In marketing, that’s what it’s all about… getting a response, or generating leads. This all translates into bigger profits, because a higher response rate typically will generate a higher purchase rate.

Here’s another way to look at it. If you sell a product for $500 and your profit margin is $250… and then you multiply that by your response rate (2-2.5%) you get $625,000 in profit. Using the same example but again accounting for the variable information factor (a 15% response rate) our profit would be approximately $1.8 million.

So you can see that the cost per response is much lower, and the opportunity for profit is much higher by paying more per page to get more effective, personalized document. These are very important ratios to bear in mind when doing the marketing math.

Design and Composition
Design and layout are critical success factors in 1 to 1 marketing. That’s why ad agencies and graphic artists are sometimes hired to complete this stage of the process. Their skill and expertise in branding packaging and presenting marketing messages is invaluable.
The creative process for 1 to 1 marketing does have its obstacles. Unlike designing documents for offset presses, careful consideration must be given to the placement of static versus variable information. Graphic artists should have a good understanding of database and printing technology. They should also understand the Limitations of the software and hardware they’re working with in order to successfully design a 1 to 1 document.

Data Processing
Data segmentation and analysis are the most important activity in the development of a full color, variable information documents. In the world of databases, there are two categories: Customer Transaction Files (CTF) and Marketing Customer Information Files (MCIF or MCF). These two databases are very different. CTFs are data- bases created from transactional data such as purchases or invoices. They have complex data formats, non-relational structure and contain Lots of customer codes that have minimal use in marketing programs. They are used extensively by service bureaus in transactional applications, but in this case the mainframe-type data is
cleansed (see data conditioning), formatted in the production workflow and flowed into a fixed template. Due to the complexity and difficulty in setting up applications with images and graphics with this data, CTFs are seldom used for marketing communications applications.
In stark contrast to CTFs, Marketing Communications Information Files are composed of demographic, geographic and psychographic (buying preferences, predisposition) information, relational, and contain critical data for development of customer loyalty, cross-sell and competitive knock-out programs, such as timeliness and frequency (RF) purchase behavior.
The process begins with the development of a “pure” MCIF database or one that contains selected data from the CTF (i.e customer refer-ence numbers). The final MCIF has two database components. One of these is a contact database containing customers, prospect and possibly channel partner information. The other database in the MCIF is a content database. Images (high-and low-resolution), graphics, and text blocks used for the application are stored in this database. If the program is variable, than the database may be quite extensive and large in MB size. When taken together, these two databases are referred to as an Integrated Marketing Database or IMD.
Once the MCIF database is linked, meaning that specific customers or groups of customers are associated with specific variable data content, a wide variety of 1 to 1 applications can be created using this Integrated Marketing Database.
Data Conditioning and Quality
To improve the quality of data found in databases, incoming data should be separated, corrected and standardized. Corrected records then must be matched with existing records. Once the existing records have been identified, consolidation can take place and the “cleansed” data can be uploaded for permanent storage.
It’s crucial that once conditioned, the data is updated on a regular basis, otherwise it is worthless. Accurate data can lead to a high response rate, while inaccurate data con potentially work against the seller by alienating customers.
Database technology is advancing rapidly and with the right vendor, a company can get their data in shape in a relative short period of time.
Fulfillment
There are many elements to fulfillment. In many cases it’s the final stage of the 1 to 1 workflow for the print shop - if, of course, the print shop chooses to handle the entire workflow. Like other pieces of the workflow, the fulfillment stage can be outsourced using a specialist.
Some 1 to 1 documents may be combined with stock pieces like brochures, requiring shrinkwrapping or envelope stuffing. During the fulfillment stage, bar codes and glyphs may be added to the face of the 1 to 1 documents for automated packaging and mailing purposes.

Response Tracking
Responses can be requested by return card, 800 numbers, e-mail, serial numbers captured on coupons. The response data should be captured and updated in the database. Most promotional programs consist of multiple parts. The next step cannot be achieved if the database is not updated.
Measurement is a staple of any good 1 to 1 marketing program… it’s only natural. Because the targets are so specific it’s easy to track customer response rates. In fact, measurement is a strategic element of most data quality and conditioning activity. Knowing and recording who is buying what and why is new customer data that is fed back into the system for use in the next VI campaign.
NOT ALL VARIABLE INFORMATION DECUMENTS ARE CREATED EQUAL
There are five categories of VI documents - distinguished by the amount of variable information contained in the document and the overall document design. Let’s take a look at the various categories most often associated with VI printing.

E-Z Personalization
The effectiveness of a personalized document is primarily based on the increase in response using customer-specific information versus a generic communications approach. For many marketing programs, this rise in response can be achieved with the inclusion of a person’s name, a company name or industry reference, signature, logo, and/or a change in one image or graphic on the page.
When the complexity of variable information on a document involves 1 to 3 elements on a page, we refer to this as “E-Z Personalization”.
Typically these documents use a simple template with fixed-size areas for insertion of variable information. Each of the variable elements is the same shape and size so they can be placed in designated area(s) in the template. Data may be Web- or marketing database-driven.
Applications in this category include personalized direct mail letters, simple mailers, custom postcards, customer-specific newsletters, targeted presentations, and various types of communications with demo-graphic references.

Versioning
Versioning is more complex than E-Z Personalization in some ways and easier in others. A versioned job is one that contains specific variable information for a group of customers that is a subset of the total universe. For example, catalog printers may section thousands of prospects into groups based on intelligence gleaned from list company demographics and psychographic profiles. Although the names are known and the materials are personalized, the variable information elements are not changed for every customer, rather each group receives the same documents.
Although the variable information does not change for every record other than the name and address, these applications usually involve major changes in variable information content, including large text blocks, graphics and images, among the groups.
Versioning jobs create variable sections or pages and store them ready to print. By matching the correct template or version with the correct target criteria, a document is created focused on the target audience. It is a highly effective means to target specific audiences based on age
groups, income levels, ethnic groups, languages, and other criteria. Typical versioning jobs include catalogs, insurance policies, newsletters, auto manuals, and multilingual flyers.
1 to 1 Marketing Communications
According to a recent Rochester Institute of Technology study, over $60B in annual revenue is generated from print jobs in this category. Marketing communications is a catchall phrase for the multitudes of print communication that is distributed every day. 1 to 1 marketing communications is the term used to describe materi¬als that are personalized or customized to a specific audience.
Imagine starting with a template that includes elements associated with corporate brand identity only. The rest of the template is wide-open – ready to be filled with variable text, graphics and images. The amount and type of variable content on a page can vary greatly with these jobs. Typically, the job contains sev¬eral variable text blocks, some with name and address information, and others with customer¬ targeted messages. Additionally, the material will have one or more variable images and/or graphics selected for that customer. Although the page layout can change in highly complex 1 to 1 projects, a condition known as a floating template, in most cases the page can be thought of as a fixed template with variable content areas. The latter makes it easy to set up a project and produce 1 to 1 communications as needed, pro¬vided there are no changes in the criteria and variable content used to construct the job.
There are a myriad of communications that fall under this category and offer personalization opportunities. They can be divided into three major classes: a) Direct Marketing, including letters, postcards, reply cards, self-mailers, notices/buckslips, packets and coupons; b) Advertising/Promotion such as flyers, data sheets, ad sheets/inserts, brochures, booklets, folders and posters/signage; and c) Catalogs, including business, industrial, consumer, specialty, dealer, distributor and mail order.

Personalized Web Fulfillment (PWF)
The Web offers an increasingly effective way to interact and learn more about customers. Soliciting and capturing valuable customer intelligence and using that information to create personalized documents is becoming a key element in building high impact marketing communication programs. Using the Web to capture customer preferences or fulfill customer requests for product or service information is not only an effective way to build and maintain a sophisticated database, it is also very cost effective.
The process for Personalized Web Fulfillment documents begins with the development of an Integrated Marketing Database (IMD) of contact and content information.
Contact information could include customers, prospects or channel partner data. Content information includes variable text, graphics and images. For each contact record in the IMD, there are references to the variable content that is used to create marketing materials specific to that contact. Once the IMD is set up, 1 to 1 applications can be created from an application template, which identifies the location of static and variable information.
Typically, the PWF architecture is a fully auto-mated system in which the Web site server is determining what content a customer or prospect should receive based on their specific data inputs to the site. In these cases, the Web site sends down a database file containing either the actual data that was entered or “pointer data” that identifies the variable infor-mation content used for the 1 to 1 communications. Typical jobs for Personalized Web Fulfillment include Web-enabled channel co-op marketing programs, product cross-sell Web site fulfillment campaigns, personalized travel itineraries, custom catalogs and brochures and other highly targeted fulfillment communications generated from queries for information, details, options or accessories.

Communications
Every day millions of pages of transactional documents are printed and mailed to customers around the globe. These statements, invoices, confirmations, receipts, and notices, to name just a few, are by definition variable in that each is directed to a specific individual or household. These documents are typically mailed to customers in envelopes together with other printed materials as separate pieces. The transactional documents are immediately removed from the envelope and put aside for action, which in some cases may be based on the ability of the document to send a clear, concise mes-sage. The remaining literature is quickly glanced at and in many cases discarded. This is where the opportunity lies.
With the new capabilities of digital color engines, transactional documents that included black and white or highlight color graphs and charts can now be striking full-color graphics that grab the reader’s attention and make it easy to understand the importance of the message. For example, colorful usage graphs for utilities companies demonstrate the value of a seasonal payment program. These graphs and charts are created “on the fly” a condition known as data-driven graphics.
Additionally, revenue building marketing messages such as cross-sell services and other “promotional” offers can be integrated into the body of the transactional document using variable full-color images, graphics and text; hence, the term “promotional/transactional communications.”
The importance of this emerging category of dig¬ital color printing has not been lost on financial, insurance and automotive companies, which are presently using sophisticated segmentation to build pyramids of customer audiences based on lifetime value (LTV) metrics. Once the hierarchy is developed, highly targeted, 1 to 1 marketing programs are created for the various LTV groups. In some cases, promotional/transactional docu¬ments are developed in black and white, high¬light color and full color based on LTV. In other programs, only the full color customers receive documents with images and graphics. And in many cases, all customers are mailed full-color transactional documents with personalized text and customer-specific images. Whatever the program, it is clear that this category of printing will continue to grow and generate significant ROIs.

*Based on Xerox Profit Through Personalization

•    He exudes professionalism which means he is an expert and has high standards of work ethics, morals and motivation – a person you can count on.

•    He has a lot of experience in the printing industry which means he can advise you on how to produce your project efficiently and economically.

•    He listens more than he talks and he asks you questions about your print jobs, like “Tell me how this piece will be used,” and “Is this piece part of a larger campaign?” and “What matters most to you about this project?” which means that he is not just an order taker but a business partner interested in your success, always gathering information to generate creative ideas for improving your projects and business.

•    He knows something about your company and your industry which means he understands your challenges and works to make your job easier.

•    He shows you samples that are not only beautifully produced, but they relate in some way to your needs which means that he understands your needs and your project’s requirements.

•    He is clearly going to be a resource for you and your firm, not an order taker.

•    He keeps in touch during the production of your job which means your stress is greatly reduced and you can focus on your other tasks.

•    He keeps his word or at least gives you a heads-up if, for example, deadlines are in jeopardy which means that you always have enough time to adjust.

•    He takes responsibility when appropriate, and doesn’t finger point which means when problems arise you can count on him to ensure that your delivery times are not jeopardized; and that he works in your best interest.

•    You can tell he’s someone you’d like to do business with for a long time because he’s not just a supplier but a business partner helping you achieve your goals and be successful.

•    He explains terms and technologies you don’t understand and keeps you current with new trends in printing which means that you become more knowledgeable, you are able to have better communication with other print suppliers and you are able to make more informed decisions.

•    He knows lots of other service providers who can complement work his firm does which means that you always get the best care and the best product and that he cares about your success.

•    He doesn’t bad mouth his competition which means that you can trust him and that he does not only care about his own self-interests.

•    He’s a high-energy person which means that when you need something done quickly you can depend on him getting it done.

•    He’s someone you’re happy to refer to your peers because you know that they will receive the same type of satisfactory service that you are receiving.

•    He keeps you calm during production, no matter how stressful it gets which means that you can sleep better at night knowing that you will get through the project alright.

•    He’s someone whose calls you always take which means he does not bore you with the same question “Can I quote on something?” but rather has something interesting to share with you.

•    He’s your ‘go-to’ resource which means that you can trust him that the information he provides you is always beneficial.

In this section, we’ll cover the critical planning stages for producing the more common types of business cards.

The planning issues unique to business cards are discussed here in the order that they might be considered by the communications, design and printing professionals working on them. This section is designed to complement the overview provided in the Planning Basics section. To get the most from this guide, we recommend that you review that section first.

In this discussion of production planning, we have identified 6 common types of business cards, distinguished by the printing or specialty graphics processes used to produce them - litho, engraved, thermography, litho/foil stamped, litho/emboss, tent card.

STAGE 1)    CONCEPT DEVELOPMENT

1.1 Develop project strategy

Business cards should be thought of as functional promotional tools. Here are some key issues to consider when developing effective business cards.

Size. The standard business card size is 31/2″ x 2″, which fits into most wallets and business card holders. This is not to say that business cards cannot be produced in larger or smaller sizes. However, always consider whether the non-standard size is practical for everyday use.

Information. Business cards are a way to connect with people. Pertinent contact information typically includes name, title, phone, fax, pager number, e-mail, web site and mailing address. If any of the information will change in the near future, consider printing enough cards with all the contact information in 1/color [to save money] to last you until the new information is available. At the same time, consider printing business card “shells.” These are cards with only the company logo printed on them. All you’ll need to do is imprint the new information on the shells to match the look of the original cards.

tip> Will there be an area code change in the near future? Business card “shells” enable you to imprint new phone numbers without the expense of reprinting the entire card.

Business cards: part of a whole

Think about the letterhead and envelope design while creating the business cards. The look for all three correspondence components are generally considered to be a family and are often consistent in look. When determining which paper to specify, see if matching envelopes are available, as well as writing weight for letterhead, and cover weight for business cards.

STAGE 2)   PRE-DESIGN PLANNING

2.1 Develop project specifications

How many cards do you need? Don’t waste money by printing business cards you won’t use. Ask the people you’ll be producing cards for to give you a rough estimate on how many cards they use per year. Then you’ll know how much paper you’ll need to order based on the quantity they’ll actually use. Note that 500 is a typical run for business cards, and you may not save anything by ordering fewer than this.

Decide what kind of impression you want to make. Based on the image that you want to project, determine how basic or elaborate you want your cards to be. The least expensive and most basic option is to have the cards printed offset. For a little more money and panache, people are increasingly choosing thermography, which simulates the look of engraving. Or, you may want to spring for engraving, a process that delivers unparalleled elegance, but is more costly and usually requires a specialty printer. Other design techniques that can make a striking first impression include the use of special finishing processes such as foil stamping and embossing.

2.2 Establish your delivery date

2.3 Get a ballpark quote

The vendor selection process may take place now or during Stage 4. If contemplating various printing techniques for business cards, obtain a ballpark quote early in the process to help with cost comparisons.

2.4 Establish your budget

STAGE 3)   DESIGN

3.1 Develop the design

Aside from including complete contact information and maintaining graphic and tactile consistency with the company’s identity, here are some ideas to consider when creating an effective business card.

Focal point. People from the Western Hemisphere tend to read left to right, top to bottom. This makes the eye travel just above the center of the card, otherwise known as the focal point. This is often where the logo is placed, although it is by no means always the case. Wherever it may be, the focal point is also a good opportunity to use engraving, thermography, foil stamping or embossing. The rest of the contact information, and sometimes a corporate slogan, are placed in an easy-to-read position that visually connects with and supports the focal point of the card.

Watch the bottom. When designing a business card, take into consideration that cards sometimes get punched and placed in a card file, thus potentially cutting off any important information that is placed too close to the bottom of the card.

The back of the card. The front side of the card is where all the main contact information is placed. But what about the back? That blank space on the back of the card is a great opportunity to incorporate information that wouldn’t fit on the front, such as corporate slogan, mission statement, or key words that describe the product or service. However, printing on both sides of the cards takes a little more time. It requires two passes through the printing press, and inks have to dry between each run, which slows down the process. If the card is embossed, consider the deboss impression on the back of the card.

3.2 Obtain preliminary design approval

STAGE 4)   VENDOR SELECTION

4.1 Locate appropriate vendors for your job
This selection process will be driven by the method of printing. If engraving or another specialty graphics process will be used, it’s best from cost and timing perspectives to identify printers who can perform this work in-house.

4.2 Obtain a formal estimate

4.3 Select the best vendor for the job

4.4 Develop your production schedule

Once the printer has been selected, it’s time to develop a production schedule for the job. Ask the printer for a copy of their schedule, and add the other key steps leading up to the printer’s involvement.

STAGE  5)  PRE-PRESS PLANNING

Hold a production meeting

Even though business cards are usually fairly basic, it’s still important for designer and printer to talk about the particulars of the job. The selection of paper is one of the most critical issues, especially if the same line of paper is being used for letterhead and envelopes. Paper is equally critical if a specialty process, such as thermography, embossing or foil stamping will be used. Not all paper is suited to these processes.

If you’re creating a tent-fold business card, make sure the printer is planning to score and fold the card. Most printers can handle this task in-house and will do it automatically, but double-check before you make assumptions.

STAGE  6)  FINAL DESIGN

6.1 Have the job approved by client

6.2 Get the job proofread

Printers report that clients often have to reprint cards due to mistakes that could have been caught with adequate proofreading. After you’re done double-checking the proofs, pass them along to the people you’re printing the cards for to ensure that their names are spelled properly and their contact information is accurate. Ask them to initial the proof once they have looked at it.

If there are changes to be made, write any corrections on the proof in a different, distinguishable color. Circle any errors, and write your changes out clearly, to avoid further mistakes. People often try to squeeze edits into a small space, thus making changes difficult for the printer to read.

STAGE 7)  ON PRESS

7.1 Conduct a thorough press check

Due to the basic nature of business cards, press checks often aren’t performed for business cards. If you want to be on press with your job, be sure to let your vendor know as early as possible.

STAGE  8)  FINISHING

8.1 Inspect the job

When checking business cards, make sure trimming has been done accurately. Randomly select sample cards and measure them.

8.2 What to do when things go wrong

See page 25 in the Planning Basics section for information on this stage of the production process. You may wish to review the tips on inspection of a completed job for guidelines on what to do if there are problems.

STAGE 9 DISTRIBUTION

9.1 Reconfirm shipping

Provide shipping instructions to your printer early on with detailed    m information about each location receiving shipments. It’s also a good idea to ask the printer to tape a sample of the cards on the outside of the box so the person receiving them will know what’s inside. This is especially important if there are more than one person’s business cards enclosed in the package. This will avoid the aggravation of searching through boxes trying to find each person’s cards.

9.2 Have samples delivered

9.3 Notify receiving party of job’s arrival

Find out from the printer about the estimated time of arrival of the cards. This allows you to call ahead and alert the troops to keep an eye out for the delivery. It’s also a good idea to get the tracking numbers and the courier phone numbers as a backup.

(From 2001 Via basics Planning Guide)

5 Steps to successful unaddressed campaign

Step 1: Managing Costs
The largest chunk of cost in direct mail is the number of pieces that you will be sending. But there are other costs that can be managed:
Creative: Make sure the layout meets specifications.
Copy: The point of direct mail is to get a response, therefore, make sure there is a compelling reason to action and the action is easy to engage.
Photos/Illustrations: Use stock photography rather than expensive custom photos.
Order Placement: (this is if you are doing this by yourself rather than letting the printer manage this for  you) Canada Post offers Full Electronic Order Entry, Partial Electronic Order Entry, Manual Order Entry, each will cost you a little different.
Mail Preparation: mail needs to be bundled and put into boxes or containers, according to CP specs.
Transportation to CP: if you are doing a large mailing targeting a large geographic area you may need to deliver to multiple CP locations to save or you may deliver to one CP location and let them distribute it for a per piece cost.
Volume Pricing: If you are planning to do over 100,000 plus mail drops over the next 12 months it’s a good idea to call Canada Post and look into volume-based discounts.
Mailing Costs: stamp cost depends on number of pieces being mailed and weight of the piece. CP’s price sheet.
Step 2 – Identify the target delivery routes
Good targeting drives as much as 60% of a campaigns success. Unaddressed Admail gives you many delivery routes: either a single route, a neighbourhood or the whole nation.
CP offers a variety of tools and services to help plan the target routes for your campaign:
Residential and Business Counts and Maps – this tool gives you the number of houses, apartments, farms and businesses for delivery routes across Canada. You can even search by postal code or letter carrier walks.
GEOPOST PLUS – This tool is similar to the above but a lot more sophisticated. It will tell you what your customers in a specified route look like (age, income, how much money they spend, what they buy, what do they read, watch and do); for businesses it will tell you number of employees and annual revenue.
Step 3: Design and Format
If you’re thinking of running an unaddressed admail campaign it is important to sit back and think things through really well. We all get unaddressed admail in our mailbox. Try to remember a piece of mail that grabbed your attention. Was it small? Was it large? Did it involve some sort of tearing to reveal the offer? Was it in colour? Black and white? All this is very important because we get tons of ads in our mailbox. You want to make sure that yours stands out.
Canada Post’s size specifications give the designer a lot of room to come up with imaginative mailing pieces but there are limitations. Consult your printer to make sure that the design will fit into CP’s specifications.
Step 4: Getting it Delivered
Before your piece reaches your target audience it must be delivered to Canada Post. The only way that Canada Post will accept your mailing is when it is organized in equal-sized bundles and inserted into CP’s approved containers. Paper work must be submitted with the mailing together with a sample of the piece. Talk to your printer about this.
Step 5 Measuring the Results
Many factors play a role in the success of an unaddressed admail campaign including: what is being promoted, who is targeted, the offer, time of year and even the state of the economy. Direct marketing is not simple. The key to success is constant learning and making adjustments which means that it is necessary to have in place some sort of tracking mechanism.
Here’s a brief personal example: Last year a barber in my neighbourhood distributed postcard-sized flyers to mailboxes within a radius of his shop. The information on the postcard: Name of the barber shop and address on top of a picture (can’t recall what the picture was). I don’t know how successful his campaign turned out to be but I personally don’t think it went well. First, there was no offer and no incentive for me to keep the flyer which means no way for him to track the response rate. He could ask everyone coming in whether they saw his postcard but from personal experience people will say ‘yes’ to such a question just to give a reply.