Time to Get a Better Grip on the 'Remote'

Apr 26, 2004

"It's all about multi-channel."

I've heard that statement from colleagues at least five times in the past six weeks. It's the new industry buzz-term. It even sounds productive and good for you. Like "multi- tasking" or "multi-vitamins."

Multi-channel marketing is defined by the combination of Internet and e-mail channels with traditional channels like advertising, direct mail and media. That's a lot of channels.

It kind of makes you wonder who's holding the remote.

PR pros have traditionally focused on influencing the public through media vehicles and those of other opinion leaders. We've mostly left tools like direct mail and advertising to marketers, other than asking that they remain consistent with general branding and positioning. But it's time we take another look.

Traditional direct mail and advertising provide the advantage of allowing an organization to communicate messages to the public without the filter of the media. But while the chosen message is presented exactly as intended, these vehicles are "shallow" forms of communication. While they often convey general brand identity, usually they don't deliver messages with enough depth to educate and inform audiences.

These days, direct and advertising channels have become more sophisticated. Many direct marketers have applied their experience to e-mail marketing, a cheaper vehicle for delivering one-to-one communications than the postage stamp. Technology has allowed targeting based not only on demographics but also intelligence collected throughout the communications process that is specific to individuals. Communications tailored to individuals are generally seen as more relevant, which increases attention span, and provides the opportunity to deliver that "deeper" message.

Here is where many advertising and direct mail professionals' skill sets fall short, and where the opportunity presents itself for PR professionals. While people have been going to ad firms for years for catchy slogans and to direct mailers for well-executed promotional campaigns, they've been coming to PR execs all along to finish painting the picture. Marketers create the book jackets; communicators tell the stories.

If today's junior PR pros wish to be the ones who "hold the remotes" to the multi-channel approach in the future, they must understand their role not just in broadcast and print media channels, but also how to support and even drive all other channels. Here are five tips on how to get there:

1) Control the content of the Web site and use it as an informational hub.

A Web site is similar to advertising and direct mail in that it empowers an organization to communicate messages to the public without the filter of outside opinion. But Web sites provide two additional advantages that communicators' skill sets are better suited to harness than our marketing counterparts - the first being depth of message. Already we are acting as copywriters for Web sites - but are we driving the Web site and making it the informational hub? All communications should include a mention of your organizations' URL, if not links to pages specifically created to support each communication initiative. This includes e-mail, direct mail, print ads and even product packaging and in-store signage.

2) Use the Web site to measure success.

Driving audiences to your site affords you the advantage of measuring results. In the absence of "hard" goals like sales, the success of an off-line direct mail or advertising campaign can be measured by how many recipients visited a specific page of the Web site for more information.

3) Use the Web site to gain more knowledge about your audience.

The other advantage Web sites provide communicators is that of interactivity. Once audiences have reached the Web site, more information on their preferences can be collected, through sign up surveys, feedback mechanisms, and even by installing software for analyzing the way visitors surf your site (called clickstream tracking). You can even go as far as determining the point that online shoppers most often abandon their shopping or uncovering which competitors' Web sites visitors check simultaneously for similar products or information.

4) Take that knowledge and use it to segment the audience.

No longer must a retailer offer the same sale item to every customer. No longer must an issues organization communicate in weak generalities in order to find messages that will appeal to the widest audience. Instead, communicators can speak to each category of its audience differently and more precisely, without moving away from core brand qualities or confusing organizational missions. Determine the variances among your audience - and group them not just by demographics, but by behavior and opinion.

5) Tailor your communications to each segment.

Someone who frequents Amazon. com for books on PR may be less likely to respond to an email offer for a dinosaur book than for Seth Godin's "Permission Marketing," even if "Jurassic Park 14" is the best seller that week. Likewise, a moderate Republican voter may be turned off by a campaign e-mail strongly opposing abortion, even if the voter agrees with much of the rest of the candidate's platform. Segmenting the audience makes it possible to show every member the qualities of the organization or offerings they would find most appealing, while de-emphasizing those they would not.

By Ian Lipner, founder of YoungPRPros.com and an account manager at Washington, DC-based Stanton Communications. He can be reached at 202.905.3943, ian@ianlipner.com