January 2009

DMAT helps industry “do more with less”
New seminar series provides research, best practices to help production
segment gain cost-cutting ideas and innovative approaches. By Pat Atkinson

Rick Jones sees himself as someone who rolls up his sleeves and fixes things whenever possible.
To date, his career has focussed on the print and direct marketing industry in Canada for employers of various sizes and scope. But whether he’s working for a Crown Corporation, multi-national, or privately owned entrepreneurial firm (such as Generation 5, the data analytics company where he is vice president of Customer Acquisition) the goal is always the same: to deliver a tangible benefit to the customer.

This has given us a square kick in the pants and made us ask: How do we put cost containment around the ability to up-sell, cross-sell and get new customers in this economy?

It’s not surprising then that Jones, in his capacity as president of Direct Marketing Association of Toronto (DMAT) together with its volunteer board, is developing a series of seminars to help the industry’s production segment weather the incoming economic storm. These twohour sessions will enable thought leaders and attendees to exchange best practices, industry research, and connections; while showcasing cost-cutting ideas that promise to enhance response rates.

“Throughout my career, one of the things that has been absolutely obvious is that information is power,” he emphasizes. “When the economy is going well, there is no compelling reason for managers to do anything different because no matter what, they’re going to make their bonus. With the economy upside down, doing the same old thing and expecting different results is simply foolish. Everyone is suddenly willing to try new things, and it better be a shared risk too.”

Generation gap
The veteran sales rep recollects having been mentored by his fellow sales people and customers when he started out in the industry, whereas nowadays, many new buyers are expected to hit the ground running full speed. Understandably, they may have no idea what a print layout looks like, (and why it’s important) how to buy printing services more effectively (not just from a handed down list) or how to get more creative with print projects by using finishing techniques. He maintains that instead, purchasers expect the end manufacturer to provide that intellectual asset. But with so many of the most senior people in the print industry having retired or been packaged out, much of the
creative part of selling has disappeared and along with it, the concept of working in partnership. “Now, the print buyer’s mandate comes from Accounting,” he explains. “It goes something like, ‘Get
three prices and choose the cheapest one,’ rather than, ‘Select the approach that over the long-term will drive the best response.’”

Jones notes that one of the economy’s biggest casualties will be strategy — at least the companies he’s encountered to date don’t have one that extends beyond 90 days. He expects short-term thinking to be the reality for 2009 and says that because of staff cutbacks, managers are so overwhelmed that they are going to be willing to pay a premium to off-load project management to third-parties.

“We’re doing more with less,” he stresses. “There are people who used to have a staff of three that are now expected to do everything themselves. So their question is, ‘How many fires can I step on today?’ because that’s all they can get to now.”

The upside of down
Worldwide credit crunch or not, Jones remains optimistic, noting that this kind of economy is going to make us rethink how we do things. “This has given us a square kick in the pants and made us ask: ‘How do we put cost containment around the ability to up-sell, cross-sell and get new customers in this economy?’” He acknowledges that things will be scary; some companies will go down and more people will change jobs. But in the midst of all this confusion, he anticipates “something fantastic” will also likely develop. “I wouldn’t be surprised to see senior people that have been laid off or made redundant show up in some really cool agency in the direct marketing realm,” he remarks. “There are just too many amazing people out there with really great ideas that can help the industry.”

He adds that with all this chaos, suppliers who are bringing genuine innovation to the market are having trouble cutting through the clutter because participants have no time to do anything but execute. To that end, the three DMAT seminars will focus on production people at the “thin edge of
the wedge,” who have projects that have to be executed but don’t have time to fully gather what is out there in the way of innovation. Specifically, the Association will approach target groups (such as
agencies) with an offer to mentor and educate them—by showcasing how to best exploit the available technologies and market conditions to achieve success.

Content will include such varied subjects as data manipulation, manufacturing, and loyalty, and feature statistics about projects that have run in Canada rather than the usual US data. Jones wants the Canadian industry sector to be more boastful about the great things it is doing in segmentation,
variable printing, telemarketing, and mobile marketing. “We see mobile as a new channel that we want to bring to our membership and non-members. If you were looking at this before, take another look because there are some case studies out there to prove that this technology actually works,” he adds.

Tangible takeaway
Not surprisingly, DMAT’s president is determined that the deliverable from these seminars be tangible. “The simple matter is that if we as an organization want a company to invest in its people, then its people had better come away in 120 minutes with something they can use,” he stresses. “I expect every person who attends a DMAT seminar to come back to their office and immediately be able to put into process something that will save the company money.” He adds that agency presidents and VPs of marketing alike have assured him that these seminars will make an important
contribution. “We are thrilled to be tasked with this assignment, which we expect to be very well received,” he says. Dates and times for the spring, summer and fall downtown Toronto seminars
(which will be open to members and nonmembers alike) are still being scheduled at press time. For more information, please visit DMAT’s Website, www.dmatoronto. org, or telephone 416.502.0433.