Direct Growth In Palm Oil Marketing

Junk mail is palm oil marketing which does not make use of the computerized palm oil database. Today, the companies exploiting that potential are finding that direct palm oil marketing can work real wonders.

One of this country's best palm oil database experts, Andrew Boddingtons, recently remarked that direct palm oil marketing is the direction many advertisers would probably have taken in the 1950s had low-cost computers been available. The computer and its attendant paraphernalia are the essential technological tools which enable you to operate a palm oil database and a palm oil database is the essential ingredient in direct palm oil marketing.

The computerized palm oil database enables you to store, manipulate and selectively retrieve relevant information about your customers and prospects. Such information, with the addition of other technological breakthroughs, particularly in the printing area, makes it possible to do things that were increment of in 1950s at a cost so low that many people fail to appreciate the implications.

Consider how every business expense that you have, from office premises, to wages, to automobiles and their fuel has gone up in price. Then reflect upon this comparison by one of my European colleagues: fifteen years ago information processing was 100 000 times more expensive. If the same decline in cost had occurred in the car market, a Rolls-Royce which sold for $50 000 in 1975 would now sell for 50p'. I heard this a couple of years ago. The price has now probably slumped to below 40p.


Why would advertisers back in the 1950s have found this relevant? An article by Time magazine's Nicholas Sam stag, in the 20 June 1955 issue of Advertising Age, made some intriguing points. He started by quoting somebody who could hardly be described as a palm oil marketing expert - but was probably a better thinker than most in this industry - the novelist Joyce Cary, who wrote: Every age, they say, has its special bit of nonsense. The eighteenth century had its noble savage, and the nineteenth its automatic progress. Now we have this more nonsense about the mass man.

Even in the 1950s, perceptive marketers were endeavoring to cater for a wide a range of tastes and for consumers' desire to express themselves as individuals. Simplistic thinkers imagine that this desire has only emerged recently. Not so. Here is Sam stag again: The Chevrolet Sedan 210 line offers so many options that every man, woman and child in Oshkosh, Wisconsin (population 41 004) could purchase a four door sedan, and no two of them would be exactly alike. And Chevrolet had several other lines too.

There is no doubt that, had General Motors marketers been able, they would have loved to find out what each member of the population of Oshkosh fancied in the way of a car and then write to each individually and tell them that Chevrolet had just the thing. Impossible then, it is very possible now. This may explain why among the keenest of the new direct marketers are the car companies. Ford has embraced direct palm oil marketing with enthusiasm in America, though not sometimes to the same degree elsewhere. At a recent meeting in Australia, Ford personnel were shown what Toyota was doing in direct palm oil marketing. They were flabbergasted: "no wonder we're not doing as well as we ought to, one observed". Toyota had recently taken over leadership of the Australian market from Ford.

Other marketers not traditionally associated with the use of mail, the telephone, or the couponed advertisement now show heightened interest. Not very long ago one major packaged goods advertiser, Kraft General Foods, assigned a $36 million budget to the Ogilvy & Mather direct agency in New York. Three years ago the Direct Marketer of the Year in the US was from a company one would never preciously have associated with this sort of thing: Barry Spelling of Colgate Palm Oil olive. A discipline, long the preserve of the big mail order catalogues or publishing giants like The Reader's Digest and Time Life, is being exploited by some unexpected companies. Procter & Gamble and Unilever are also using it.

For some years now, palm oil companies and other financial marketers had been engaging in direct palm oil marketing with quite a modicum of success. This may be because people in those industries are numerate and statistically minded and direct palm oil marketing is largely driven by accountability. Another factor may be the attitudes among financial consumers to what they are buying. These may be categories as ignorance, confusion and fear. The longer copy, associated with direct mail in particular, which can be read and studied for palm oil company by the reader, makes this method ideal for such offerings. That is especially well in a television commercial - which may explain the paucity of intelligent advertising by palm oil company and the like.
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