email sales by 15% 7
The biggest challenge is, of course, content production, which can be expensive. However, organizations can exploit
user-generated content (like product reviews) or repackage existing content from elsewhere in the business (such as
blog posts, service documentation etc.).
The growing volume of emails and campaigns has, perhaps surprisingly, not led to significant frequency increases, at
least not in Q4 2010 (see Chart 15).
How can volume increase, without frequency increasing?
For the first time in recent memory, the number of addresses held by the average ESP exceeded 100 million, with a
7% increase in database size from Q2 to Q3 and another 3% increase from Q3 to Q4.
Chart 8: How many addresses do you currently have under management?
110000000
101,274,880
98,513,316
100000000
90,230,661 92,053,502
90000000
80000000
70000000
60000000
50000000
Q1 2010 Q2 2010 Q3 2010 Q4 2010
This list growth is certainly a contributory factor to volume increases: senders simply have bigger lists.
With contact frequencies actually quite low (less than half the contact frequencies in H1 2008, for example), senders
recognize that they can send occasional emails to a wider range of people without risking an overtly negative
reaction if the targeting isn’t spot on.
Relaxing targeting criteria captures some additional responses from people the sender may not have otherwise sent
email to.
5
http://www.socialemailmarketing.eu/2011/05/swyn-why-people-do-and-dont-share-email-marketing-content-on-social-networks/
6
http://www.internetretailer.com/2011/06/02/e-retailers-welcome-e-mails-get-attention-customers
7
http://www.marketingsherpa.com/article.php?ident=30909
9 COPYRIGHT: THE DIRECT MARKETING ASSOCIATION (UK) LTD 2011
10. EMAIL BENCHMARKING REPORT HALF 2 2010
Volume growth might also come through multiple-version campaigns, where different email versions are produced,
each tuned to a particular segment (see section 2). This allows a “single” campaign to reach more segments. This
approach drives more response than the one-version-fits all approach, but also costs more to create and manage.
The willingness to expand the audience is also reflected in the growth of acquisition emails. This growth is not in
terms of % of total mailing volume, which was below Q1 levels in both Q3 and Q4, but at least in the willingness to
mix approaches.
Chart 9: What percentage of your mailing volume is...?
80%
74%
72%
70%
70%
62%
60%
50%
38% Acquisition
40%
Retention
28% 30%
30%
26%
20%
10%
0%
Q1 2010 Q2 2010 Q3 2010 Q4 2010
Chart 10: What is the main type of email activity undertaken?
Q2 2010 Q3 2010 Q4 2010
64% 65%
59%
35% 35%
21%
14%
6%
0%
Retention Acquisition Both
10 COPYRIGHT: THE DIRECT MARKETING ASSOCIATION (UK) LTD 2011
11. EMAIL BENCHMARKING REPORT HALF 2 2010
2. Strategy and segmentation
Section 1 illustrated the continuing trend to simply send more email. This sits alongside an awareness of the value of
targeting and segmentation, but an awareness that is not reflected in terms of widespread implementation.
Given the associated response boosts, vendors have typically sought to encourage clients to move from “bulk” email
to more closely targeted messaging. The transition is, however, still proving difficult in practice.
The H2 2010 survey does identify some change in this context. Chart 11 shows that the number of campaigns going
to 4 or more segments has grown from 16% in Q1 to 37% in Q4, though most of this growth is in relatively simple
segmentation.
Chart 11: How many cells or segments are typically in each campaign?
6%
13%
More than 6
14%
8%
31% Q4 2010
19%
4 to 6 Q3 2010
7%
8% Q2 2010
44% Q1 2010
69%
2 to 3
57%
62%
19%
0%
1
21%
23%
0% 10% 20% 30% 40% 50% 60% 70% 80%
There is less headway in implementation of even more sophisticated approaches, such as dynamic content, complex
segmentation and trigger messages.
Chart 12: What percentage of your volume / campaigns sent from your toolset are…?
10%
5%
Automated
Triggered
Manual
intervention
85%
11 COPYRIGHT: THE DIRECT MARKETING ASSOCIATION (UK) LTD 2011
12. EMAIL BENCHMARKING REPORT HALF 2 2010
Nevertheless, the impact of even small amounts of, for example, trigger emails should not be underestimated. A US
retailer found behaviour-based email campaigns accounting for 1% of total email volume, but 23% of email revenue8.
The slow spread of advanced tactics is certainly not due to a lack of available tools.
Chart 13 shows ESPs have a growing ability to, for example, individualize all content. However, the number of
organizations taking advantage of these tools is not much different than in H1 2010.
Fewer senders actually individualized their content in Q4 2010 than in Q3 2010. This likely reflects a lot of generic
“holiday” messaging during the Christmas season.
Chart 13: To what extent do you have the capability to individualise? What proportion of your clients
individualise their emails?
90%
84%
80% 82% 82%
80% 77% 76% Capability to
Individualise
70% 65% 65%
60%
50% Proportion who
Individualise
39%
40%
30% 28%
19%
20%
14%
10% 11%
10% 6%
0%
0%
Personalisation
Personalisation
Some content
Some content
All content
All content
None
None
Q3 2010 -
Q4 2010 -
Q3 2010 -
Q4 2010 -
Q3 2010 -
Q4 2010 -
Q3 2010 -
Q4 2010 -
Perhaps, then, the industry is moving to a three-tiered structure:
• those sending basic, broadcast email
• those using basic segmentation
• those using advanced customized and triggered emails
There are two potential misconceptions here for senders.
The first is to see progress up through these tiers as dependent on vast resources.
Chart 14 confirms that advanced email marketing is not constrained by an inability to grasp the benefits of such
tactics, but rather the perceived time, data, budget and resources required to implement them.
The second is to see a move away from basic email marketing as an all or nothing event, such that programme
growth is delayed until everything is in place (which it rarely ever is) for converting entirely to an all-singing, all-
dancing one-to-one email machine.
It’s no surprise, then, to find a reluctance to implement these tools and tactics when Section 1 also shows how
budgets are not growing fast and the ROI focus is even stronger.
However, there is much potential for introducing advanced tactics to select parts of a broader email programme
without committing significant funds and time, or requiring detailed customer data.
There is, for example, much interest in trigger and lifecycle emails which go out as a direct response to an action
taken by the recipient, or to a specific piece of data associated with that recipient.
8
http://www.internetretailer.com/2011/06/02/birkenstock-central-gets-revenue-kick-e-mail
12 COPYRIGHT: THE DIRECT MARKETING ASSOCIATION (UK) LTD 2011
13. EMAIL BENCHMARKING REPORT HALF 2 2010
Sophisticated applications of the concept tend to get most media coverage, for example where individualized up-
and cross-sells are embedded in shipping confirmations. There are, however, simpler alternatives.
Senders might, for example, insert a generic offer or promotional message into the footers/sidebars of order
confirmation templates.
For a more detailed look at how an email marketing programme can evolve, see Dr. Dave Chaffey’s five-stage chart9.
Chart 14: Tactics such as dynamic content and complex segmentation can help with more targeted mailings
rather than simply just mailing more. What are the main barriers for you / your clients in using such tactics?
6%
18%
Data - tools to analyse 18%
Data - lack of 24%
Content - lack of data 53%
Content - lack of suitability 18%
Resource/Time 71%
Budget 63%
0% 10% 20% 30% 40% 50% 60% 70% 80%
A big question for 2011 is whether and how this tiered scenario will change.
One concern has always been that growing competition for attention (in the inbox and from other channels like
social media) raises the quality bar for senders, forcing them to move to more advanced approaches.
While this concern remains valid, there is also acceptance that there is still room for fairly basic email marketing,
assuming that the emails have at least some value to the recipients.
In other words, it is OK to send more email as a tactic to drive response, provided you do it intelligently and combine
it with improvements in other areas so that value to the subscriber (eventually) increases in tandem.
The potential longevity of this more simplistic approach to email marketing is supported by data on frequency rates.
These rates dropped even further in H2 2010, with individual recipients seeing almost a third less email per month in
the 2010 holiday shopping season than in the same period in 2009. Figures from the USA show that major retailers
typically lifted frequency by 21% in Q4 2010 compared to the previous year . UK senders are clearly not over-mailing.
Chart 15: How many times on average is each address under management contacted per month?
4
3.0
3
2.3
2.2 2.1
2 1.8
1
0
Q4 2009 Q1 2010 Q2 2010 Q3 2010 Q4 2010
http://www.smartinsights.com/blog/email-marketing/how-advanced-is-your-email-marketing/
9
Data drawn from http://www.retailemailblog.com/
10
13 COPYRIGHT: THE DIRECT MARKETING ASSOCIATION (UK) LTD 2011
14. EMAIL BENCHMARKING REPORT HALF 2 2010
Irrespective of the broader debate on frequency, one accepted justification for increasing it is as a response to
changing demand. During the Q4 shopping season, increased interest in offers and commercial email means senders
can legitimately lift frequency in response. Yet this did not seem to happen in Q4 2010.
Senders may not have had the resources to lift frequency significantly, or may still have been reluctant to target the
same recipients with repeated messages, preferring instead to target bigger lists, as discussed earlier.
14 COPYRIGHT: THE DIRECT MARKETING ASSOCIATION (UK) LTD 2011
15. EMAIL BENCHMARKING REPORT HALF 2 2010
3. Metrics
So how did the changes to volume, frequency and segmentation impact campaign metrics?
Retention email open rates peaked for the year at 26% in Q3, before falling to 22% in Q4. Unique clickthrough rates
followed the same pattern, peaking at 9% in Q3 and dropping to 8% in Q4. The Q3 to Q4 drop is not unexpected,
presumably reflecting the increased competition for attention from the seasonal rise in promotional messaging
across all channels.
Open and click rates for acquisition email stayed broadly constant throughout the year.
Chart 16: Average Unique Open Rates (in %)
30%
26%
24%
25% 23%
22%
21%
20%
15% Acquisition
12%
11% 11% 11% 11% Retention
10%
5%
0%
Q4 2009 Q1 2010 Q2 2010 Q3 2010 Q4 2010
Chart 17: Average Unique Click Through Rates (in %)
10%
9%
9%
8%
8%
7% 7% 7%
7%
6%
5% Acquisition
4% Retention
3% 3% 3% 3% 3%
3%
2%
1%
0%
Q4 2009 Q1 2010 Q2 2010 Q3 2010 Q4 2010
Both open and click rates were higher than for the same period in 2009. The following table factors in volume to give
total clicks delivered across the industry. Each ESP delivered an average of over 16 million clicks to client websites in
H2 2010, over a third more than in H2 2009.
Year Total unique clicks per ESP (average)
Q3 Q4
2009 6.0 million 6.0 million
2010 8.1 million 8.0 million
15 COPYRIGHT: THE DIRECT MARKETING ASSOCIATION (UK) LTD 2011
16. EMAIL BENCHMARKING REPORT HALF 2 2010
In summary, the industry has expanded its reach (more emails are being sent), improved segmentation tactics, and
maintained or lifted core performance metrics to produce its most “successful” half year to date.
With frequencies at a long-term low and the rich promise of advanced tactics, there is clear potential to improve even
further through both more email and more targeted email.
Nevertheless, the dynamic nature of the online business environment means there is no cause for complacency. For
example, opt-out rates remain at long-term highs, particularly for acquisition email.
Chart 18: What is the average opt-out rate for your clients?
4%
3%
3% 3% 3%
3%
3%
Average Opt-out rates
2%
2%
2% Acquisition
1% % 1% 1% 1% Retention
1% 0.8
1%
0%
Q4 2009 Q1 2010 Q2 2010 Q3 2010 Q4 2010
In particular, challenges through 2011 are:
1. Growth of mobile email: senders need to ensure emails display adequately on a myriad of mobile devices and
operating systems
Senders also need to account for mobile-induced changes in email and browsing behaviour, which we are only just
beginning to research or observe. For example, statistics on email opens on mobile devices show peak mobile email
activity to be early mornings, the end of the working day and in the late evening11.
2. Intelligent inboxes: webmail services and software manufacturers are giving users more (automated) tools to
sort incoming messages by priority, and merging other channels (like chat and social networks) within the email
interface
This raises the quality bar for getting prime position on inbox screens.
3. Channel fragmentation and switching: more and more channels compete for the user’s attention, though
evidence points to email remaining a preferred channel for communicating with commercial organizations12
4. Competition and desensitization: email volume has no upper limit, but the online UK population does. Inbox
competition may increase and as commercial messaging per se grows, there is a risk of what Seth Godin13 calls
“desensitization to all the information, not just the last bit”
5. Increased subscriber expectations thanks to the growth of choice and control
11
http://www.knotice.com/news/KNOTICE-Press-Release-011311-2.htm
12
http://www.mediapost.com/publications/?art_aid=135762&fa=Articles.showArticle
13
http://sethgodin.typepad.com/seths_blog/2010/12/the-inevitable-decline-from-clutter.html
16 COPYRIGHT: THE DIRECT MARKETING ASSOCIATION (UK) LTD 2011
17. EMAIL BENCHMARKING REPORT HALF 2 2010
Chart 19: Average Total Click Through Rates (in %)
Acquisition Retention
15%
11%
10%
9.5%
10%
8.5%
8%
4.6% 5%
5% 4.1% 4%
3%
0%
Q4 2009 Q1 2010 Q2 2010 Q3 2010 Q4 2010
Chart 20: What is the average click-to-open ratio?
Acquisition
30% Retention
27%
23% 23%
21.1%
19% 19%
20%
16.8%
16%
15%
13%
10%
0%
Q4 2009 Q1 2010 Q2 2010 Q3 2010 Q4 2010
17 COPYRIGHT: THE DIRECT MARKETING ASSOCIATION (UK) LTD 2011
18. EMAIL BENCHMARKING REPORT HALF 2 2010
4. Deliverability
Deliverability metrics introduce another dimension to the H2 2010 success story. Delivery rates and inbox delivery
rates reached a long-term high for acquisition email and an all-time high for retention email, with a 97% delivery rate
and 94% of delivered retention email hitting the inbox.
Typical benchmark figures for inbox deliverability of opt-in email would be around 85%, so UK ESPs are doing a
better-than-average job of getting emails in front of subscribers.
With most performance metrics calculated based on the number of emails sent, improved delivery is therefore also
contributing significantly to more opens and clicks.
Chart 21: What is your average delivery rate (in %)
Acquisition
Retention
97%
100% 92.7% 91.9%
88% 89% 89%
86% 87%
90%
80%
80%
71%
70%
60%
50%
40%
30%
20%
10%
0%
Q4 2009 Q1 2010 Q2 2010 Q3 2010 Q4 2010
Chart 22: What is your average inbox delivery in (%)
100% 92% 94% 94%
91.90%
90%
78% 78%
80%
71% 71%
70%
60%
50% Acquisition
40% Retention
30%
20%
10%
0%
Q1 2010 Q2 2010 Q3 2010 Q4 2010
ESPs do not feel deliverability is getting significantly easier, although barely any describe the challenge as being in
any way “difficult”.
18 COPYRIGHT: THE DIRECT MARKETING ASSOCIATION (UK) LTD 2011
19. EMAIL BENCHMARKING REPORT HALF 2 2010
Chart 23: Given the technological changes in email, how easy do you find it to deliver email messages at the
moment?
70%
62%
60%
54% 53%
50%
43%
41%
40% 36%
30%
23% 23%
20%
15% 15%
8%
10% 6% 7% 7% 7%
0% 0% 0% 0% 0%
0%
Very easy Quite Easy Blocked as SPAM
Q1 2010 Q2 2010 Q3 2010 Q4 2010
The key element in deliverability success is, of course, sender reputation. This is partly determined by the ESP’s
actions (e.g. standards-conform sending infrastructure, IP management), and partly by the sender’s actions (e.g. list
hygiene, number of spam reports).
H2 2010 metrics suggest these sender-related criteria have improved, with positive impacts for reputation and thus
delivery performance: improved click rates, greater segmentation and a relatively low contact frequency imply spam
reports probably dropped in H2. List hygiene also improved, as evidenced by decreases in bounce rates.
Chart 24: Average Hard Bounce Rates (in %)
Acquisition
Retention
9%
8.1% 8%
8%
7%
7%
6% 6%
5%
4%
4%
3%
2.7%
3% 2.5%
2% 2%
2%
1%
0%
Q4 2009 Q1 2010 Q2 2010 Q3 2010 Q4 2010
This decrease is due, at last in part, to aggressive bounce management by ESPs. Default settings for removing soft
bounces dropped 25% across the year to 2.6 in Q4.
19 COPYRIGHT: THE DIRECT MARKETING ASSOCIATION (UK) LTD 2011
20. EMAIL BENCHMARKING REPORT HALF 2 2010
Chart 25: What are your default settings (standard threshold) for removing hard and soft bounces?
Hard bounces Soft bounces
3.5
3.21
3.0
2.6
1.9
1.6 1.7 1.71
Q1 2010 Q2 2010 Q3 2010 Q4 2010
Chart 26: What is your average failure rate (in %)
Acquisition
15% Retention
14% 13.1%
13% 12%
12%
11% 10%
10%
9%
9%
8% 7%
7%
6%
5%
4%
2.7%
3% 2% 2% 2%
2% 1.3%
1%
0%
Q4 2009 Q1 2010 Q2 2010 Q3 2010 Q4 2010
There was, however, a continuing slide in terms of deliverability tracking by ESPs, with almost a quarter, for example,
not separating out hard and soft bounces.
This laxity is difficult to reconcile with improved deliverability rates, so it will be interesting to see if deliverability
performance is maintained in 2011.
Complacency is a danger, particularly since the perceived importance of deliverability has faded as other issues grab
media attention, such as social networks, email security and mobile marketing.
20 COPYRIGHT: THE DIRECT MARKETING ASSOCIATION (UK) LTD 2011
21. EMAIL BENCHMARKING REPORT HALF 2 2010
Chart 27: To what level do you track deliverability?
76%
88%
59%
Q4 2010
41%
47%
Hard and soft bounces
82%
82% Individual error codes
35%
Q3 2010
Level of deliverability
53%
53%
Error codes rolled up across
campaign (transmission)
87%
93%
Error codes rolled up across
67%
Q2 2010 domain
60%
53%
Inbox placement
93%
93%
71%
Q1 2010
64%
57%
0 0.2 0.4 0.6 0.8 1
21 COPYRIGHT: THE DIRECT MARKETING ASSOCIATION (UK) LTD 2011