The issues with email frequency
Latest posts | Feed | By Mark Brownlow on June 08, 2006
Kirill Popov and Loren McDonald tackle the issue of email frequency in their latest column.
They go through a real-life example of what happens in money terms when you go from five emails a month to twelve.
You can argue about the numbers and assumptions used in the example. But the message is clear: there are lots of different things you must take into account before changing frequency.
Key among these are the impacts on sales revenues, costs, and address attrition rates (and the opportunity/replacement costs associated with lost subscribers). All are likely to rise with increased emailing frequency, at least to begin with.
Then there are the indirect costs associated with the likely changes to brand perception, image and reputation. And these also impact deliverability. The authors promise more on all this in later columns.
They go through a real-life example of what happens in money terms when you go from five emails a month to twelve.
You can argue about the numbers and assumptions used in the example. But the message is clear: there are lots of different things you must take into account before changing frequency.
Key among these are the impacts on sales revenues, costs, and address attrition rates (and the opportunity/replacement costs associated with lost subscribers). All are likely to rise with increased emailing frequency, at least to begin with.
Then there are the indirect costs associated with the likely changes to brand perception, image and reputation. And these also impact deliverability. The authors promise more on all this in later columns.
[This post brought to you by Campaigner Email Marketing]
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