Consumers continue to grapple with what to do about spam e-mail.

Over the past decade or so, consumers have been faced with basically two options regarding unwanted e-mail that comes into their often-groaning inboxes. And neither one seems particularly effective.

One option is to unsubscribe to unwanted e-mails. But many experts caution against doing this, claiming that it risks getting even more spam e-mail instead of stopping the delivery of unwanted mail.  Or it could be even worse, in that clicking on the unsubscribe box might risk something even more nefarious happening on their computer.

On the other hand, ignoring junk e-mail or sending it to the spam folder doesn’t seem to be a very effective response, either. Both Google and Microsoft are famously ineffective in determining which e-mails actually constitute “spam.”  It isn’t uncommon that e-mail replies to the personal who originated the discussion get sent to the spam folder.

How can that be? Google and Microsoft might not even know the answer (and even if they did, they’re not saying a whole lot about how those determinations are made).

Even more irritating – at least for me personally – are finding that far too many e-mails from colleagues in my own company are being sent to spam – and the e-mails in question don’t even contain attachments.

How are consumers handling the crossed signals being telegraphed about how to handle spam e-mail? A recent survey conducted by digital marketing firm Adestra has found that nearly three-fourths of consumers are using the unsubscribe button – and that figure has increased from two-thirds of respondents in the 2016 survey.

What this result tells us is that the unsubscribe button may be working more times than not. If that means that the unwanted e-mails stop arriving, then that’s a small victory for the consumer.

[To access the a summary report of Adestra’s 2017 field research, click here.]

What’s been your personal experience with employing “ignore” versus “unsubscribe” strategies? Please share your thoughts with other readers.

Employee churn rates underscore the volatile nature of e-mail contact databases.

Most marketers are well-familiar with the challenges of e-mail list maintenance. In the business-to-business world in particular, e-mail databases can become pretty stale pretty quickly, due to the horizontal and vertical movement of employees inside organizations as well as jumping to other companies.

Whether they’re moving up or out, often they’re no longer good prospects.

Based on my experience, my personal rule of thumb has been that approximately one-fifth of any given list of B-to-B names will “churn” within a 12-month period, meaning that any such contact database will rapidly lose its effectiveness unless assiduously maintained.

And now we have a new report from Salesforce Research that confirms this basic rule of thumb.

Salesforce looked to LinkedIn, exploring this social platform’s data from more than 7 million records over a 48-month period to gauge the lifecycle of the typical “persona.”

The research considered not only changes that result in the deactivation of an e-mail address, but also circumstances where individuals may keep the same e-mail address but still should be removed as a target because a horizontal or vertical change within the same organization places them in a different employee function.

What the new research found was that the average annual B-to-B churn rate for such “personas” is ~17%.

That figure turns out to be fairly close to my basic rule of thumb based on years of observing not only e-mail contact databases, but also the postal mail databases we’ve worked with in my company or with our clients.

Beyond the broad average, there are some small but meaningful differences in the B-to-B churn rate depending on the product focus and on the type of employee function.

In high-tech fields, the average annual churn rate is higher than the average. And it’s across the board, too:  23% churn in marketing … 20% in sales and in HR personnel … 19% in IT, and 18% in finance.

People employed in the retail and consumer products industries also clock in at or higher than the overall churn average, but the annual churn rate is a tad lower in the medical and transportation fields.

Another interesting finding from the Salesforce evaluation is that annual churn rates are somewhat lower than the average for personnel at director levels and higher in companies (around 15%). For managers, the churn rate matches the overall average, while “worker bees” have a higher churn rate averaging around 20%.

Considering the critical importance of e-mail marketing efforts in the B-to-B environment, Salesforce’s finding that it takes only 4.2 years for an e-mail database to churn completely means that the value of these marketing assets will decline dramatically unless cultivated and maintained on an ongoing basis.

The volatile nature of e-mail contact databases also helps explain why so many companies have adopted a multi-channel approach to marketing, including interacting on social media platforms. Yes, those platforms do have their place in the B-to-B world …

The full report of the Salesforce findings can be downloaded here.

If there’s a drumbeat among B-to-B marketing professionals, it’s grousing about cross-channel marketing attribution.

If there’s one common complaint among business-to-business marketing professionals, it’s about how difficult it is to measure and attribute the results of their campaigns across marketing channels.

Now, a new survey of marketing professionals conducted Demand Gen (sponsored by marketing forecasting firm BrightFunnel) shows that nothing has particularly changed in recent times.

The survey sample isn’t large (around 200 respondents), but the findings are quite clear.  Only around 4 in 10 of the respondents believe that they can measure marketing pipeline influences. As to why this is the case, the following issues were cited most often:

  • Inability to measure and track activity between buyer stages: ~51% of respondents
  • The data is a mess: ~42%
  • Lack of good reporting: ~42%
  • Not sure which key performance indicators are the important ones to measure: ~15%

And in turn, a lack of resources was cited by nearly half of the respondents as to why they face the problems above and can’t seem to tackle them properly.

As for how B-to-B marketers are attempting to track and report their campaign results these days, it’s the usual practices we’ve been working with for a decade or more:

  • Tracking web traffic: ~95%
  • E-mail open/clickthrough rates: ~94%
  • Contact acquisition and web query forms completed: ~86%
  • Organic search results: ~77%
  • Paid search results: ~76%
  • Social media engagements/shares: ~60%

None of these hit the bullseye when it comes to marketing attribution, and that’s what makes it particularly difficult to find out what marketers really want to know:

  • Marketing ROI by channel
  • Cross-channel engagement
  • Customer lifetime value

It seems that a lot of this remains wait-and-wish-for for many B-to-B marketers …

The full report from Demand Gen, which contains additional research data, is available to download here.

More raps for Google on the “fake reviews” front.

Google’s trying to not have its local search initiative devolve into charges and counter-charges of “fake news” à la the most recent U.S. presidential election campaign – but is it trying hard enough?

It’s becoming harder for the reviews that show up on Google’s local search function to be considered anything other than “suspect.”

The latest salvo comes from search expert and author Mike Blumenthal, whose recent blog posts on the subject question Google’s willingness to level with its customers.

Mr. Blumenthal could be considered one of the premiere experts on local search, and he’s been studying the phenomenon of fake information online for nearly a decade.

The gist of Blumenthal’s argument is that Google isn’t taking sufficient action to clean up fake reviews (and related service industry and affiliate spam) that appear on Google Maps search results, which is one of the most important utilities for local businesses and their customers.

Not only that, but Blumenthal also contends that Google is publishing reports which represent “weak research” that “misleads the public” about the extent of the fake reviews problem.

Mike Blumenthal

Google contends that the problem isn’t a large one. Blumenthal feels differently – in fact, he claims the problem as growing worse, not getting better.

In a blog article published this week, Blumenthal outlines how he’s built out spreadsheets of reviewers and the businesses on which they have commented.

From this exercise, he sees a pattern of fake reviews being written for overlapping businesses, and that somehow these telltale signs have been missed by Google’s algorithms.

A case in point: three “reviewers” — “Charlz Alexon,” “Ginger Karime” and “Jen Mathieu” — have all “reviewed” three very different businesses in completely different areas of the United States:  Bedoy Brothers Lawn & Maintenance (Nevada), Texas Car Mechanics (Texas), and The Joint Chiropractic (Arizona, California, Colorado, Florida, Minnesota, North Carolina).

They’re all 5-star reviews, of course.

It doesn’t take a genius to figure out that “Charlz Alexon,” “Ginger Karime” and “Jen Mathieu” won’t be found in the local telephone directories where these businesses are located. That’s because they’re figments of some spammer-for-hire’s imagination.

The question is, why doesn’t Google develop procedures to figure out the same obvious answers Blumenthal can see plain as day?

And the follow-up question: How soon will Google get serious about banning reviewers who post fake reviews on local search results?  (And not just targeting the “usual suspect” types of businesses, but also professional sites such as physicians and attorneys.)

“If their advanced verification [technology] is what it takes to solve the problem, then stop testing it and start using it,” Blumenthal concludes.

To my mind, it would be in Google’s own interest to get to the bottom of these nefarious practices. If the general public comes to view reviews as “fake, faux and phony,” that’s just one step before ceasing to use local search results at all – which would hurt Google in the pocketbook.

Might it get Google’s attention then?

In copywriting, it’s the KISS approach on steroids today.

… and it means “Keep It Short, Stupid” as much as it does “Keep It Simple, Stupid.”

Regardless of the era, most successful copywriters and ad specialists have always known that short copy is generally better-read than long.

And now, as smaller screens essentially take over the digital world, the days of copious copy flowing across a generous preview pane area are gone.

More fundamentally, people don’t have the screen size – let along the patience – to wade through long copy. These days, the “sweet spot” in copy runs between 50 and 150 words.

Speaking of which … when it comes to e-mail subject lines, the ideal length keeps getting shorter and shorter. Research performed by SendGrid suggests that it’s now down to an average length of about seven words for the subject line.

And the subject lines that get the best engagement levels are a mere three or four words.

So it’s KISS on steroids: keeping it short as well as simple.

Note: The article copy above comes in at under 150 words …!

All those narratives about Amazon? They’re not exactly accurate.

abI doubt I know a single person under the age of 75 who hasn’t purchased at least one item of merchandise from Amazon over the years. And I know quite a few people whose only shopping experience for the holidays is a date with the Amazon website.

Still, some of the breathless stories and statistics that are put forward about Amazon and its business model seem almost too impressive to be true.

I’m not just talking about news reports of drone deliveries (a whole lot of “hat” and far less “cattle” there) or the idea that fully-robotic warehouses are just around the corner – although these stories do make for attention-grabbing headlines.  (Despite the continued need for human involvement, the way that robots are being used inside Amazon warehouses is still quite impressive.)

Moreover, a study published recently by BloomReach based on a survey of ~2,200 U.S. online consumers finds that Amazon is involved in most online shopping excursions, with nine out of ten online shoppers reporting that they check Amazon’s site even if they end up finding the product they want via another e-commerce resource.

More than half of the BloomReach survey respondents reports that they check on the Amazon site first — which is a new high for the company.

But are all of the reports about Amazon as credible?

Doug Garnett
Doug Garnett

Recently Doug Garnett, CEO of advertising agency Atomic Direct, penned a piece that was published in the December 2016 edition of Response Magazine. In it, he threw a dose of cold-water reality on some of the narratives surrounding Amazon and its business accomplishments.

Here are several of them that seem to contradict some of the commonly held perceptions:

“Amazon is a $100 billion retailer.”

Garnett notes that once subtracting Amazon’s non-retail revenue for 2015 (the last year for which financial data is available), the worldwide figure is more like half of that.

In the United States, Amazon’s retail sales are closer to $25 billion, which means it makes up approximately 6% of total retail sales.

That’s still very significant, but it isn’t the dominating presence as it might seem from all of the press hype.

“Amazon is profitable now.”

Yes, it is – and that’s after many years when the company wasn’t. However, approximately three-fourths of Amazon’s profits are due to selling cloud-based services, and the vast majority of the remaining profit dollars come from content delivery such as e-books plus music and video downloads.  So traditional retail hard-goods still aren’t generating profits for Amazon.

It turns out, just as retailers like Wal-Mart, Target and K-Mart have discovered, that replicating a retail store online is almost always a money-losing proposition.

To underscore this point, Garnett references this example of a merchandising campaign in 2016 as typical:

“When one unit was sold on Amazon, eight were sold at the retailer’s website and 80 were sold in the brick-and-mortar stores. The profit is in the store. 

For mass-market products, brick-and-mortar still dominates. Amazon is a nice incremental revenue stream, [but] not a valid alternative when you’re playing in the big game.”

It also means that companies that are looking to Amazon as a way to push their products into the marketplace should probably think twice.

At the very least, they should keep their expectations realistically modest.