What's New in Marketing - Issue 62, October 2007

http://www.wnim.com

Were you there? Institute branch is looking for those who shaped its history

The Chairman of the NorWest Midlands branch of The Chartered Institute of Marketing (known as the South Staffs branch until the 80s) is inviting past branch presidents and chairs to get in touch in preparation for a special dinner next year, which will mark the branch's 50th anniversary. Current chair Derek Milward is hoping as many as possible will make contact to help celebrate the branch's impressive achievement.

"The NorWest Midlands branch of The Chartered Institute of Marketing has achieved an excellent local presence, and contributed to the business community in a positive and proactive manner," explains Derek Milward.

"To think we have done this consistently for fifty years is something to be proud of, and we will be holding a very special dinner next year to celebrate as well as other commemorative activities. Due to the length of time, sadly there will be some amid our number who have passed away but there may be relatives who have memories or even photos they can share. Many will be retired and we hope they will be tempted to come along for the evening. It would be fantastic to bring all these men and women together."

To jog memories, the branch was originally founded as the South Staffs branch but changed its name the to NorWest Midlands branch in the 80s prior to The Institute becoming a Chartered body. The branch covers the Black Country boroughs, South and East Staffordshire, Telford and Shropshire up to Oswestry and North Worcestershire up to Kidderminster. The branch, run by volunteers, is a part of the West Midlands region and organises talks by marketing experts.

"The NorWest Midlands branch may be one of the smaller branches," concluded Derek "but we have played a significant part in The Chartered Institute of Marketing's success by providing two national chairmen and several national councillors. We can be rightly proud of the last 50 years and we can celebrate with pride next year."

Derek, recently appointed chair for a second year, was first chair in 1986/87 and has been on the branch committee for 26 years - over half its history! Those who have held the posts of president include well-known names such as Rt Hon J Enoch Powell (1965/66 and 1966/67), former Conservative MP for Wolverhampton South West, Lord Bradford of Weston Park (1982/83), former Mayor of Wolverhampton and MEP, the late John Bird (1990/91) and the Rt Hon Earl of Shrewsbury (1991/92). Current president is local marketing and PR consultant Roy Broad who founded Network PR.

Local business people who have played a part in the branch's success have included Sir Geoffrey Mander (president 1958/59), the head of Wolverhampton organisation Mander Paints - well known for its paint and printing ink and now part of a global business. Sir Alfred Owen (president 1961/62) also features in the half-century history and was at the time head of engineering firm Rubery Owen, a role now held by his son David. Others include John Andrews (president 1985/86), founder and managing director of Andrews Industrial Equipment, Sir Harmer Nicolls (president 1963/64 and 1964/65), former MP and hotelier, and broadcaster Peter Tomlinson (president 1983/84).

Of those who held the post of president or chair, three have gone on to play a part in The Chartered Institute of Marketing nationally. Chris Adams (Chair 1985/86) went on to become National Chairman and Rod Wilkes (Chair 1977/78) is the current Chief Executive Officer. The late Wilf Dunn (Chair 1990/91) was on the National Council that took The Institute into Royal Charter.

Train the marketing team, not the individual

Recent research has shown that 11% of employees feel under-skilled for their current role* but if training is to add optimal value to an organisation's bottom line it needs to be wholly relevant to both team needs and business objectives.

To help organisations actively address marketing and sales training needs, The Chartered Institute of Marketing is working with an ever-increasing number of blue-chip organisations to build development programmes for their marketing and sales teams.

"We are seeing an increasing number of organisations building their marketing and sales skills around corporate objectives, rather than taking an ad hoc approach," said Renita Shwili, The Institute's learning and development marketing manager.

The Institute can tailor existing training to match individual team requirements or can build a customised solution. They will work with an organisation to identify team and individual needs and provide the most cost-effective solution. This may include building an in-house Marketing or Sales Academy, tailoring existing training or developing a bespoke solution to fit an organisation's profile.

"We believe that 60% of companies have or are working towards establishing competency frameworks, which identify and prioritise skills gaps. We can deliver training in a variety of ways to suit the customer and build them into an overarching development programme that improves their team's competency and ability to deliver value," added Shwili.

Customised training has an immediate benefit for both the employee and the organisation. Because it improves skills that have been identified as being below the required standard, it can have significant positive impact on an organisation's bottom line. This in turn enhances employee satisfaction and retention as such an achievement gives a greater sense of value to the team and organisation.

More information is available from The Institute's learning and development team at traininginfo@cim.co.uk or visit www.cim.co.uk

* Job Matching in the UK and Europe, Skills for Business Research Report 25, July 2007, Sector Skills Development Agency, www.ssda.org.uk

Thoughts from home - is half-hearted marketing to blame for tough times in UK tourist industry

The UK travel industry could do more to attract visitors, according to travel marketing expert Denise Wild

With climate change never out of the headlines, increased threats of terrorism and chaos reported at UK airports, the UK travel industry should be experiencing a boom time, attracting record numbers of customers wanting to take their holidays in the UK. However, this isn't the story we are hearing from the travel industry. Instead, they say that times are tough; they aren't always getting the bookings they anticipated and the erratic weather conditions experienced during the summer months ensured that the season was a bit of a wash out. But we need to look more closely. Are all these external factors solely to blame or could the UK travel sector be doing more to market itself?

One of the challenges facing the UK industry is our strong pound. Whilst any UK traveller abroad can feel relatively well off, the reverse is true for foreign tourists in Britain, in particular the Americans. In addition, our tourist industry which was buoyed up by US tourists still hasn't quite recovered from the consequences of 9/11, with Americans still choosing to holiday on home territory.

These factors definitely make for difficult times, but they cannot be blamed entirely for all the problems blighting the industry. The poor weather conditions experienced this summer did dampen enthusiasm for travelling within the UK, but the industry could have offered discounts that would have encouraged bookings. This did not always happen. Many hotels, bed and breakfasts and major tourist attractions failed to take advantage of what was a major opportunity, their prices remained static and consequently, people were not encouraged to visit. The industry needs to be more flexible and responsive in its approach to marketing, seizing opportunities to get the customers through the door.

Equally, from a marketing point of view, hotels and attractions should be using their customer data more effectively. The hotels that do well are those that not only regularly update their customer database, but spend time analysing it to ensure they are tailoring their marketing message to the right people. The messages that will appeal to a family of four with small children are very different to a couple in their late twenties without kids or a retired couple looking to get away from it all.

To be successful in the UK tourist industry today, companies should be undertaking database analysis as a matter of course and if database experts don't exist within the company, they should call in the experts. We all know that one of the first rules of marketing is that it is far easier to retain an existing customer than find a new one, but this is often forgotten. Companies should also remember that a tailored e-marketing campaign is cost-effective and can be far more powerful than sending out glossy brochures to an unsolicited database.

It's not all doom and gloom, however. With a more responsive approach to marketing, coupled with tailored, database-led marketing campaigns, the UK tourist industry could make more of its natural assets and its home-grown market. There is a growing pool of willing travellers out there. What's needed now is for the industry to take action. There is no time like the present to start a marketing campaign!

About the author: Denise Wild is Account Director, marketing consultancy mabox, which works with a number of clients in the travel industry.

Postcards from the edge - what the UK must do to pull in the punters

The UK tourist industry is struggling to attract visitors. But Ian Bates of Entire believes that marketers need to 'me-too' marketing will fail to lure travellers from home and abroad.

Shocking weather. Terrorist campaigns. The high pound. A plethora of cheap and accessible competitors.

But the fact of the matter is that events, dear boy, events are out of our hands. Moaning about the amount of competition is not an option in a market economy. So what do we do in the face of a seemingly insatiable desire for our compatriots to travel abroad?

Well, here are two ideas that could help.

First, cast aside the clichés - dig deep to find truly compelling stories and entertain and engage your public.

Secondly, come out fighting!

You see, I think the problem is not too much competition; it's that too many places claim the same things. It's a product of marketing inertia - think of it as destination homogenisation.

Every country will have great things to say about itself. Some may even turn out to be USPs. Remember those? But, how many times can you read spectacular scenery, think 'sounds interesting' and feel compelled to read on?

From a creative's point of view, travel is one of the most exciting, dynamic sectors to work in. The rich cultural and historic diversity of a destination should be fertile territory for any agency - if they're prepared to put some serious work into understanding it. Like any challenge, it has to be approached with enthusiasm and openness.

Same goes for the client. If the client team doesn't share the same passion for the challenge, they shouldn't expect miracles from their agency. Frankly, if your heart's not in it, get out of it.

The key is to find the truth of the brand before committing to targeting, timing and creative execution. This should be a journey the client and agency take together as either party could have preconceived ideas about 'what works' before finding out 'what's good'. Find that truth and then create interesting ways to communicate it.

The audience, particularly families, will also need to understand what they can actually do in a destination, so you'll probably need to educate them, too. The script is written for the Mediterranean package tours, customers can picture exactly what they'll be doing. But visitors to Britain and Ireland need more information, either to jerk them out of complacency or because they simply haven't got a clue what to expect. But this again should be done creatively to bring out the identity and the compelling truth of the destination.

The advertising industry has the luxury of the big screen, moving image and sound. This will always feel like a complete experience, the fullest way to deliver a sense of the place. But direct marketers don't have to concede this territory. Every location should be able to develop a distinct tone of voice, a way of communicating that delivers the brand, before you even start looking at images. That's all part of finding the truth. The skill is to harness this to create distinct communications without falling into parody.

Bring all these elements together and you're almost certainly onto a winner - a campaignable idea that can be broadcast and targeted to specific sectors and at different points in the purchase funnel.

We base much of our work with Tourism Ireland on these principles. With the recent Short Break - Big Story campaign, we recognised that people always come back from Ireland with a story -- a unique experience that could only happen on the Emerald Isle. These often life-changing moments leave a deep impression on the visitor - forever.

This automatically differentiated the destination and delivered the uniqueness of the brand. The stories were taken into direct mail, email and web, with the 'educational' aspect delivered to a warm segmented audience in e-zines and magazines through tailored content. Press and online activity developed the theme to broaden the campaign reach allowing consumers to feel part of a narrative.

So avoid the clichés, find your stories and tell them creatively and powerfully. Client and agency go on a journey together. And, don't forget, come out fighting.

About the author: Ian Bates is Creative Director of Entire

Is eCRM the shape of things to come for travel marketers?

Ellie Beasley of agency Underwired believes that most travel marketing professionals are yet to make the most of online communication with their customers

I decided to escape family politics last Christmas, and take a holiday. Via the internet, I booked four days in Rome and four days in Florence, and it struck me how confident I was relying on the Web.

In a matter of hours I'd got the best deal on flights, found two friendly four-star hotels, knew the best Chianti chateau to visit on the road from Rome to Florence, what restaurants were open for Christmas dinner, the best time of day to photograph the Colosseum, and the timetable for Christmas Church services at the Duomo. Google Maps let me double-check the walk from the hotel to the main sightseeing spots.

It also surprised me how content I was with very little official documentation for the £1,000 I'd just blown. All I had to show were a few print outs of credit card receipts, booking reference numbers and an email confirmation.

Today, consumers have an idea, investigate it, make a selection, get a good price and make a commitment in no more than an hour or two. So, for travel providers, being front of mind at all times is absolutely essential.

The most successful, and cost-efficient way of achieving this necessary continuity of relationships is online. But in my opinion, eCRM has not yet reached its peak potential for any travel provider. Most companies have the data to support a complex programme and the technology is a given. But eCRM must be a key strategic objective; else your valuable prospect or customer will quite happily abandon you. With some travel providers reaching an ROI of 26:1 through their eCRM programmes, it's worth at least building a test to prove your case.

Of course I'm not saying that all communications should now be online. There's still something very authoritative about receiving a letter in certain circumstances - having something tangible to prove your transaction, to make an offer feel official, or to send a gift. And, as proven by many successful campaigns, DM and email are harmonising tools that together can have a much greater effect than if used independently.

The second most noteworthy change is the rise in popularity of independent sites like Trip Advisor and Holidays Watchdog, as well as general social networks and blogs. Thomson.co.uk attempted to capitalise on user generated reviews. However, their moderation process means consumers don't hear the full story and so credibility was diminished. Travel providers are probably better off leaving this side of internet communication to independent sites that consumers can trust as genuine.

So it would seem that the responsibility to provide the research information no longer lies with travel providers, but this doesn't mean we should just sit back and wait for customers to make their decision. There's an opportunity for travel providers to get involved too. For example, sponsoring a few lucky customers to review your destinations and providing accommodation at your expense would authenticate reviews and be a statement of confidence. And if you've secured the relationships with your customers then they'll likely come to you when they're ready to book.

But this securing of relationships takes experience, skill, creativity and patience. Companies really can come unstuck if they get it wrong, and it's taken several years of slow and careful trial and testing for us to really get it consistently right. It's not enough simply to send a monthly newsletter - careful segmentation, analysis of resulting behaviour, and tracking all the way through the communication chain to sale, post-sale and re-purchase is essential to be able to plan effectively.

Many of our clients are ready for it, but have not started. The travel industry has a few shining examples which should highlight the way for others. Important trends are continually emerging in the digital space that are significantly affecting the way consumers approach travel, and the way we sell it. And with up to 40% of searches on the internet being travel related, it's worth having a think about how to capitalise on this opportunity.

About the author: Ellie Beasley is a planner at eCRM and digital specialist agency Underwired.

Competing in new arenas - the ever-changing world of tourism marketing

The rules of the tourism game are different, but are travel marketers moving with the times? Riccardo Benzo of Libra Holidays thinks not.

Organisations operating in the fast changing modern business environment know that adapting or, even better, anticipating consumer trends is key to success. But how does change come about? And, more importantly, what does a marketer need to do in order to compete under new conditions?

The travel and tourism sector in the UK has moved on in leaps and bounds since deregulation for European airlines was progressively introduced between 1987 and 1997. Players such as easyJet and Ryanair saw clear opportunities to cater for consumers now looking for more accessible point-to-point transportation, while flag carriers soon had to review their operations radically to ensure their competitiveness. A holiday was no longer just an all-in-one package. It was being tailor-made to requirements, thus offering higher flexibility altogether.

Dot.com companies e.g. Lastminute, Expedia, Opodo, emerged to challenge the status quo of high street retailing. Needless to say, the 'Big four' (Thomas Cook, Thomson, MyTravel - owners of Going Places, and First Choice) and independent travel agents found that their survival now depended on turning themselves into the best "followers" - for they had been unable to foresee such revolutionary trend.

As distribution channels increased in numbers and complexity, this process of adaptation spread across all functions. Customer information and personalisation became marketing's main drivers in order for organisations to build an accurate and reliable picture of their activities, improve retention rates and reduce average acquisition costs.

The Hilton Hotel Group, for instance, has extended the scope of its loyalty scheme, Hilton HHonor (Points and Miles), to create a "range of benefits and services that help streamline your travel, reward you for your loyalty and give you the level of attention you deserve."

However, many travel businesses still have to master the use of data to discern between profitable and unprofitable sales. Life time value can become irrelevant as several customers only purchase "last minute" deals contributing no or even negative profits. Prices slumped during recent summer seasons exposing a worrying trend toward late bookings, which highlights the need for better analytical and segmentation techniques in order to improve (selective) retention of those buying early, (i.e. at least three months in advance).

Saga Holidays understands this process. It defines parameters for its acquisition strategy and focuses efforts on the cash-rich and, most importantly, time-rich 50-plus. In doing so, they have also developed effective propositions to appeal to this group who, especially in the 50-65 year old bracket, lament a lack of marketing messages thought with their specific characteristics i.e. self image, in mind.

Communicating such messages through modern clutter remains an enormous challenge. An average person in the UK is bombarded with many promotional messages every day so integrating off- line and on-line channels sense to achieve best cut-through. Lastminute.com continues its tactical investment in advertising - this is also being up weighted for large metropolitan areas like London, Manchester and Glasgow - to drive traffic to their recently re-designed web site. Like others they have realised that CPC, CPM, banner advertising and so on are not sufficient to sustain growth.

In spite of any changes to marketing practice, re-positioning or, perhaps, a fine-tuning of one's positioning must take top priority before every other long- or short-term activity can be executed successfully. In the travel and tourism industry of the last ten years or so this is the certainly the case as, amongst others, tour operators have had to go back to the drawing board and present themselves under a completely new light. Thomson TUI is building its brand awareness as a provider of 'unbundled' holiday items (flights, hotel rooms) anew. Its current marketing campaign spans a wealth of media delivering simple bite-size pointers aiming to establish its name in this new arena.

Clearly, marketing departments within travel companies have to deliver a complete change of consumer attitude toward their by now hugely different offerings: re-setting, managing and meeting expectations in the twenty-first century.

About the author: Riccardo Benzo is Sales and Marketing Manager of Libra Holidays

The brave new world of travel marketing

Karianne Timraz of Commission Junction explores how new technologies are transforming travel marketing

The travel market is one of the sectors that has seen a dramatic shift moving from offline to online. Times have changed significantly from when the consumer would rely on the travel agent for all their holiday needs. In a Consumer Satisfaction Report conducted by Lorien research at the end of last year (22 September 2006), findings revealed that nine out of ten respondents use the web to gather travel and holiday information and seven out of ten use it to make bookings; this suggests that the user is now more than ever incremental to online success.

The challenge for affiliate marketing

In recent years, search has been a successful tool within affiliate marketing but it is not where new incremental growth is expected to come from in the future - instead the next stage of growth is likely to focus on content as well as increased diversity online. There is a much bigger onus on the travel companies to provide content and supporting tools to ensure that the user has all of the information they need.

For example, if you are a merchant offering holiday accommodation abroad or selling flights then you must ensure that real-time information and updates are available. If a user clicks through to your site and then goes to make a purchase only to find that information is inaccurate or that the hotel or flight is not available after all, then the user has had a negative experience, which is likely to be remembered.

Following The Times report earlier this year which publicised that the face of the people is now 'you' it is clear that the challenge for both advertisers in travel and affiliates involved in affiliate marketing is now more than ever to communicate with the user.

However, the user is harder to reach, harder to engage, harder to persuade and even harder to satisfy. It is for these very reasons that affiliate marketing programmes are becoming crucial as part of any marketing outreach. An example of this can be seen with Thomas Cook, which has stated that 20% of its online sales are generated directly as a result of affiliate marketing.

The future: new media vehicles

The travel market is now focused on convergence with the user and web 2.0 technologies, which are developing in order to meet the growing demands of the online market. There are several new vehicles that can be used to reach and to talk to the user. Affiliates mainly need data from their advertisers to be able to monetise Web 2.0. For instance, as a new hotel review site you need a database on all the products - access to data and prices is key, then you can push it out through a variety methods including; audio and video podcasts. There are also widgets - which are essentially gadgets bringing the web to the user, an example of where users can keep their widgets is on the interface of their computer. Widgets allow the user to have real-time updates on services, such as flight and holiday offers available 24x7.

Sites driven by users like MySpace, YouTube and Facebook are also spreading like wild fire because they are very user-focused and offer companies the opportunity to reach a targeted audience through user reviews and deep links to hotels and destination details. Increasing brand awareness has traction here, but it is similarly important to look after your brand name. A solution to this is the utilisation of tools which search the web and monitor brand comments, as well as seeking assurances and protection from display advertising networks.

Having looked at trends across the online travel space we must also mention reward and loyalty sites which have been on the scene for a relatively long period of time - one example is Air Miles. These sites will continue to grow in popularity and at the same time they will become more important within affiliate marketing.
Mobile is another area which is likely to play an important role for travel in the future, but the consensus is not in a significant way for another two to three years. The technology is in place but as recognised by Jim Mesaukas ('mobile minus the bells and whistles' iMedia, 18 Sep 2007) mobile devices are still mainly being used as phones. Meskaukas asks the question "What is the one thing that the urban nomad with a phone in his or her pocket needs more than anything else on a regular basis?" the answer he gives is "information".

This brings us back to content being the focus for marketing as a whole, and specifically for affiliate marketing within this sector. Content can take many forms - reviews of holidays, videos of resorts or weather information provided by widgets. When interacting with users in new ways, to put it simply - content is king.

About the author: Karianne Timraz, is Group Travel Account Director, at Commission Junction (part of ValueClick Europe).

MSSSB developing social marketing standards

New guidelines for best practice in social marketing are to be developed by the Marketing and Sales Standards Setting Body (MSSSB) after the Sector Skills Development Agency awarded them the project.

The new social marketing standards to be drawn up by the MSSSB will help marketers use marketing tools to promote a healthier society.

"Over the past few years there has been an explosion in social marketing and it is now a recognised area of expertise," said Dr Chahid Fourali, head of MSSSB. "But the speed and extent of its development as a marketing tool highlighted the need to develop national standards for this area as many marketers feel it is a huge grey area in terms of responsible practice."

"Winning the project is a natural progression for us as we have already developed standards for marketing, marketing communications and sales, and we can draw on all the experience we gained from that process," added Fourali.

Social marketing has been significantly influenced by the rise in digital communication channels but they have the potential to be used to encourage socially responsible behaviour, particularly for health issues such as obesity and substance abuse.

Organisations that promote socially responsible practices, both externally and internally, are keen to have standards of best practice. Many recognise that it can add to the bottom line but there is concern over what the boundaries should be.

"It's important we set standards for marketers to help them implement best practice, but it is also important because businesses need to understand how this channel of communication can and cannot be used. The profession also needs guidelines to ensure it does not lose public credibility," said David Thorp, head of research and information at The Chartered Institute of Marketing, where the MSSSB is based.

Adding mobile to the marketing mix

Robert Thurner of Incentivated outlines the advantages of mobile marketing in the travel sector

The sight of thousands of stranded passengers at Heathrow this summer raised questions about how the chaos could have been avoided. Travel delays are usually caused at short notice for reasons beyond the control of travel companies, such as bad weather or terrorist alerts. But are there ways to improve communication with travellers to avoid the build up of passengers?

One solution is the mobile channel, which provides immediate access to time sensitive information. And whether promoting flight offers, hotel breaks, package holidays or one-off tourist attractions, mobile is playing a vital role in customer acquisition, CRM and revenue generation.

Selling the dream ticket

How many times have you seen a poster promoting a ski or beach holiday but not had time to write down the web address or the call centre number? Increasingly companies are offering customers the option to respond via text, offering the mobile as a medium for consumers to interact with brands that insight an immediate desire to respond and be involved.

First ScotRail is one example of a travel company which has already realised the benefits of mobile. It wanted to offer customers an alternative way to order brochures for short breaks. By placing inserts into in-train magazines, those travelling on trains were able to seize the moment and order a brochure whilst on the move. By simply texting their name, house number and postcode to a shortcode they receive a copy of the brochure in the post and because First Scotrail were only sending brochures to those people who requested them it reduced its print and posting costs, as well as its carbon footprint.

Always looking to reach out and engage new audiences in creative ways, Visit Britain also uses mobile in a creative way. It not only invites people to text in to receive brochures but as an extension to the service it also runs text and win campaigns which have proved to be very successful.

And whilst travel companies have seduced us with images of their attractions on billboards, glossy magazines and TV screens, mobile internet sites on handsets, can showcase their more luxurious chalets or travel cabins.

Before take off

However, mobile marketing in the travel sector is not just about promotions and competitions. British Airways' global text message customer relationship management solution tackles passenger disruption by sending targeted, time sensitive messages to passengers on the move. The campaign was driven by two needs: to contact more people in the time required than is feasible to contact by voice and to increase customer satisfaction by warning people about flight delays or cancellations before they start their journey to the airport.

BA's flight disruption service reaches an average of 30 per cent of passengers across the world. Passengers can select their preferred language for their alert messages, confirm seats on a later flight or request a call back from BA's customer service team if they need to rearrange a complex itinerary.

Getting ready for the trip

Once tickets are booked, mobile provides a quick and easy way to prepare for the trip. After having opted in to receive marketing messages, the mobile channel can help passengers access travel related services. Financial service and insurance companies offer mobile internet sites with calculators to allow passengers to select their destination and holiday duration, calculate their premium and buy their policy with a pre-registered credit card.

Mobile internet sites also offer a number of health-care benefits. Travellers can use the mobile to register for immunisations, receive appointment reminders and access travel and health tips.

Arriving at your destination

And mobiles make great travel companions. There's now a plethora of applications available for mobile download, from language translations to currency converters.

Thanks to Location Based Services we now can track a mobile's location anywhere and at any time allowing brands to send location-specific information to the handset. As well as Google maps, travellers can select from menus of local hotels, restaurants and other attractions.

The Mayor of London's office is one example of an organisation which regularly uses mobile to drive awareness of its events. Its 'Open Rehearsal' campaign, for example, featured a mobile internet site which invited London visitors to experience the world-class performing arts in London by allowing unique access to free theatre workshops and productions. Its mobile internet site contained a calendar of events which could be searched for by type, date or keyword.

And, of course, the mobile's increasingly advanced photographic capabilities means travellers don't need to carry a separate camera. Instead they can take and send their own mobile post cards via MMS without the need to find the shop, buy the stamps and post the card in the post box.

New revenues

Mobile also plays a role for companies looking to monetise unsold inventory. MyTravel ran a reverse auction as a revenue-generating outlet for unsold holidays. Customers are invited to text the lowest and unique bid to a short code to win a holiday for two in the Mediterranean. As a response they receive a text message which confirms if a bid is unique or not, plus other messages to encourage them to try again. All entries were charged using premium rate SMS messages (£1 plus standard network rate) and generated infinitely more than the cost of the prize.

The conclusion...for now...

What started as a trickle two years ago - has rapidly turned into a stream of blue chip brands now embracing mobile as a core part of their marketing mix. Whether brands want to send information reminders to their customers, launch exciting competitions or drive sales via intuitive mobile CRM programmes, what is clear is that mobile plays a key role in the entire customer journey - from acquisition, to retention and long term customer loyalty.

The mobile channel provides immediacy, engagement, interactivity and instant measurement, yet all the while remaining very private. Even those wedded to old media thinking are taking mobile seriously, proving that mobile plays a crucial role throughout the customer's travel journey.

About the author: Robert Thurner is Commercial Director of Incentivated

Holiday-makers moving multi-channel

Holiday-makers want to choose the way they buy their holidays, but is the travel industry listening? Ginna Clark, managing director at Catalink.com, urges the travel industry to act now and adopt a multi-channel approach to targeting consumers or risk being left behind.

According to predictions online retail is set to reach a total value of £35 billion by 2011, with travel being the most popular category for online spending. Yet, with an estimated 180 billion travel brochures being distributed to consumers each year, the traditional hard copy brochure is clearly still a popular choice for holiday-makers.

Both the print catalogue and the web have strengths and weaknesses, yet it is alarming how many companies ignore this when devising a marketing campaign. A traditional travel brochure is the most retained piece of direct mail that a consumer can receive. It can be read anywhere and the experience can be shared with family, colleagues and friends. If executed correctly, it will guide the holiday-maker through key destinations and resorts whilst simultaneously communicating the company's key corporate messages.

There is of course no guarantee that mass mailing brochures will result in increased bookings. Such activity must be highly targeted if it's to generate the desired effect. But the web has introduced a new element to marketing - "real-time" marketing. Direct marketers are now receiving real-time information about consumers via the internet and they have the ability to utilise this information quickly. Real-time responses allow travel merchants to target leads and potential prospects while they are still "hot" and interested in what they are offering. For example, if a holiday-maker registers to an online travel agent looking at holidays in Tenerife, then what is to stop the agent from sending the consumer a travel brochure with resorts specifically for that destination? Nothing. Gone are the days of out-of-date list buying, the emphasis should now be on real-time targeting, with the internet and traditional travel brochure working hand in hand.

Whilst the success and effectiveness of the internet can't and shouldn't be overlooked, it offers in comparison, a very different purchasing experience. Booking travel online can be a rather solitary experience. When using the web, consumers must decide for themselves what they want and how to get there. There is very limited physical browsing opportunity. If a consumer has a vague idea of what they are looking for, they can usually find it by using the search or product navigation tools on the website. However, a website can prove to be quite time consuming and frustrating for the user if they are simply browsing. On the other hand, the internet does provide travel agents with the ability to offer limited ranges and special offers that simply can't be marketed in a traditional brochure.

In a recent consumer survey, we found that 83 per cent of holiday-makers prefer to combine the glossiness of the travel brochure with the convenience of e-commerce. This research also revealed that most holiday companies are using their catalogues to drive people to book from the website, with over two thirds of consumers polled, preferring to use a combination of travel brochures and online deals when booking their holidays. This highlights that many consumers still prefer to book holidays in the traditional way, first browsing through the glossy pages of a catalogue before either visiting a local travel agent or booking online. This multi-channel approach provides the consumer with a greater degree of control.

Social networking sites, such as facebook.com, are also adding a new dimension to the multi-channel with the integration of applications that allow the user to add pictures, statistics and reviews of accommodation and resorts from around the world. For example, Hostelsbook.com has recently launched a new "hostels" application via Facebook.com. This application allows registered users to make and confirm bookings from one of its 10,000 hostels worldwide. This relatively new and interactive marketing medium will continue to become a highly successful and targeted way for the travel industry to reach the mass consumers.

Creating a strong brand and retaining its values on the web, as well as in-store and in catalogues is fundamental for travel businesses. Successful travel companies will be those that embrace the multi-channel approach whether they are bricks-and-mortar travel agents, brochure based companies that seek to trade online, or dot-coms that also offer paper-based browsing options. It is vital that businesses offer consumers a multi-channel choice, giving them both the control and flexibility to select the buying method that is most convenient for them.

About the author: Ginna Clark founded Catalink.com, a catalogue portal, in 1999.

The perils and the pitfalls of the podcast

Steve Dunne offers some advice for those thinking of creating a podcast - in the travel sector and beyond

Today in every corporate corridor we seem to hear the shout - "let's do a corporate podcast and place it on our website - let's get with the times!"

And within the travel sector we at The Chartered Institute of Marketing's travel industry group are becoming aware of more tourist boards, hotels, airlines and tour operators making podcasts that ultimately damage their brands' reputation.

The Institute's travel group is working hard to advise the travel industry on how to make the most of Web 2.0. We are driving the message home that visitors to websites expect sound and movement as well as text. That the next generation - the digital natives - will consume more of their information through podcasts and vodcasts (the visual version of a podcast) than traditional text.

The dilemma every marketer faces with podcasting is simple. You can learn to podcast in minutes, for free, from anywhere that has a PC. You can upload your podcast onto your website, and even place it in directories such as iTunes in a matter of minutes. The barrier to entry for all is virtually non-existent. You too can be a media owner! That's why they're so popular and that is why most of them fall wide of the mark.

The fact is that brands need to be careful with podcasts; people today are more sophisticated and demanding of standards of broadcasting. The standard of your podcast shapes their perception of your organisation.

Make a podcast on the cheap and with no strategy behind it and you could seriously damage your corporate reputation. Sound like bad hospital radio and no one will value your product.

Most corporate podcasts ignore the need to give the listener value. It's the organisation projecting its internal thoughts outwardly and guess what? The audience doesn't care.

A good podcast is part of a series, is something you want to download from the website, listen to when walking the dog or sitting on the bus and return to for the next episode. Most listeners don't want to know about your market share or product features. They are certainly not interested in your business strategy. They want a podcast that will inform them about an area they have a genuine interest in. That's the only way they will listen. So give them advice on how to improve their lives and you will get and keep an audience

There are hundreds of thousands of corporate podcasts and hardly any are downloaded onto MP3 players or iPods. But there are some brands that are doing good stuff. British Airways for example. Their podcast series, which resides both on their website and within iTunes is going along the right tracks (although the presentation style could be better).

Called Dr Sleep this series of a dozen 15 minute episodes gives listeners advice on a range of sleep related topics ranging from dealing with fatigue to managing jet lag and from sleeping comfortably on board an aircraft to managing your body clock across different time zones. As a frequent business traveller who suffers dreadfully from jetlag you can bet I downloaded all the episodes keenly. No doubt BA has decided to own the strategy of health in the air and one can see future podcasts on subjects such as Deep Vein Thrombosis and how to exercise at 35,000 feet.

Looking beyond travel, we see brands like John Lewis excelling in the field of podcasting. They have over 20 "audio guides" to everything from buying a digital television to choosing flowers for a wedding. They're proving immensely popular and are made with the professionalism of a top rated radio station. And they are downloaded by customers who find it a valuable part of their relationship with the department store.

So when you think of podcasting remember the golden rules.

• Have a strategy. A concept that brings value to the listener. Something they will want to download and consume in their own time.
• If you podcast listeners won't necessarily come - you need to write quality show notes against each podcast episode that entices the listener to listen to your podcast.
• Remember the quality of scripts, voices and music beds - listeners are very discerning.
• People won't listen to anything - they don't want infomercials!
• Listeners don't grow on trees - place your podcast in directories, don't leave it to languish on your website.

All these rules may make podcasting as a tactic seem daunting. It's not. You have a fantastic chance to steal a march on your competition. Make sure you think about the strategy for your podcast. Invest in it - good creatives, good copy and good presenters. Do that and you will get listeners in numbers you could only dream of.

Similar rules apply for blogging - but don't get me started on that...

About the author: Steve Dunne is chairman of Digital Drums, an internet marketing strategy company, a non executive director of Brighter Group, a travel industry marketing services company, and is a council member of The Chartered Institute of Marketing's Travel Industry Group.

marketer of the month - legal eagle

Paul Martenstyn, of Hardwicke Building barristers' chambers, is the first barrister's clerk to be awarded a Chartered Institute of Marketing professional certificate in marketing and Chartered Marketer status, explains how his marketing skills stand him in good stead in his demanding role

Marketing and Law historically don't go hand-in-hand but this is changing. We are essentially a service industry and we have targets to meet like any other business. This was the main reason I decided to embark on my professional qualification with The Chartered Institute of Marketing.

It was very hard and extremely demanding but a journey I thoroughly enjoyed. I would highly recommend this course to anyone interested in gaining a competitive edge in your respective marketplace. It's certainly given me a different view and a thorough understanding of the theory of marketing.

It's not only the barristers (and clerks) that make a difference in the service we provide - the whole of my chambers Hardwicke Building can affect the delivery of that service. From the moment the client walks through the door to the moment they leave, we must get things 'right'. Everyone from the post-room staff to the CEO must understand its importance. We must stay one step ahead of our competitors in our ever changing industry.

The Chartered Institute of Marketing has opened my eyes to the marketing profession. For example, I have already made a fantastic amount of good contacts through The Institute, and the knowledge hub is invaluable. The poet HH Williams said "furious activity is no substitute for understanding", and I would have to agree. Being a professionally qualified member of The Chartered Institute of Marketing has given me this understanding.

The world of Chambers

Barrister's clerks are one of the more unusual occupational groups in the UK today. The Bar is essentially a referral profession, and the barrister's clerk essentially acts as the agent. Clerks manage diaries, set fees and advise generally on their practice.

We ensure the barrister is in the right place at the right time, we negotiate their fees for advocacy and advisory work, and we have the responsibility of collecting these fees. On occasion we have to undertake a "counselling role" which means guiding younger members of the bar - junior barristers are dependent on clerks for they are the conduit to the world of work and therefore can shape their careers.

We have a unique situation to manage - all of our barristers are self-employed individuals and therefore some of their competition is other members of chambers in the same area of law. This quandary is something we simply have to manage especially when marketing chambers from a global perspective, ownership of clients is one interesting topic which crops up from time to time especially when marketing events are organised and decision are made on who gets to attend.

Our role does require us to think on our feet as most barristers are short-termist and anxious about where their next job is coming from! When work and earnings drop off, and if things are not going too well then the finger is firmly pointed towards the clerk.

In conclusion our role is quite demanding and requires us to be flexible, but this is one of the reasons I fell in love with the job in 1996. The responsibility of cultivating work is my forte as I see it, and the marketing side of the job has evolved this century and is now taken very seriously in chambers.

Competition at the Bar is tough, and this means clerks must be on top of their game when it comes to staying ahead of the competition. Chambers are now recruiting marketing professionals from outside the legal profession to assist with reaching targets and capturing new clients. Barristers' chambers with a marketing executive before the Millennium were few and far between, but this is changing. The legal profession has some catching up to do but we are slowly getting there.

Hardwicke Building is a forward looking barristers' chambers that aims to provide pragmatic and creative solutions to the legal problems of its clients. We are dedicated to helping our clients to meet their objectives, whether in litigation, dispute resolution or advisory work. Our clients include professional firms, businesses, charities, government bodies, and individuals.