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Write You - Guidelines For A New Sending Paradigm - Part 3 of 5 - Use (Legitimate) Tools and Tactics (M2M)
In a statement that surprised gamers and non-gamers alike, Peter Moore of Microsoft Xbox, endorsed Nintendo's new Wii console. Speculations circulated whether this statement by Moore was a genuine praise or a calculated move designed to offset the launch of Sony PlayStation 3. Moore even referred to himself as a big fan of the Nintendo console. He suggested that for the price of a PS3, gamers would be able to get a new Xbox 360 plus a Nintendo Wii, with some leftover for a few games. It can be recalled that Sony pegged the price of their new PlayStation at $499-$599, a price the company claimed to be fit for a Blu-ray console.This move by Microsoft seemed to be another tactic to push the Xbox 360 sales higher with the imminent release of the PS3 at its heels. Peter Moore was downplaying the viability of the PS3 by pointing out the only disadvantage of the new Sony console: its price. But Moore's reason was not only consumer concern. Moore's statement also implied that Microsoft do not see Nintendo as direct threat and competitor. Perhaps he thought that having Nintendo's support would
Senders have been subject to a litany of aphorisms about how to improve delivery. A few of these suggestions are entirely useless, and others may have only an extremely narrow field of effect. Effective email managers know that the only accurate way to tell what is really happening to your sends is to test and to collect data.
Many online publishers have a key metric that they like to use. Unfortunately, chances are that it has been corrupted by some type of sending barrier. Other senders still rely only on aggregate indicators of sending success, or worse, indicators that can simply tell you if your campaign succeeded or failed according to a measure other than delivery. This data, while better than nothing, does not provide the diagnostics and granularity needed to control and adapt your sending strategies. To control an email program today it is just as important to be able diagnose a problem as it is to simply report a result. Data collection at multiple levels is key to diagnosis.
Complete reporting systems should provide:
* detailed data from the Internet transmission level (server-to-server)
* data from monitored mailbox landing systems (filter/junk-bin)
* data from email-based actions (opens, click through)
* results measuring value created (such as purchases or requested recipient actions)
Each of these data sources addresses a portion of the delivery and response cycle, and only in aggregate can delivery and response problems be identified and addressed. Each mea
I'll E-mail You... There are truly very few of us living today that have not read, written or forwarded e-mails to someone. E-mail has become an integrated part of our information-overloaded lives offering immediate gratification whether to inform, or to be informed.As all communications require both a sender and a receiver, there are continuous opportunities for misunderstanding and annoyance. Due to the speed and efficiency of e-mail, these aggravations can be magnified quite rapidly as anyone who receives scores of unwanted messages per day can attest. In an effort to contribute something to world peace, the following tips for sending, receiving and general handling of e-mail may help to calm our lives just a bit.First of all, e-mail is not the end-all communications method. Telephone, telefax, and tell-your- Mom are all still tried and true means of effective communication as well as some newer varieties like web-logs, web-boards, instant messages, text messages and the like. We have choices to fit all lifestyles (and budgets) intents and purposes. But as with nutrition, to
The five guidelines included in this series should become watchwords for ezine emailers as they incur the risk and responsibility of sending newsletters or any other repetitive type of email.
Part 1 of 5: Treat Email as a True Risk and Cost Center
Part 2 of 5: Avoid Collateral Damage
Part 3 of 5: Use the Available (Legitimate) Tools and Tactics (M2M)
Part 4 of 5: Build Strong Relationships (H2H)
Part 5 of 5: Continuously Evaluate
Part 3 of 5
Use the Available (Legitimate) Tools and Tactics (M2M)
within your email sending system
One of the most basic systematic distinctions influencing email performance is between those barriers operating under human control, and those that are under machine control. Email senders today need to understand and work within this dicotomy. Remember:
* Human solutions (such as ISP relations) tend to work for human-run systems (H2H)
* Machine responses (such as sender authentication) tend to work for machine systems (M2M)
* Not understanding the differences between these types of systems tends to create at lot of frustration
Most of the systems that stop your email are automated. This means machines, not people, determine whether your email gets through. From client-side boxed software packages to ISP email profiling systems, it is usually the things that machines can see and measure that count the most.
Many ESPs rely almost exclusively on H2H "ISP relationships" at major recipient ISPs for delivery improvement. Email managers need to remember that only a few ISPs even offer such channels, and that a large portion of their email list addresses are at ISPs that don't. For those destinations, and just as importantly, for all of the outside monitoring systems that watch and record email flows, your technical (M2M) sending behavior is the primary determinant of your success.
This section addresses the machine-to-machine (M2M) communication universe - that strange virtual place where what people think and see counts for little, but where algorithms, rule sets, and thresholds control everything. Of course, people usually set those rules and thresholds, but once in place the machines do the sorting, filtering, and blocking. And they determine whether your recipients get your messages.
Email delivery and communications is your business, and your responsibility
Successful email communications programs actively use many types of M2M tools and tactics to overcome delivery barriers and to improve the level of recipient response. In fact, at a point in time where 22% of permission-based email from a wide spectrum of sources is being erroneously blocked, and with email response rates far below their historical highs, managers cannot afford to just accept the status quo. From HTML checkers to drop-box landing systems to sending profile control systems, email managers already use a range of M2M tools and resources; first to map out their own email delivery situations, and then to take corrective action. Even at the most elementary level, investigation and remediation of sending errors or delivery failures can dramatically turn around difficult situations.
Senders can effectively use either internal or external solutions
With the right controls in place, outbound email programs can effectively use either (or both) internal or external sending resources. The goal is to cost-effectively access the expertise and capacity necessary to operate a sustainable system. To do this email managers first have to realistically evaluate their internal capabilities as well as the claims of potential Email Service Providers.
The key to this process is to ask the right questions! In an era dominated by delivery and sustainability problems, many managers still evaluate systems only on the basis of convenience or ease of use. Old “broadcast” email systems that activate blocking and filtering systems routinely run unquestioned at both corporate and ESP data centers. Many ESP operations are being pushed into unfamiliar technical territory in an attempt to improve delivery performance. If you don't probe past the comforting superficialities your outcomes may be diminished.
More information on email sender tools and tactics can be found in the Email PhD Sending Signature Management section.
Upgrade and modernize your systems – whether internal or external
Delivery tactics, drop-box testing, high granularity reporting, trends analysis; all these are necessary features for email program control. If you still think that there is something simply called a “bounce” (as opposed to a “server level response message”) then you may be lacking sufficient data to influence your sending outcomes. There is a lot more to managing a successful sending process today than just pushing the “send” button.
In line with these needs, new levels of control are now being built into many sending systems, from the MTA package through to the total messaging system. These can allow managers to avoid accidentally activating many routine volume and rate blocking traps. And virtually all system developers are now providing improved reporting and data integration. The use of controlled sending policies and scheduling can reduce your sending signature, and improve your reception and delivery at most major recipient ISPs.
The same level of expertise should be expected from external service providers. Presenting an easy to use interface, or good database integration features is important, but it is not sufficient. Investment and effort to control and improve email results, from ISP relations to technical delivery, is essential in a good ESP partner.
Good decisions are based on data
Senders have been subject to a litany of aphorisms about how to improve delivery. A few of these suggestions are entirely useless, and others may have only an extremely narrow field of effect. Effective email managers know that the only accurate way to tell what is really happening to your sends is to test and to collect data.
Many online publishers have a key metric that they like to use. Unfortunately, chances are that it has been corrupted by some type of sending barrier. Other senders still rely only on aggregate indicators of sending success, or worse, indicators that can simply tell you if your campaign succeeded or failed according to a measure other than delivery. This data, while better than nothing, does not provide the diagnostics and granularity needed to control and adapt your sending strategies. To control an email program today it is just as important to be able diagnose a problem as it is to simply report a result. Data collection at multiple levels is key to diagnosis.
Complete reporting systems should provide:
* detailed data from the Internet transmission level (server-to-server)
* data from monitored mailbox landing systems (filter/junk-bin)
* data from email-based actions (opens, click through)
* results measuring value created (such as purchases or requested recipient actions)
Each of these data sources addresses a portion of the delivery and response cycle, and only in aggregate can delivery and response problems be identified and addressed. Each mea
Before we actually look at what is commonly regarded as the 4 stages of team growth, it's worth spending some time understanding the team dynamics when, for exampleThe team gets together for the first time Someone leaves and someone joins an established team The team leader is replaced by an "outsider" The team leader is replaced by a current team memberWhy Does The Team Exist?Fairly obvious I suppose - to achieve a task, or set of goals that cannot be achieved by one individual - football team, task-force, quality improvement team, new department.I can see huge similarities between, for example, a sports person playing for their club side and their national team and a member of a department who is also seconded to an organizational quality improvement team. Think of it in the sense of the pushes and pulls in belonging to two teams especially when priorities are perceived to be different.I believe the same dynamics, the same issues, the same concerns can exist and if not managed carefully, will greatly in
Many ESPs rely almost exclusively on H2H "ISP relationships" at major recipient ISPs for delivery improvement. Email managers need to remember that only a few ISPs even offer such channels, and that a large portion of their email list addresses are at ISPs that don't. For those destinations, and just as importantly, for all of the outside monitoring systems that watch and record email flows, your technical (M2M) sending behavior is the primary determinant of your success.
This section addresses the machine-to-machine (M2M) communication universe - that strange virtual place where what people think and see counts for little, but where algorithms, rule sets, and thresholds control everything. Of course, people usually set those rules and thresholds, but once in place the machines do the sorting, filtering, and blocking. And they determine whether your recipients get your messages.
Email delivery and communications is your business, and your responsibility
Successful email communications programs actively use many types of M2M tools and tactics to overcome delivery barriers and to improve the level of recipient response. In fact, at a point in time where 22% of permission-based email from a wide spectrum of sources is being erroneously blocked, and with email response rates far below their historical highs, managers cannot afford to just accept the status quo. From HTML checkers to drop-box landing systems to sending profile control systems, email managers already use a range of M2M tools and resources; first to map out their own email delivery situations, and then to take corrective action. Even at the most elementary level, investigation and remediation of sending errors or delivery failures can dramatically turn around difficult situations.
Senders can effectively use either internal or external solutions
With the right controls in place, outbound email programs can effectively use either (or both) internal or external sending resources. The goal is to cost-effectively access the expertise and capacity necessary to operate a sustainable system. To do this email managers first have to realistically evaluate their internal capabilities as well as the claims of potential Email Service Providers.
The key to this process is to ask the right questions! In an era dominated by delivery and sustainability problems, many managers still evaluate systems only on the basis of convenience or ease of use. Old “broadcast” email systems that activate blocking and filtering systems routinely run unquestioned at both corporate and ESP data centers. Many ESP operations are being pushed into unfamiliar technical territory in an attempt to improve delivery performance. If you don't probe past the comforting superficialities your outcomes may be diminished.
More information on email sender tools and tactics can be found in the Email PhD Sending Signature Management section.
Upgrade and modernize your systems – whether internal or external
Delivery tactics, drop-box testing, high granularity reporting, trends analysis; all these are necessary features for email program control. If you still think that there is something simply called a “bounce” (as opposed to a “server level response message”) then you may be lacking sufficient data to influence your sending outcomes. There is a lot more to managing a successful sending process today than just pushing the “send” button.
In line with these needs, new levels of control are now being built into many sending systems, from the MTA package through to the total messaging system. These can allow managers to avoid accidentally activating many routine volume and rate blocking traps. And virtually all system developers are now providing improved reporting and data integration. The use of controlled sending policies and scheduling can reduce your sending signature, and improve your reception and delivery at most major recipient ISPs.
The same level of expertise should be expected from external service providers. Presenting an easy to use interface, or good database integration features is important, but it is not sufficient. Investment and effort to control and improve email results, from ISP relations to technical delivery, is essential in a good ESP partner.
Good decisions are based on data
Senders have been subject to a litany of aphorisms about how to improve delivery. A few of these suggestions are entirely useless, and others may have only an extremely narrow field of effect. Effective email managers know that the only accurate way to tell what is really happening to your sends is to test and to collect data.
Many online publishers have a key metric that they like to use. Unfortunately, chances are that it has been corrupted by some type of sending barrier. Other senders still rely only on aggregate indicators of sending success, or worse, indicators that can simply tell you if your campaign succeeded or failed according to a measure other than delivery. This data, while better than nothing, does not provide the diagnostics and granularity needed to control and adapt your sending strategies. To control an email program today it is just as important to be able diagnose a problem as it is to simply report a result. Data collection at multiple levels is key to diagnosis.
Complete reporting systems should provide:
* detailed data from the Internet transmission level (server-to-server)
* data from monitored mailbox landing systems (filter/junk-bin)
* data from email-based actions (opens, click through)
* results measuring value created (such as purchases or requested recipient actions)
Each of these data sources addresses a portion of the delivery and response cycle, and only in aggregate can delivery and response problems be identified and addressed. Each mea
‘I’m not a salesperson’. I hear that every day from a variety of business people. If you’re running a business, I’m going to tell you something you already know: Marketing brings prospects to your door. It’s sales skills that make them paying customers.So, what do you do about your lack of sales skills? Read a book? Take a class? Attend a seminar? All decent options, but these types of classes are targeted at people who already know how to sell. That’s probably not you.This is the first part from a series of articles will address the 5 steps to closing the sale. By the time you finish, you’ll have some ideas on how to approach prospects and turn them into paying customers.STEP 1:Put Yourself in Your Customers ShoesIt sounds easy enough, but what does that mean? It’s quite simple. You need to find out what’s going on in their world. You have to remember the old saying, “It’s about ME, ME, ME!” That’s especially true for your sales prospect. I spent 21 years in sales, and what was the one question I was asked in
Senders can effectively use either internal or external solutions
With the right controls in place, outbound email programs can effectively use either (or both) internal or external sending resources. The goal is to cost-effectively access the expertise and capacity necessary to operate a sustainable system. To do this email managers first have to realistically evaluate their internal capabilities as well as the claims of potential Email Service Providers.
The key to this process is to ask the right questions! In an era dominated by delivery and sustainability problems, many managers still evaluate systems only on the basis of convenience or ease of use. Old “broadcast” email systems that activate blocking and filtering systems routinely run unquestioned at both corporate and ESP data centers. Many ESP operations are being pushed into unfamiliar technical territory in an attempt to improve delivery performance. If you don't probe past the comforting superficialities your outcomes may be diminished.
More information on email sender tools and tactics can be found in the Email PhD Sending Signature Management section.
Upgrade and modernize your systems – whether internal or external
Delivery tactics, drop-box testing, high granularity reporting, trends analysis; all these are necessary features for email program control. If you still think that there is something simply called a “bounce” (as opposed to a “server level response message”) then you may be lacking sufficient data to influence your sending outcomes. There is a lot more to managing a successful sending process today than just pushing the “send” button.
In line with these needs, new levels of control are now being built into many sending systems, from the MTA package through to the total messaging system. These can allow managers to avoid accidentally activating many routine volume and rate blocking traps. And virtually all system developers are now providing improved reporting and data integration. The use of controlled sending policies and scheduling can reduce your sending signature, and improve your reception and delivery at most major recipient ISPs.
The same level of expertise should be expected from external service providers. Presenting an easy to use interface, or good database integration features is important, but it is not sufficient. Investment and effort to control and improve email results, from ISP relations to technical delivery, is essential in a good ESP partner.
Good decisions are based on data
Senders have been subject to a litany of aphorisms about how to improve delivery. A few of these suggestions are entirely useless, and others may have only an extremely narrow field of effect. Effective email managers know that the only accurate way to tell what is really happening to your sends is to test and to collect data.
Many online publishers have a key metric that they like to use. Unfortunately, chances are that it has been corrupted by some type of sending barrier. Other senders still rely only on aggregate indicators of sending success, or worse, indicators that can simply tell you if your campaign succeeded or failed according to a measure other than delivery. This data, while better than nothing, does not provide the diagnostics and granularity needed to control and adapt your sending strategies. To control an email program today it is just as important to be able diagnose a problem as it is to simply report a result. Data collection at multiple levels is key to diagnosis.
Complete reporting systems should provide:
* detailed data from the Internet transmission level (server-to-server)
* data from monitored mailbox landing systems (filter/junk-bin)
* data from email-based actions (opens, click through)
* results measuring value created (such as purchases or requested recipient actions)
Each of these data sources addresses a portion of the delivery and response cycle, and only in aggregate can delivery and response problems be identified and addressed. Each mea
You offer web hosting services. Or web design services. Or both. When your clients need domain names for their websites, do you want to send them to another site, possibly to a competitor, to register one?Of course not. That's part of why domain name registration is a popular service to offer. Reselling domain names provides an additional service to attract and keep clients as well as another source of recurring revenue. You can offer domain name registrations on their own or bundled with other services you provide.Features of domain name reseller programsWhen you are a domain name reseller, your clients register domain names using the service accessed through your domain name reseller account. The domain name company bills you, and you bill your clients. Or possibly the domain company handles the billing.You decide on the retail pricing, and you market your services. The wholesale prices you pay before you add your markup depend on your sales volume and on the domain name reseller program you choose.All of the domain name reseller companies compared in thi
Upgrade and modernize your systems – whether internal or external
Delivery tactics, drop-box testing, high granularity reporting, trends analysis; all these are necessary features for email program control. If you still think that there is something simply called a “bounce” (as opposed to a “server level response message”) then you may be lacking sufficient data to influence your sending outcomes. There is a lot more to managing a successful sending process today than just pushing the “send” button.
In line with these needs, new levels of control are now being built into many sending systems, from the MTA package through to the total messaging system. These can allow managers to avoid accidentally activating many routine volume and rate blocking traps. And virtually all system developers are now providing improved reporting and data integration. The use of controlled sending policies and scheduling can reduce your sending signature, and improve your reception and delivery at most major recipient ISPs.
The same level of expertise should be expected from external service providers. Presenting an easy to use interface, or good database integration features is important, but it is not sufficient. Investment and effort to control and improve email results, from ISP relations to technical delivery, is essential in a good ESP partner.
Good decisions are based on data
Senders have been subject to a litany of aphorisms about how to improve delivery. A few of these suggestions are entirely useless, and others may have only an extremely narrow field of effect. Effective email managers know that the only accurate way to tell what is really happening to your sends is to test and to collect data.
Many online publishers have a key metric that they like to use. Unfortunately, chances are that it has been corrupted by some type of sending barrier. Other senders still rely only on aggregate indicators of sending success, or worse, indicators that can simply tell you if your campaign succeeded or failed according to a measure other than delivery. This data, while better than nothing, does not provide the diagnostics and granularity needed to control and adapt your sending strategies. To control an email program today it is just as important to be able diagnose a problem as it is to simply report a result. Data collection at multiple levels is key to diagnosis.
Complete reporting systems should provide:
* detailed data from the Internet transmission level (server-to-server)
* data from monitored mailbox landing systems (filter/junk-bin)
* data from email-based actions (opens, click through)
* results measuring value created (such as purchases or requested recipient actions)
Each of these data sources addresses a portion of the delivery and response cycle, and only in aggregate can delivery and response problems be identified and addressed. Each mea
IntroductionTell me what is wrong with this sentence: Franchising provides the opportunity for entrepreneurship. It is grammatically correct and “entrepreneurship” is a “real” word; so, where is the error? It is in the logic of the statement. Being a franchisee and being an entrepreneur are not one of the same.An entrepreneur embraces the total risk of creating an idea, generating the revenue to get started, and implementing their know-how in order to make their business work. Becoming a franchisee is a bit different. Most of the autonomy has already been completed in the process and the business franchisee maintains the processes and vision started by the franchise.Either business venture can be lucrative, but they should not be confused for one another. Becoming a franchisee does grant one a great deal of freedom because there will still be superiors to answer to and patterns of others will have to be adopted. For a true entrepreneur who thrives on their creativity and isolation in calling the shots, the role of the franchisee may not be appealing.The re
Senders have been subject to a litany of aphorisms about how to improve delivery. A few of these suggestions are entirely useless, and others may have only an extremely narrow field of effect. Effective email managers know that the only accurate way to tell what is really happening to your sends is to test and to collect data.
Many online publishers have a key metric that they like to use. Unfortunately, chances are that it has been corrupted by some type of sending barrier. Other senders still rely only on aggregate indicators of sending success, or worse, indicators that can simply tell you if your campaign succeeded or failed according to a measure other than delivery. This data, while better than nothing, does not provide the diagnostics and granularity needed to control and adapt your sending strategies. To control an email program today it is just as important to be able diagnose a problem as it is to simply report a result. Data collection at multiple levels is key to diagnosis.
Complete reporting systems should provide:
* detailed data from the Internet transmission level (server-to-server)
* data from monitored mailbox landing systems (filter/junk-bin)
* data from email-based actions (opens, click through)
* results measuring value created (such as purchases or requested recipient actions)
Each of these data sources addresses a portion of the delivery and response cycle, and only in aggregate can delivery and response problems be identified and addressed. Each measure also has characteristic sources of error (for example image blocking for opens rates), so it is the relationship between these data points that provides the most information for sender control. This data is almost always created from several different sources, and senders may need to build a customized system for integrating and displaying these results in a useful manner.
Integrated reporting data recorded over time allows senders to measure changes in system and recipient behavior, indicating at which level problems (or improvements) may be occurring. Changes in the pattern of these behaviors is very informative to email managers seeking to control their delivery profile.
More information on email data collection and analysis can be found in the Email PhD Data and Tracking section.
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