We all make mistakes, but years ago a teacher told me, “If you’re not making mistakes, you’re not doing enough.”

Mistakes can be learning experiences, but as valuable as it is to learn from our own mistakes, it can be more profitable to learn from the mistakes of others.

Throughout my 30-plus years of direct marketing, here are five of the most common mistakes I see mailers make. And regardless of our own experience, we can always profit from the lessons others had to learn the hard way.

1. Refusing to make a long-term commitment to direct mail

Successful direct mail is methodical. It requires a plan and the discipline to follow the plan. It is not a get-rich-quick scheme.

Not everything will go right on every mailing. Whether you are a startup or a mature mailer, some tests will lose money, and your organization needs to have a long-term commitment to its direct mail program in order to get through these situations. You can’t repeatedly start and stop a direct mail program and hope to be successful.

You can test direct mail and if in six months it doesn’t prove profitable, you can get out. But, with very few exceptions, you can’t make direct mail profitable in six months. Successful direct mail is a process of building upon test results from one mailing to another. It takes discipline and commitment. There are no shortcuts.

2. Not doing the math first

Before investing money in a mailing, determine the results you need to justify its costs. Without this information, you can’t make an informed decision on whether the mailing makes sense.

It’s one thing to read test results and acknowledge that a mailing failed, yet it’s far better to avoid any test that has little chance of succeeding.

Too often mailers test offers, formats and premiums that because of their cost require an unrealistic response to beat the control. And just as often I’ve seen mailers reject a promising test because they thought it cost too much.

Performing a few easy calculations–using rollout costs–before you commit to the test will help you determine whether a test makes sense. (See How to Use a Pre-Event Routine for More Profitable Direct Mail Testing.)

3. Ignoring list selection

Nothing plays a greater role in your mailing’s success than list selection. No matter how good the copy or offer, you’re not going to sell lawnmowers to Eskimos. Work closely with a list professional who has experience in your market and who will take the time to learn about your organization, its competitors, the mailing’s offer and your past mailing results.

Yet as invaluable as a good list broker is, don’t make the mistake of forfeiting responsibility for list selection.

Take list selection personally. Marketing directors should understand the list selection process, what the selected lists have in common with existing customers or donors, and where the names originated. (Are these survey names, previous buyers, subscribers, etc.?) Copywriters can’t talk effectively to the recipients without knowing what lists are being mailed. And only by understanding who will receive the mailing can a graphic designer select the proper colors, fonts and graphics.

Stay involved with your mailing’s list selection. There’s nothing more important to your direct mail’s success.

4. Failing to invest in a regular testing program

I’d be a rich man if I had a dime for every time someone said, “I don’t need to test. My control is still working.” Or “I can’t afford to test.”

In truth, you can’t afford not to test. And you certainly don’t want to wait until your control stops working before launching a testing program. That would be like waiting until you crash your car before buying auto insurance.

There are a limited number of people who will respond to your mailing, and that number shrinks each time you mail.

Even the best mailing packages get fatigued. To remain competitive, you must continue to test new lists, offers, formats and copy. Even the few direct mail letters that remain the control year after year need to be “tweaked” to maintain response. A successful direct marketer is always pushing for better results, and you can achieve this only with a disciplined testing program.

5. Don’t ask for the order

Direct response is sales pure and simple. If you’re too embarrassed to ask for the order or contribution, or if you believe that asking doesn’t reflect your organization’s image, then you’re in the wrong business.

As direct marketers, our job is to convince recipients to take a specific action. Whether it’s to buy a product, make a contribution or provide contact information, you need to tell the recipients exactly what you want them to do. Then remind them and, finally, tell them again.

You must ask for the order. Otherwise you’re engaged in a public information or brand-building effort. And while these are both noble exercises, they are not direct-response marketing.

This list of five common direct mail mistakes isn’t intended to be a complete list of “learning experiences.” You probably have an experience or two you want to add to the list, and I would appreciate seeing your comments below.

But let’s all agree that it’s better to learn from the mistakes of others than to pay to make the same mistakes ourselves.

Download as pdf

Getting the basics right goes a long way toward achieving direct mail success. In my last post, we discussed 11 strategies that you’ll want to include when planning your next campaign.

You can see these here.

To complete 21 Steps to Direct Mail Success, here are ten more often overlooked strategies that you’ll want to include in your next campaign.

12. Test, test and test are the three most important rules of direct mail; yet mailers regularly claim they can’t afford to test. In truth, you can’t afford not to test. Even the best mailing packages fatigue. There are a finite number of prospects who will respond to any mailing, and each time you mail your control, fewer and fewer people remain in this pool of names. To remain competitive, you must continue to test new lists, offers, formats and copy. Even the few direct mail letters that remain the control year after year are “tweaked” with subtle changes to maintain response. A successful direct marketer is always pushing for better results, and this can be achieved only with a disciplined testing program.
13. Test the big things. When you’re looking for breakthrough results, test the lists, offer, format and copy. Testing minor copy revisions on page 3 or changing the paper stock of the reply form or the color of the return envelope will make a difference only to large-volume mailers. To everyone else, it’s a waste of money.
14. Maintain control of the package design. Don’t surrender control of the package’s design to the graphic designer. Direct response isn’t about looking good or winning awards. It’s about getting results. Understand how people read direct mail and design your layouts accordingly. It may not look “award winning” and the designer may not agree with your choice of type, but readability is more important than pretty. (See How to Use Graphic Devices to Boost Direct Mail Response Rates.)
15. Focus on the letter. Brochures explain while letters sell. There are exceptions, but more often than not, including a brochure will depress results. And, if you don’t make the outer envelope interesting, no one will see your great letter copy. Focus on the letter, the response form and the outer envelope.
16. Ask for the sale. In direct response, your purpose is to convince the recipients to take a specific action. Whether it’s to buy a product, make a contribution or generate a lead, you need to tell the recipients exactly what you want them to do. Then remind them. And tell them once again. To make the sale, you have to ask for the order.
17. Test before you adapt. We can learn from the mistakes of others and we can learn from their success, but every organization is unique, so don’t assume that what works for your competitor will work for you. Test it first.
18. Put the needs of your donors or customers first. You’re not the only one writing to your customers, and more often than not, even your multiple buyers/donors won’t remember your name. In every communication, remind even your most frequent donors/buyers what your organization is, why it’s important to them and how they benefit.
19. Give the copywriter all the information he or she needs. Several clients have told me that they don’t want to prejudice my thinking by sharing package samples or past results. But are you paying the copywriter to be creative or to beat your control? We live in an “age of skepticism,” and the more information the copywriter has, the better the job he or she will do. Besides, an experienced copywriter can often discover new concepts buried in old package samples and research material.
20. Respect your test results. In direct response, we don’t need to decide what lists, offer or copy works best. With proper testing, the customer will tell us what works. Before adopting any major change to your mailing package, double-check the list work for the test, review package samples and confirm your postal receipts. But once everything checks out, don’t second-guess the test results.
21. Deal with the back end before you mail. When accepting orders via phone, everything comes down to one telephone call. And if the person answering the phone isn’t trained, professional and polite, you’ll not only lose the order, you’ll lose the customer. And if you’re directing respondents to a landing page, make certain that its contents and look match that of the mailing piece. Confirm your inventory and work through the entire ordering process to ensure that it gives the customer a good experience. And be certain that procedures are in place to credit telephone and online respondents to the mailing’s results.

Including these essential steps in your direct mail campaign doesn’t guarantee success, but these steps will greatly increase your probability of achieving a successful mailing.

You can download the complete list of “21 Steps to Direct Mail Success” as one document in my Direct Mail Resource Center.

Download as a pdf

The key to success is to avoid making mistakes. And with direct mail, getting the basics right accounts for 95% of all successes.

21 Steps to Direct Mail Success

You can find many articles about effective direct mail testing, copy and design in my other posts, but here I focus on key–but often overlooked–elements of a successful direct mail campaign.

Below are 11 essential elements of a successful direct response campaign. In my next post, I’ll follow up with an additional ten steps that you’ll want to incorporate in every direct mail campaign.

1. State the campaign’s objective clearly. Get everyone focused on the same goal before launching the campaign. Generating a lead is quite different from closing a sale with a prospect or cross-selling to a customer. Each effort has its own expectations and everyone needs to understand how to measure success.
2. Start with a budget. Every direct response campaign is measured by its results. Know how much you can spend to meet these expectations, and before you mail, establish how much money you’ll have to follow up on your initial tests. It doesn’t do you any good to achieve breakthrough results unless you have the resources–time, money and personnel–to exploit your success.
3. Establish a mailing schedule. Knowing that even the best plans will change, I schedule mailings twelve months out. Holidays, annual events, anniversaries, etc., often inspire donor and customer mailings, and these dates can become the core of your schedule with other “To Be Announced” mailings planned around them. For acquisition mailings, schedule follow-up mailings 45-60 days after the test is in the mail–or the number of days it will take to receive, process and analyze the returns plus the time required to produce the follow-up mailing. Without a schedule, project dates quickly begin to slide and things just don’t get done. A schedule is one of your strongest planning tools.
4. Do the math first. There is no reason to spend money on a direct mail campaign if the results needed to turn a profit are unrealistic. We all enjoy a challenge, but, for example, a 20 percent break-even response on an acquisition mailing isn’t realistic. Do the math first and avoid any mailing that has little chance of success. (See How to Use a Pre-Event Routine for More Profitable Direct Mail Testing.)
5. Focus on the mailing lists. The creative portion of the mailing may be the most fun, but it’s not the most important. Turn your attention to selection of the mailing lists. Nothing will play a greater role in your success or failure than list selection. No matter how good the copy or offer, you’re not going to sell lawn mowers to Eskimos. Work with a list professional who has experience in your market and will take the time to learn about your company, its competitors, the mailing’s offer and your past mailing results.
6. Show the benefits. No one really cares what your gadget does or how worthy your organization is. What they care about is how they will benefit from responding. The benefit can be tangible or intangible, but fulfilling the prospect’s needs is far more important than anything you’re selling. Show how your offer meets the prospect’s needs and you’ll make the sale.
7. Don’t reject a promising test based on price alone. Just because a test cost 50 percent more than the control doesn’t necessarily mean you need to increase response by 50 percent or more. Rather than ask how much the test costs, ask, “What response does this test need to beat my control?” (See link provided above in #3.)
8. Test new offers. The offer is what you promise the recipient and what you ask in return. And your offer is second only to the mailing list in terms of its effect on the campaign’s success. If you’re looking for breakthrough results, test the offer. (For ideas on offer tests, see 17 Ways to Improve Your Direct Mail Offer.
9. Test enhancing your mailing package. You’re more likely to increase net profit by adding to the package than you are by eliminating a component. Test new package components that promote the premium, display testimonials, emphasize the guarantee, and add credibility to the organization or letter signer. “Bells and whistles” like address labels and peel-off stickers for the prospect to move to the response form still work and often give you a big bang for the buck. (The one component you probably don’t want to add is a brochure. If you use a brochure now, see what happens when you drop it. It’s likely a drag on results.)
10. Hire a professional direct response copywriter. You may have someone within the organization who, because of his or her intimate involvement with the group and the sincerity of his or her beliefs, can produce a letter that outperforms copy written by a professional direct mail copywriter. But these people are few and far between. Hire a professional direct response writer. It will be money well spent. And recognize that copywriting for general advertising and direct response copywriting are two different skill sets.
11. Now is the time to test. Don’t wait until your control stops working before testing new lists, offers, formats and copy. If you do, cash flow will come to a halt and you’ll feel like you’re standing in a hole trying to dig yourself out. It’s not a career-enhancing move.

In my next post, I’ll publish ten more easy steps to take to achieve direct mail success. (Subscribe to my blog–see sign-up in the navigation column to the left–and you’ll receive this next post automatically.) In the meantime, best wishes for your continued success.

Whether you’re promoting an idea, a product or a service, successful direct mail copy persuades the reader to take a desired course of action.

Years ago, the televangelist Don Stewart successfully wrote to his supporters saying, “Send $25 now. I’ll explain later.”

But today we live in an “age of skepticism,” and without facts to support the letter’s claims—and a clear understanding of the mailing’s purpose—the direct mail copywriter cannot write his or her most persuasive appeal.

Facts help build creditability, and every promise needs to be supported with believable data. But, to do his or her best work, the direct mail copywriter needs more than product information. Before beginning to write, your copywriter also needs to know:

• What’s the purpose of the mailing?
• Who will receive the mailing?
• How will the offer benefit the reader?
• What are we asking the recipients to do?
• Are there any terms or phrases that must be included or excluded?

Additionally, I want to know current response rates, average order and the cost of the control package so I can estimate how much we can spend on a new test package. Does it make sense to add an insert to the mailing, use a larger format or include a premium? (See my past blog entry, How to Use a Pre-Event Routine for More Profitable Direct Mail Testing.)

Why share mailing list information?

The best direct mail is a one-to-one communication between the letter signer and the mailing’s recipient. And only by understanding who will receive the mailing can the copywriter effectively communicate the offer.

When we meet someone for the first time, our conversation becomes much more effective once we learn a little about each other. The same is true for the copywriter when writing to prospects or customers for the first time.

Understanding which mailing lists or segments are most successful—and least successful—along with all available demographic information and buying/contribution history, can help the copywriter speak more effectively to the mailing’s recipients. Plus, the copywriter can use this information to personalize the letter copy—which typically increases results.

Why mail volume is important to the copywriter

Including involvement techniques—surveys, CDs, samples, admission tickets, address stickers, etc.—in a test package is often a great way to achieve breakthrough results. The same is true of oversize formats and premiums.

All of these add-ons come at a cost, but with the price breaks typically available with large volumes, the copywriter can consider testing “bells and whistles” that would not make sense for a low-volume mailing.

And when knowing there will be more mail volume, the copywriter can propose more tests.

For example, if your mailing is only 100,000 pieces, it doesn’t make sense to mail five different tests of 10,000 names each. This would put half of your total mailing at risk, and that’s not a good idea for cash flow. And, depending upon the response rate, making your test cells smaller might not generate enough responses to achieve statistically valid results.

Yet when mailing a million pieces, assigning the same 50,000 names to testing would only represent one-twentieth of the total mail volume—a far less risky investment.

Sharing potential mail volume can help the copywriter make better use of your test dollars.

More information is better

The more information the copywriter has the better job he or she can do. Here are several other things I want to know before I start to write—and why:

• Who is the letter signer? I ask for a biography of the letter signer because the direct mail copywriter speaks for him or her. And the more the copywriter knows about the person signing the letter, the better he or she can relate the copy to the recipient’s needs.
• Who are the client’s competitors? A competitor presumably shares at least a portion of the audience I’ll be writing to, so I want to see how they present their offer and review the benefits they promise.
• I also want to see samples of the company’s space ads, collateral, and radio and television ads. Direct mail is only part of the organization’s marketing plan, and the copywriter needs to create a synergy between the different advertising mediums. The company’s communication to the targeted audience—whatever the source—needs to share a common image and message.
• Share testimonials and press clippings—both positive and negative. They can add creditability to the copy.
• Provide the copywriter with a sample of the product or let him or her experience the service. Holding, feeling and using the product or service lets the copywriter experience its benefits, and as a result, he or she can then better relate these values to the prospective buyers.
• How will the client judge the package’s success? Will it be net dollars, number of new customers, customers making a second purchase, click-throughs, telephone calls or the number of leads received? The client will judge my performance by the package’s success, and we can avoid disagreements by agreeing on the rules beforehand.

Share mail samples

Some organizations worry that sharing past mail samples will limit the copywriter’s creativity and influence the work. But creativity isn’t the job of the copywriter. Increasing response is.

Past mailings should influence the copywriter. After all, the whole concept of direct mail testing is to build on past successes and avoid past mistakes.

If there are particular techniques that consistently work, I want to consider including them. If there are concepts that have consistently proven not to work, I want to avoid them.

And the argument not to share samples because the organization must preserve its confidentiality just doesn’t work. Once the package mails to thousands of complete strangers, it’s not a secret. Share it with your copywriter.

To achieve the highest return on the organization’s test budget, share information, samples and past results with your copywriter. When you do, everyone wins.

When receiving direct mail, the outer envelope is the first thing we see. Yet too often, its design is an afterthought.

But without a convincing envelope, even the strongest offer and best-written copy will take a quick, one-way trip to the trash.

When creating a new direct mail package, I try to think like a door-to-door salesperson. The outer envelope is my knock on the door and how effectively I use it, will determine the mailing’s success.

ELEMENTS OF THE ENVELOPE

Eye-study research reveals that recipients will spend no more than 7 seconds deciding whether to open the outer envelope. Fortunately, we have five tools we can use to convince the recipient to look inside. These are the:

1. Address piece (label, window, personalization)
2. Teaser
3. Return address
4. Postage type
5. Color and stock of paper, and the graphics

According to Professor Siegfried Vogels’ Eye Flow Studies Provide Clues for Improving Your Direct Mail, here’s how people look at an outer envelope.

First, their eye goes to the mailing address (1) and then to the left of the address (2). From there, the eye moves to the return address (3) and then to the postage (4). The package’s color and paper stock are typically the last things noticed.

Here’s how you can make each of these four elements work for you.

1. The mailing address is the first place people look. They like to see their name, so get it right!
2. When you use a teaser, Vogel’s study says it belongs to the left of the mailing address. But if you don’t have a good teaser, don’t force one. Not having a teaser can actually tease. If you have a FREE offer, go ahead and shout it, but don’t feel that a teaser is required.

Use your choice of typestyles to make the teaser more effective. Sometimes big, bold type is best. Other times, a “handwritten” font works better. But recognize that you have choices, and make your choice based upon the look and feel of the entire mailing package.

3. Vogel’s study shows that a return address on the outer envelope is an important factor when people are deciding whether to open your mailing. You can use a “handwritten” or Courier type for a personal look. Or you can print the return address in a formal type along with the company logo. It all depends on the look and feel of your entire package. For acquisition mailings—especially when you’re repeatedly re-mailing the same people—you may want to test using the return address without the company’s name. But when mailing to repeat customers, showing the company name will typically add credibility to the mailing. (If it doesn’t, you have a bigger problem.)
4. Your choice of postage is not a decision left to chance. When using First-Class postage, multiple stamps typically beat a commemorative stamp. A commemorative stamp will beat a regular stamp. And a stamp will beat postage-meter indicia, which will regularly beat preprinted indicia.

Even if you have to overpay postage by a penny or two—when the denomination of available stamps doesn’t exactly meet the actual postage cost—live stamps typically more than pay for themselves.

However, like your teaser and return address, make sure your choice of postage type fits the image of the entire package. For example, live stamps are the most personal—especially multiple stamps#&8212while preprinted indicia are the most impersonal. Yet, if you have official-looking outer envelopes, preprinted indicia fit the image far better than do stamps. You have choices, so use them to your advantage.

A final note on postage: First-Class postage adds perceived value to the correspondence. When using live stamps, pick stamps with colors that contrast with the envelope. And anytime you are mailing First Class, make sure the recipient knows you’re investing extra money to deliver your message. Don’t keep it a secret. In big, bold letters imprint:

FIRST-CLASS POSTAGE

Don’t let there be any doubt. You consider your recipients special and you’re investing extra money to deliver your message to them.

5. Stock and Color may be two of the most over-tested components of a direct mail package but they do help convey the overall image of your package. For example, for “official” packages, I like to use a brown kraft stock. When I’m using a teaser to promote a free offer, I like yellow or white stock because of its contrast with the type. Overall, I try to stay away from cool colors when selecting paper stock.
6. Don’t forget about the back of the envelope. Of the seven seconds the prospect might spend examining your envelope, more than half of that time will be looking at the backside as they open the envelope.
7. Regularly test new outer envelope deigns. New envelope designs are the easiest and most cost-effective way to keep a control fresh.
8. And perhaps most important, the outer envelope is only one part of the total package—not an independent component. You wouldn’t use an official-looking envelope with a handwritten letter inside. Likewise, you wouldn’t use a live stamp with most official letters. All the envelope’s components must work together, and the envelope must work with the entire package.

Follow these guidelines and you’ll have a better chance of getting the envelope opened and your message read. The envelope is your first contact with the prospect and, when designed properly, it will make a positive first impression and lead you to greater success.

When times get tough, everyone wants to cut direct mail costs. After all, if we can bring in the same amount of money and spend less, our profits increase.

And there are ways to cut costs without necessarily hurting the effectiveness of your mailing.

Cut Costs or Make Money?

You can, for example, trim your package format by ¼ inch or so to make it run better on your printer’s press, use a cheaper paper, test smaller formats, omit package inserts or eliminate the premium.

But don’t act too quickly.

Before getting caught up in the rush to cut expenses, we need to remember the objective of our direct mail campaign.

Because few, if any, of us mail to save money.

For most of us, the mailing’s objective is to make money.

This is a huge distinction. Saving money and making money isn’t the same thing. And, more often than not, we can increase the mailing’s profitability by adding to the package rather than by subtracting from it.

To increase your mailing’s profit, even as you increase its cost, you can:

• Add an involvement technique—a survey, membership card, petition, name stickers, a certificate—anything that gets the reader involved with the package. But it’s not enough just to toss the piece into the package. You must weave it into the copy and give it a reason for being there.
• Offer a premium and promote it with a separate insert—I’m a strong believer in premiums and need a reason not to offer them. The premium doesn’t need to be expensive and can be as simple as a white paper, a decal or a bookmark. But it does need to have a perceptible value.Many groups hate premiums believing that they cheapen the organization. But most donors and customers respond to them and, in my experience, when used properly, a premium will increase the mailing’s net profit.
• Test a larger format. A larger format is going to increase your production cost and perhaps even your postage cost. Yet they grab attention and generate response. Today, fewer oversize formats are being mailed so they command even more attention in the mailbox and can be especially useful for acquisition campaigns. In tests, when nothing other than the format size was changed; I’ve seen response increase by 100% when using a large format.
• Add an insert that emphasizes your guarantee. (If you’re not using a guarantee, you need one.) The mailing’s recipient has plenty of reasons—real or perceived—not to respond to your offer and the guarantee helps remove any hesitation that might otherwise jeopardize the sale. And by featuring your guarantee with a separate insert, you’re calling attention to your promise of a good customer experience.
• Include a lift note. The lift note, signed by someone other than the letter signer and printed on a different paper stock—the perception is that it’s coming from source other than the main letter—has many uses. You can use it to add credibility, present a testimonial or endorsement, emphasize your risk-free offer, expand upon the offer, tell a story, customize the offer to particular list segments and provide an added “push” to get the reader to respond.
• Spend money on list segmentation. Every good list includes bad names and every bad list includes good names. And since the mailing list is the most important component of your mailing, there’s no better place to spend money than to refine your list segmentation. List modeling/profiling isn’t cheap but with better segmentation you can increase your response and even reduce your total costs by mailing fewer, but better targeted, mailing pieces.

All this isn’t to suggest that you should drop your efforts to reduce costs. But cost cutting alone will not produce sustainable success. And I’m not suggesting that you change your control mailing without testing.

I am, however, suggesting that before investing in a new test mailing, you do the math to determine how much of an increase in response or average order is needed to justify the mailing’s added expenseand decide whether, with the changes being tested, this is a reasonable expectation.

It’s certain that we will continue to come under increased pressure to reduce costs but as direct marketers, we must change the conversation from how to cut costs to how we can make our mailings more profitable.

Just about every direct mail copywriter can benefit from a good editor. Yet many decision makers who approve copy—clients, compliance officers, board members and managers—aren’t trained to edit the copywriter’s work.

Here’s a simple 3-step method and checklist that might help.

Step 1

When reviewing a direct mail letter for the first time, sit on your hands.

One of the biggest mistakes is to pick up your red pen before you’ve reviewed the complete mailing package. Checking for errors in grammar, spelling and sentence structure is essential. But when you proofread the letter before reading the entire package, you’re likely to miss the big picture. It’s like letting a tree block your view of the forest.

Before you pick up your pen, read the complete mailing package and then ask yourself, does this letter:

• Speak directly to the recipient?
• Convincingly show how the offer fulfills the needs of the reader?
• Clearly communicate the mailing’s objective?
• Establish the creditability of the organization and/or product?
• Issue a clear call to action?

Once you’re satisfied that the copy meets these initial requirements, it’s time to move on to a more detailed review.

Step 2

A good editor knows to look for more than the writer’s use of words and will ensure that the copy quickly captures the reader’s attention.

[ ]  Is the letter starting with its best lead? Often, you’ll find the strongest lead buried in the third or fourth paragraph.

[ ]  After reading the first few paragraphs, will the recipient know why he or she are receiving the letter?

[ ]  Within the first few paragraphs, can you recognize the audience targeted by the letter? If, for example, the letter is targeting previous donors or customers, the copy should recognize the recipient’s status early in the letter. If you’re writing investors, collectors or sports fans, the first few paragraphs should acknowledge the recipient’s interest.

And to increase readership, the editor will check:

[ ]   Is the letter inviting to read? Does it use short sentences, wide margins and a double space between paragraphs? Are the paragraphs indented?

[ ]   Do pages break in mid-sentence so the reader must turn the page to complete the thought?

[ ]  Is the letter using a serif type style?

[ ]  Is the text at least 12-point type, especially for older audiences?

[ ]  Does the letter have a logical flow from paragraph to paragraph?

[ ]  Does the message unfold in a logical manner?

[ ]  Are there any “in-house words” that the average reader won’t understand?

[ ]  Is the letter written as if it’s from one person to one other person? Check the copy for “us” and “we” and, whenever possible, replace them with “me” and “I.”

[ ]  Is the copywriter taking full advantage of the printer’s capability to personalize the package? For example, if the inside address and/or salutation are personalized, why not extend the personalization to other parts of the page?

[ ]  Can you rework any passive sentences?

And to add creditability to the package:

[ ]  Review the letter as part of the complete direct mail package. All components—the outer envelope, letter, response form, reply envelope and any inserts—need to work in harmony.

Although we’re now focusing on the letter, remember that you’re editing one component of a package and not a stand-alone element. For example, if the outer envelope has an official look, the letter copy needs a more formal approach. But if you’re using a hand-addressed envelope, the letter’s copy will be more informal. Everything needs to work together.

[ ]  Does the letter use testimonials or other documentation to support its claims?

[ ]  If the letter includes “handwritten” notes or underlines, are the same color ink and “handwriting” used for the letter-signer’s signature? Remember, the person signing the letter is the person writing the notes.

[ ]  Is the letter’s signature legible? (Signatures that are difficult to read promote a negative response.)

And to make the sale:

[ ]  Can you quickly identify the offer?

[ ]  Does the letter close the sale by specifically telling the reader what action to take?

[ ]  Does your P.S. restate the benefits and the call to action?

Step 3

Now, read your letter aloud. Remember, the best direct mail is written in conversational English, and this is where you’ll spot clumsy phrasing, overuse of particular words, and paragraphs that don’t connect smoothly with the previous thought. Hear the written words as a conversation with the recipient.

Finally, review the letter for typos, misspellings and improper word use.

With the letter’s copy on your computer screen, increase the font size to 16 or 18 points and you’ll find that it’s easier to spot typos, misused words or unnecessary words. You may even want to read the copy backward, as this forces you to see each word one at a time.

Regardless of how experienced the copywriter is, a good editor is worth his or her weight in gold. Rather than confrontational, the relationship between copywriter and editor is a partnership. Each respects the expertise of the other and recognizes that they share a common goal—making—the mailing more responsive and profitable.

When it comes to decision making, I have a simple approach. If I believe the outcome might be something I wouldn’t want my mother to know about, I don’t do it.

And when creating a direct mail offer a similar rule applies. If you can’t provide a meaningful guarantee, don’t promote it.

You have two reasons to offer a guarantee:

First, it’s the right thing to do. A meaningful guarantee shows that you believe in your product. And, when you’re asking for someone else’s money, you should believe in what you’re selling—if not, don’t do it.

Second, you’ll want to offer a guarantee because it can build profits.

Buyers, whether online or traditional direct mail, have plenty of reasons—real or perceived—not to respond to your offer. After all, whether we’re fundraising or selling a product, we’re asking the prospect to trust us to do what we promised. And unless we can overcome the prospect’s uncertainty, we’re going to lose the sale.

A strong guarantee shows that you believe in your offer. It’s your written assurance that you accept responsibility for the quality of your product or service. It’s the promise of a good customer experience; it helps remove the hesitation that might otherwise jeopardize the sale.

How to write a guarantee

Every organization or business—including nonprofits—can offer a guarantee. Explain in clear, easy-to-understand language:

• What product or service is being promised
• How this product or service benefits the buyer
• Any terms, conditions or limitations—whether the product must be registered, if it is a 90- or 120-day guarantee, whether you will repair the product or replace it, if you are offering a full refund or a prorated amount, etc.
• What the customer needs to do to activate the guarantee—call a toll-free number, go to a Web site or return to the store
• And what the buyer can expect from you if they have a problem

Tell the customer everything they need to know but keep the guarantee short and to the point. Run it past the legal department before it goes to print, but do not include legalese in the guarantee. If there’s legal language that you must include, work it into the letter copy on page two or three—and absolutely no asterisks. Asterisks reek of insecurity.

Call attention to your guarantee

Position the guarantee where it will be seen. Put it in the letter near the closing—close to the call to action—and mention it in the postscript. Also, add the guarantee to the response form and any brochure or freestanding insert. Even consider a separate “Guarantee Certificate” enclosure.

Put a certificate-style border around the guarantee to make it stand out. In the letter copy, introduce the guarantee with a sub-headline and double indent the text to catch the reader’s eye.

Put the guarantee on your Web site, the product’s landing page, the checkout page, and on any collateral material. Show people that you’re proud of your product and proud of how you take care of your customers.

Make your guarantee stronger

The stronger the guarantee, the fewer reasons the prospect has to hesitate or feel uncertain before responding.

If you’re offering a “Money-Back Guarantee,” there’s no extra cost to offer  a “100% Money-Back, No-Risk Guarantee.” Also, consider a “Double Your Money Back Guarantee.” And if you offer a “1-Year Guarantee,” consider a “3-Year Guarantee.”

A good guarantee makes it easier for the prospect to buy your product. And, as long as it’s believable, the stronger the guarantee the better.

Make it easy

Make it easy for the customer to use the guarantee. Let the customer know that if they are unhappy with the product, they should just return it and you’ll promptly refund its full cost. No questions asked.

If the customer must return a product, include free shipping—both ways. Maybe even throw in a small gift or handwritten note in apology.

The true value of a better guarantee

Without doubt, some people will take advantage of your guarantee and try to rip you off for a few extra dollars. But the vast majority of people are honest, and offering a stronger guarantee can not only reduce buyer reluctance and increase sales, it can also help build customer loyalty.

People want to believe they’re getting the best product for their money. And they want to know they’re dealing with a company that values their business.

A strong guarantee is your promise to give the customer a positive experience. It tells the customer that there’s no need to try another company—even if the price is a few dollars lower—because you’re going to take care of them.

Even if they never need to take advantage of it, your guarantee gives the customer the confidence to make the buying decision and want to continue doing business with you.

Our customers are our most valued asset. And however much it costs to honor your guarantee, it will be much less than the cost of replacing an unsatisfied customer.

I guarantee it.

J. Paul Getty once said the three keys to wealth and success are, “Rise early. Work hard. And strike oil.”

That may be good advice. But for those of us who must depend upon something other than striking oil, I say the three keys to success for a direct marketer are to TEST, TEST, and TEST!

But before we test, we must recognize that not all tests are productive or cost-effective. My next post will be “What, How and When to Test” but in the meantime, here are 7 costly mistakes that you’ll want to avoid when testing:

• When you’re looking for breakthrough results, it makes no sense to test small things—the color of the return envelope, minor copy changes buried in the letter or a different paper stock, for example. When you need a breakthrough, test the big things—list, offer, format and copy—to get big results.
• Do the math first. Before you make the test mailing, you need to know how much of a “lift” you need to break even. Make sure you have a reasonable chance of winning. On the other hand, don’t conclude that the test “costs too much” without doing the math. Increasing your package cost by 50% doesn’t necessarily mean you have to increase response by 50%. Much will depend upon the size of your average order, so do the math first.
• Don’t ignore past test results. At times, we get valid test results, but they weren’t what we expected so we’re tempted to ignore them. Your test results are the voice of your customers, so listen to what they’re saying—even if it’s not what you expected to hear.
• Don’t test more than one thing at a time—or test everything. You can’t test a new format to a new list and conclude that the format made the difference. However, you can test new copy and a new format—to the same list—as long as you recognize that you’re testing the package, not the format or the copy.
• Don’t think that just because something worked for another mailer, it will work for you.
• Rather than become stuck in a “make it cheaper” mode, test adding features and benefits to your package. More often than not, you’ll increase profits by adding to the package rather than by taking away features and benefits.
• How many times have you heard, “I don’t need to test; my control is still working”? The best time to test is when your control is working. Don’t fall into the trap of complacency. Otherwise, you’re going to put a serious hurt on your cash flow.

To succeed in direct mail, you don’t need to be a rocket scientist, but you do need to understand the fundamentals of testing and have the discipline to follow the results.

Test results are like a road map, and when you follow them, they’ll lead you to success.