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Crooks! No, I’m not talking about some people in Washington, D.C., or my own opinion of a recent stint as a juror. Maybe it is we, the readers of Deliver,™ who are “criminal.”

Robin Hood was considered a crook by the authorities of his time. He took from the rich and gave to the poor (“income redistribution” in economic terms). The rich weren’t aware of the conditions of the poor, so Hood took matters into his own hands.

We’re engaged in a similar redistribution ourselves, taking from the moneyed. Bit by bit, dollar by dollar, we are wresting away attention and funding from mass media. We are armed with real knowledge and measured results; we are implementing proven ideas. With these weapons, we are finding upper manage-ment support and winning money to execute our strategic and well-developed plans. We are targeting

only the right people at the right time, making sure our pitch is relevant and that our message is considered. Our audience’s engagement is leading to increased consid-eration and, ultimately, to more sales.

Are we the new Robin Hood? Not exactly. (OK, maybe on Halloween.) More interesting, do you think mass media even knows the “redistribution” has only just begun?

On another matter, my thanks to the 186 people who figured out our mystery map in the last issue. Madrid, Spain. Great place. Try the pulpo en su tinta. All 186 winners receive a complimentary subscription to Deliver magazine. I might even splurge and buy you a coffee next time you are in town. But where the heck am I?

Since I’ll never (ever!) ask for directions, help me find myself. E-mail me at delivermag@usps.com and tell me which city you think I’m in. Your guess is FREE, so respond today! (That’s all I learned in Copywriting 101.)

2 EDITOR’S LETTER

4 CONTRIBUTORS PAGE

5 FEEDBACK

6 OPINION

Prospects ignoring you? Consumers not getting the message? Don’t be cruel: Put Elvis to work. (Yes, the Elvis.) And, about that national debt ...

8 AGENCY VIEWPOINT If you’re looking for some instant gratification, start thinking retail — no matter what kind of marketing you do.

10 MIX MASTERS

With more channels available than ever before, optimizing your marketing isn’t what it used to be. Computer modeling can help.

14 NUMBERS CRUNCH

You’ll pay attention if it’s in the mail and you’re in the market for a new car. The numbers prove it.

16 ONE2ONE

Spelling “CRM” is the easy part. Defining the acro-nym is quite another matter.

18 CAUSE FOR ACTION

How are nonprofits adjusting to new opt-out rules to reach ever-busy contributors? Just fine, thanks.

22 TECHNOLOGY

It used to be that sophisticated database analysis relied heavily on the IT department. Not anymore.

24 CONTENT CONNECTION

What’s the smartest way to expand your online brand? If you’re WebMD, you take it into print.

26 GENERATION RISES

Reaching the newest generation requires some new thinking — about what they’re like and what they like.

31 LAST WORD

Hallmark’s Jay Dittmann talks about how the card company makes its business very personal.

BY: PATRICK O’CONNELLDEPARTMENT editor’s lettert

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COVER ART BY JOHN DUNIVANT

2 Deliver

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PRINTED ON RECYCLED PAPERWITH 10% POSTCONSUMER WASTE

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NAN FORTEEditor in ChiefWebMD the Magazine

Nan Forte was appointed executive vice president of consumer services at WebMD in July 2005. She has been responsible for programming and editorial services for WebMD’s consumer portals since 1999. Previously, Forte was president of program-ming and product development at MedCast, launched iVillage’s first health Web site in 1998, and has been a member of the American Medical Writers Association and the American Medical Illustrators Association.

MARK MYLAN Senior Vice President of Strategy

Hill, Holliday

Mark Mylan has been with Hill, Holliday for more than five years and has led the charge on acquiring major new client wins. His background spans B2B and B2C audi-ences across acquisition, retention/usage and loyalty marketing practices. He is also an experienced integrated marketer, having led advertising and direct marketing teams. Before joining Hill, Holliday, Mylan was the integrated team leader for the Sears HomeCentral account at Young and Rubicam, responsible for the advertising, direct marketing and public relations teams in New York and Chicago.

JAY DITTMANNVice President, One-to-One Consumer Marketing Hallmark

Jay Dittmann, vice president of one-to-one consumer marketing at Hallmark Cards Inc., is responsible for managing research, Hallmark.com, consumer relationships, Hallmark Gold Crown Card, Hallmark Gold Crown catalog and postcard programs. Dittmann has held several positions dealing with strategic marketing information and business process re-engineering since joining Hallmark in 1980. Dittmann, who has master’s and doctoral degrees in industrial engineering from the University of Missouri, has published articles on leveraging retail information.

NEIL HOWE AND WILLIAM STRAUSSCo-FoundersLifeCourse Associates

Neil Howe and William Strauss are the authors of the new Millennials and the Pop Culture, Millennials Rising (2000) and other generational books throughout the 1990s. Their consulting firm emphasizes their theories on product development, marketing, human relations and strategic planning. Howe has degrees from Berkeley and Yale, and is a senior advisor to the Concord Coalition and a senior policy advisor to the Blackstone Group. Strauss, a graduate of Harvard Law School, co-founded Cappies, a program for high-schoolers who review each other’s plays and musicals.

ARTISTIC FORM OF CONSUMEREXPRESSION

Attention, people over the age of 50: Tattoos are art. They are cool, and getting one, along with getting pierced, is what a young, cool consumer is doing these days. If corporate executives wish to alienate all consumers under the age of 45, then by all means jump up on the anti-tattoo soapbox, rant away and watch your sales take a nosedive.

If people want to write letters venting about young people and tattoos, AARP Monthly is better suited.Peace!Stuart FingerhutHuntington Beach, Calif.

KEEP UP THE GREAT WORKI am really enjoying the publication. The content is rele-vant, short and to the point. I do not have time for long articles. You do a great job with this — keep it up.Joseph GnorskiDes Plaines, Ill.

GREAT STUFFJust wanted to say how much I appreciate your magazine. The case studies on how to improve response rates and overall return on investment were exceptional.Amanda J. Ponzar St. Louis, Mo.

(Editor’s Note: We received a number of letters supporting our use of tattoos in our September issue and taking to task a reader who felt they were ugly. Here is one of the best.)

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portion of Deliver.™ This is

your space to fi ll with ideas,

comments, suggestions and

opinions. Please feel free to

send us your questions and

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you — the good, the bad or

the just plain ugly.

TO CONTACT US, VISIT USPS.COM/DELIVER OR WRITE TO US AT:

FEEDBACKDELIVER MAGAZINEP.O. BOX 2063WARREN, MI 48093

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our solution for a debt-free

Heard the news? It seems that U.S. household debt reached an all-time high in late 2005, topping out at $11 trillion, according to the Federal Reserve.

That’s a pretty astounding number and has prompted pundits everywhere to offer up their recommended “cures” for this “ill” — most of which demonstrate an alarming ignorance of economic understanding. But the one that really caught our attention was the suggestion that credit card companies cut back on the number of offers they send annually through the mail.

Never mind that, by far, the largest portion of household debt is mortgage debt (which amounted to 10.76 percent of personal income in third-quarter 2005, according to the Federal Reserve Board’s Survey of Consumer Finances). Or that sending offers for credit doesn’t compel consumers to instantly max out on their gold cards. Or even that total household net worth is five times higher than total debt.

If it’s really important that fewer Americans take advantage of credit card offers, then we here at Deliver have found the solution: Simply force credit card companies to switch their spending from direct mail to TV advertising.

Placing offers in that far less targeted environment, where a 30-second spot will fall prey to nut-job price levels, fragmented audiences and digital video recorders, those companies will almost certainly see their response numbers drop. And with fewer consumers taking advantage of the offers, if you follow the logic, household debt might drop to more, ah, politically acceptable levels.

So, that solves that issue. What’s next? *

America

EDITORIAL STAFF

EditorPatrick O’Connell

Managing EditorMichael Raveane

Contributing EditorAngela Sienko

Art DirectorLaura Rogers

Copy Editor Julie Armstrong

Creative DirectorLaura Rogers

Editorial DirectorDan Grantham

Production ManagerLynn Sarosik

PUBLISHING STAFF

PublisherJeremy Morris

Account DirectorAngelo Acord

Associate PublisherJulie Preston

Assistant Account ExecutiveAnna Lee

Publication CoordinatorBernadette Rodriguez

Deliver™ is published six times yearly by Campbell-Ewald Publishing, a division of Camp-bell-Ewald, 30400 Van Dyke, Warren, MI 48093-2316. Tel: 586.558.5249.Visit Deliver at usps.com/deliver, or send us an e-mail at delivermag@usps.com.

Subscription rates for the U.S.A.: $3.95 per issue. Subscription requests should be sent to: Deliver, Subscription Center, 30400 Van Dyke, Warren, MI 48093-2316. If you prefer not to receive Deliver, please e-mail us at delivermag@usps.com. Manuscripts and photographs are submitted at the sender’s risk. Enclose a self-addressed, stamped envelope for return of material. Submission of mate-rial implies the right to edit and publish all or in part. © 2006 United States Postal Service. All rights reserved. ™ Trademark of the United States Postal Service. Your information is protected by our privacy policies. See usps.com for details. Unless otherwise indicated, the Postal Service does not endorse any individual or com-pany, nor any service or product not of-fered by the Postal Service.

BY: ERNEST NICASTROopinionCOLUMN

how elvis helped seal the dealhow elvis helped seal the deal

Numerous voice mails and e-mails had gotten me nowhere. After a promising meeting, my prospect was ignoring me. So I made a bold move. I put Elvis Presley to work for me. Now, before you start thinking that all those tabloid-reported Elvis sightings really were true, let me explain. The Elvis I employed was a life-size cardboard cutout, which I mailed to my prospect’s office along with a letter.

The letter began: “Dear Tom: As you know, I’ve contacted you a number of times over the last few months. And the fact that I haven’t heard back from you, quite frankly, has me ‘All Shook Up.’ Come on, Tom, ‘Don’t Be Cruel.’ ” I then closed the letter by saying that when Tom engaged our services, he would soon hear his prospects and customers singing “I Want You, I Need You, I Love You.”

Elvis generated an immediate positive response.This time Tom e-mailed me. Shortly thereafter we commenced a project.

It’s fitting that the subject line of Tom’s e-mail was “You Got My Attention.” Because while it’s trendy these days to talk about “nonintrusive” advertis-ing, direct marketers know that if their mail does not intrude — i.e., gain attention — it likely will fail.

Techniques and tools for drawing attention to your mail include teaser copy, odd-shaped mailers, outer sticky

notes or, as in my case, dimensional mail. Used most often as a B2B lead-generation tool, dimensional mail can produce huge response rates — and speed up the selling cycle. A couple of examples:• A software company targeted its customers with

an upgrade offer. Its mailer was a miniature, remote-controlled race car. But in order to receive the remote control unit, the recipients had to schedule a meeting, which 84 percent of them did.

• A leading call center targeted 300 prospects with a series of branded mailers: a plastic sports bottle that also served as the letter carrier, a bank bag and a miniature trash can (“In case you’ve been throwing my letters in the trash ...”). Results? A 14 percent response rate and 16 new accounts, nine of which closed within 90 days.

Consider this: The typical executive reportedly gets 175 pieces of mail a week. So a few extra dollars can be well worth it to ensure that your mail gets noticed, gets opened and gets read. Expertly executed dimensional mail helps achieve all three of those objectives.

And, as The King himself might say, that will generate a little less conversation and a lot more action. *

Ernest Nicastro (enicastro@positiveresponse.com) was born and raised in Memphis, Tenn. He is a principal with Positive Response, a marketing, advertising and sales promotion firm (www.positiveresponse.com).

Capturing attention and profi ts with dimensional mail

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March 2006 7

instant gratification

It’s no secret that things seem to be moving faster these days. As such, marketers are increasingly finding themselves responding to a retail mentality: Deliver the good solution, do it yesterday — but don’t sacrifice long-term strategic impact while delivering near-term results.

In other words, instant gratification within the scope of the bigger picture.

“Clients are looking toward making quarterly revenue goals and re-shifting their budgets based on those numbers,” says Mark Mylan, senior vice president of strategy for Hill, Holliday’s relationship marketing group. “They have to be strategic every day and manage each quarter as if it were the year itself.”

Agencies are responding by getting client offers to market faster and by building proactive and reactive strategies quickly. The challenge is to analyze what will sell in today’s market. “We have to go beyond past history because behaviors are changing so rapidly today,” Mylan says. ”In order to do instant research and analysis, we take a sample size just large enough to allow us to see patterns of choices customers make, which helps us understand what drives consumer choices without actually having to first put offers into the marketplace.”

That’s the idea behind impactLab, Hill, Holliday’s propri-etary process that helps clients prioritize the variables and learn, for example, whether a dollar-off offer is better than a premium or if a premium offer from one brand is better than a dollar-off offer from another. Consumer samplings for impactLab are taken via tele-phone interviews, Internet surveys and focus groups — all providing testing input for another proprietary tool, called the configurator.

The configurator runs marketplace simulations, which help determine the relative value of offers and exactly what to put into market as quickly as possible. “We used it most recently to power a direct mail program for one of our clients,” Mylan says. ”The result was to generate incremental revenues that propelled them to end their quarter as a leader in their category.”

Direct is key to Hill, Holliday’s solutions for technol ogy, manufacturing, retail and other clients at all points

along the marketing continuum: brand awareness, purchase consideration, actual purchase behaviors. “We know who we’re targeting — the best of the best of our customers and prospects,” Mylan says. “Every client is trying to eke out whatever cost efficiencies it can achieve, and the beauty of direct mail is that it plays right into these budget considerations by deliver-ing more awareness, consideration, purchasing/sales for what’s spent.”

Hill, Holliday believes long lead times are no longer acceptable to take a direct program to market. Compa-nies have to determine how steps can be shortened or run parallel with each other, what research can be done concurrently with creative and what production can be front-loaded as early as possible with an eye toward numbers and speed.

“Direct mail must become more nimble and reactive as a channel, and focused as much on near-term revenue and sales delivery as it is on long-term relationship and loyalty objectives,” Mylan says.

That’s in keeping with today’s retail mentality: Be strategically tactical, which means being smart at the 30,000-foot level and at 10 feet.

“Marketing is never a static game,” Mylan says. “The moment the stimulant goes into the market, custom-ers can say what they like or don’t like. Don’t wait for long-term tracking, but learn what is and is not working for long-term purposes by constantly analyzing data to drive improvement, innovations and sales.” *

SVP OF STRATEGY,RELATIONSHIP

MARKETING GROUPMARK MYLAN

HEADQUARTERSBOSTON

ANNUAL REVENUE$800 MILLION

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TCompanies push to know marketing results right now

March 2006 9

Analytics experts search formarket mix optimization

mix masters

It used to be so easy.

You made your ads, bought

some time on television and

sold your product. You knew

where to find your consumers

and how to talk to them.

Not anymore.

Today, marketing channels are more fragmented than ever before, consumers want messages on their terms only and competitors can come out of nowhere to take away your market share.

Faced with this new environment, marketers are chang-ing the game, too. They are turning to sophisticated com-puter modeling programs that allow them to optimize their marketing mix and fine-tune their marketing by running what-if scenarios until they identify the one that produces the best results.

And what are marketers finding as some of the ways to reach consumers? These models are showing that direct —whether online or offline — is becoming a dominant force.

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A CHANGE IN THE MARKET LEADS TO CHANGES IN MARKETINGMarket mix optimization “is probably one of the fastest-moving functions in corporate America today,” says John Shomaker, group vice president of MarketBridge, an ana-lytics-based sales and marketing professional services firm headquartered in Bethesda, Md.

As marketing has shifted from the mass approach that dominated the 1970s and 1980s to the highly fragmented online-offline, customer-centric model today, the number of decisions that a marketing manager needs to control has gotten increasingly complex.

Optimizing the old decision-making model was fairly straightforward, says Sunil “Sunny” Garga, president of the global services group at Information Resources Inc. (IRI) in Chicago: “Let me buy as much direct mail as I can, and let me buy as much media as I can.”

Today, though, managers must grapple with dozens of channels, each with a different cost of transaction and a different level of efficiency, thanks to empowered consum-ers who feel free to screen out marketing messages by using digital video recorders and e-mail spam filters.

“There is a tsunami of information about channels and efficiency, and to make any sense out of it, you need market-ing analytics and econometrics,” says Garga.

So, corporations are increasingly turning to the num-bers, creating computer models that use the customer data they’ve long collected in hopes of being able to forecast where they should spend their money and how, in order to get the best return.

Typically, econometric models such as these take into account a wide range of variables, including internal fac-tors the company can control and external forces, such as weather or consumer confidence, that they do not.

While relatively new to marketing, this level of detailed modeling has been used in academic circles and in some industries for decades. For example, it’s how the airline indus-try figures out how much each seat on a plane is worth.

These models can help marketers answer their what-if questions: What happens if we cut back on our media buy? What happens if we increase the price of our product? What happens to sales at grocery stores if we lower prices at convenience stores?

By running different scenarios with their models, mar-keters can anticipate the effect of adjusting the mix or changing their prices before they make adjustments. That helps them make better decisions.

Ultimately, says Todd Kirk, senior vice president at IRI, the goal is to help corporations minimize the risk in their marketing operations. By analyzing their historical results, they can plan better.

“The key is very much the idea of bringing proactivity back to bear,” he says. Instead of launching a new product or campaign and hoping it takes off, marketers can use their model to ensure the launch will be successful.

Shomaker agrees. “Getting past a causality approach to a predictive one — to me, that is the end state of market mix optimization,” he says.

To get there, Kirk says, the models tend to analyze three separate segments of information: how much to allocate to each marketing channel, the variances for each product or brand within the company and the differences generated by geographies, such as West Coast vs. East Coast.

That’s not to say that even the most sophisticated models are just plug-and-play. There’s still a need for human inter-action to analyze what the models are producing and to devise a strategy for a successful marketing campaign.

One important thing this type of modeling does, says Kevin Richardson, vice president at Marketing Analytics in Evanston, Ill., is free up humans to think more about long-term strategy. “The beauty of analytics is you take tech-nology and data and let technology do the heavy lifting — go through all the data to find and measure the relevant busi-ness drivers,” Richardson says. “Then marketers can focus more on applying the learning in strategic ways.

“It isn’t true that the model is the solution to every-thing. But it forces you to think the problem through ... to think about your assumptions and what you might be leaving out.”

STILL A STRUGGLE TO GET THE RIGHT DATASo, is market mix modeling the ultimate secret weapon for a successful campaign?

Not really, say the experts.For one, it’s still too hard to build a model that can

optimize a large corporation’s marketing program across

all its product lines and across the entire spectrum of consumers, says Shomaker. “There’s just too many vari-ables, too many markets, too many products to say there’s a model that can do this.”

Instead, he says, most larger corporations use optimiza-tion within a segment or for a particular campaign, hop-ing to get better results in pockets rather than across the entire dynamic of their products and services.

And, as with other data-based functions, this type of modeling is only as good as the numbers you have to work with.

“Ninety percent of corporate America still struggles with how they put that information together,” says Shomaker.

Typically, he says, his firm finds that a company has only about 50 percent to 75 percent of the data needed for an effective model. So, the first issue is to begin capturing or calculating the missing pieces so that the model can be most effective.

Often, it’s not so much a matter of capturing data as finding out who in the company has that information, says the IRI’s Garga. Many times, he adds, different depart-ments within a company have customer information that isn’t shared with the rest of the company. Breaking down those silos of information is key to getting an effective model, he adds.

The time and resources needed to carry out an effec-tive econometrics program mean that this type of mea-surement is still available only to the largest corporations — those on the Fortune 500 list. There’s no off-the-shelf program for midsize companies yet.

DIRECT MARKETING TAKES ONA LARGER ROLE IN THE MIXOne thing that has become even more apparent with market mix optimization, say the analysts, is the increas-

ingly vital role that direct marketing has to play in this new marketing environment.

“I would say we’re climbing the ladder quickly away from mass marketing and toward CRM marketing, and I think it will be dominant,” says Kirk.

Shomaker agrees. “Search and interactive have been explo-sive, yet direct mail and e-mail continue to be critical elements of the relationship marketing portfolio,” he says.

Customers are increasingly less responsive to interrup-tion-based marketing and are seeking information that engages them on a personal level. Direct is one of the best mediums for delivering that experience.

Kirk says, “If you focus your messages on things they’re interested in and try to be helpful, they’re very, very responsive.”

In addition, says Shomaker, mix optimization has shown marketers that share of wallet can be a highly profitable segment, as well as acquisition and retention. Typically, that type of loyalty and cross sell is done best through direct mail and online channels.

“We’re continuing to see huge shifts toward direct mar-keting to manage and enhance customer relationships,” Shomaker says.

As a channel, direct is one of the easiest to track and meas-ure. That helps when corporations are increasingly seeking predictive information to help them make decisions.

WHERE IS ALL THIS HEADED?As market mix optimization has evolved, the emphasis has been on providing information faster. Whereas most models used to be a 12- to 18-month process of defining a mix and watching it work, most can now be created and yielding insights within 14 to 18 weeks.

The industry is moving to even faster models that might provide real-time data, giving marketers up-to-the minute analysis of what’s working and how well.

The other major initiative has been a push for more information on how customers think. Going beyond the sales initiatives, analytics professionals are looking for ways to measure how a product gets on the customer’s shopping list in the first place.

Incorporating that information into a working model could help companies become more efficient in their marketing.

With information like that, marketing executives might have the final piece in the puzzle that would allow them to create models that could tell them exactly what to spend and how much.

But for now, they’ll still have to earn their money by making the decisions themselves. *

12 Deliver March 2006 13

mail proves it can move metal

Here’s some good news for auto industry execs and their marketing partners: Consumers respond aggres-sively to direct mail when they’re in a car-buying mood.

52% of direct mail readers planning to buy a new car read automotive direct mail. But more important, 73 percent of those readers surveyed respond to those mailings by turning to other media and/or heading to dealership showrooms, according to research by Vertis, a Baltimore-based marketing services firm.

SHOPPERS VISIT WEB, DEALERSHIPS

35% of adults who have responded to automotive direct mail by visiting a company’s Web site are planning to purchase a new vehicle within the next 12 months;

26% of those who plan to make a purchase visited a dealership in person.

“Automotive marketers who use direct mail notice results when targeting the right audience at oppor-tune times,” says Jim Litwin, vice president of market insights for Vertis.

Vertis’ Customer Focus® 2005 Automotive Direct Marketing study revealed the following findings for those who had read automotive direct mail:

37% of men and

39% of women visited a dealership;

23% of men and

13% of women were driven to a sender’s Web site.

Direct helps drive car buyers into action

AGE MATTERS

A consumer’s age is also a factor in how they respond to the automotive marketing they receive in the mail:

Of the younger baby boomers (born between 1956 and 1964) surveyed who read automotive direct mail,

46% said they visited a dealership; 38% of Gener-

ation Y (born between 1977 and 1994) took the trip.

32% of Generation Y readers of automotive

mail and 24% of Gen X (born between 1965 and

1976) respondents visited a sender’s Web site.

14% of Generation Y and 7% of younger baby

boomers who read the direct mail replied to the offer-

ings from an auto company via mail.

“The numbers show that a targeted medium like direct mail is an effective way to talk to car buyers,” says Scott Marden, Vertis director of marketing research. “Direct mail plays a key part in closing purchases by driving consumers to dealerships.”

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Finding a new way to define CRM

what do customers want?

One of the leading authorities on CRM, Michael Lowen-stein has written several books on the topic, including his most recent, One Customer, Divisible. Lowenstein, managing director of Customer/Staff Loyalty Research Associates in Collingwood, N.J., sat with Deliver re-cently to talk about the state of the CRM landscape.

Deliver: There is a perception that many CRM pro-grams are unsuccessful. Would you say that is true?Lowenstein: If you look at study findings by organizations like Gartner and Forrester, they conclude that a very high percentage of CRM programs have failed to meet objectives. Put simply, they haven’t yielded the results or achieved expectations of the companies that implemented them. I see the same problems in my own analysis, but I also prefer to use a somewhat simpler definition of CRM.

Deliver: How do you define CRM?Lowenstein: “Customer” refers to all sorts of internal and external constituencies — staff, consumers, the general public and the financial community. “Relation-ship” means all kinds of contact at every touchpoint. “Management” refers to finite, scarce financial resources but also management of employees, culture and data.

The most appropriate definition of CRM I have seen is that it represents a single, integrated view of custom-ers across the entire enterprise: Everyone from the janitor to the CEO knows the same thing about the firm’s customers on as microsegmented and real-time a basis as possible.

Deliver: How important is a good CRM program?Lowenstein: When companies like Forrester ask exec-utives about CRM programs, something like 92 percent say CRM is critical or very important. But when you ask whether they are doing CRM, only 2 percent say they have fully executed CRM programs, with perhaps another 10 percent saying they have partially done such programs.

For most companies, CRM is a brass ring at a carnival ride on a carousel — it is a golden objective. When com-panies do CRM and do it well, they have tremendous leverage with their customers in providing value, and as a result, customers get more benefit from the supplier.

Deliver: What role can direct mail and direct marketing play in a successful CRM program?Lowenstein: Direct response can be an effective com-ponent of an overall customer communication and rela-tionship program. For instance, companies can tightly target and microsegment messages, newsletters and offers using customization or variable digital printing, positively impacting the perception of tangible (func-tional) and intangible (relationship/emotional) value.

Deliver: Why do so many CRM programs fail?Lowenstein: When these giant programs fail or do not meet their objectives, typically nobody wants to take responsibility. The supplier will say the client failed to define the goals, while the client will say the supplier didn’t properly involve the firm. It goes on ad infinitum. Because no one takes sufficient ownership, the CRM programs are left very vulnerable. Companies often try to overautomate and overcomplicate the messaging process. What customers consistently want is personal value — they don’t care how good the database is.

Deliver: Do you have to be a giant company to put an excellent CRM program in place?Lowenstein: Not at all. Though companies like Royal Bank of Canada, Harrah’s and Tesco (a U.K.-based supermarket chain) are all outstanding CRM examples, in upstate New York, there is a single high-end super-market called Green Hills Farms. It’s a family-owned business, but one of the family members happens to be a database expert; he manages the customer life cycle so effectively with that database, it would make most supermarket chains quite envious. It means that companies of any size, and in any industry, can do this with great success.

The bottom line to creating customer advocacy through CRM is really about the data, the culture, the level of commitment and — this is critically important — staff loyalty. Even in B2B, the staff can influence what goes on among customers and the community at large. There is a direct connection, and much of what happens with customers is influenced by interactions with employees. All companies would do well to keep focused on this vital linkage. *

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BY LEIGH SILBER

When the latest push began in 2005 to drill for oil in the virgin wilds of

Alaska, The Wilderness Society was ready to make its own push.

Building off news reports about the drilling, the organization mailed

a packet to prospective members with a letter outlining the benefits

of being a Wilderness Society member, a “Keep Alaska Wild” bumper

sticker and, of course, a contribution form.

cause and effectHow nonprofits are coping in the new era of

permission-based marketing

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The result: “Our Alaska Campaign Kit was so powerful, on point and right now that the response rate was double what we had previously seen,” says Bruce Leathwood, membership director of The Wilderness Society. The industry response rate averages 3.95 percent, according to the Direct Marketing Association (DMA) 2005 Response Rate report.

AT STAKE: A BILLION-DOLLAR MARKETWhile advertising agencies might view it as a pro bono industry, the nonprofit category is big business. Overall giving grew 5 percent to $248.52 billion in 2004, and indi-vidual contributions increased 4.1 percent, according to the Giving USA Foundation, which tracks charitable giving. By comparison, overall giving grew 2.8 percent in 2003, to $240 billion — the highest growth rate since 2000. The largest share of those donations — $187 billion — came from individuals, according to the foundation, which also reports that between 70 percent and 80 percent of all U.S. households contribute some money to charitable causes.

Direct response marketing has been a mainstay for nonprofit organizations that have found themselves increasingly challenged as they fight for consumers’ attention in an increasingly competitive marketplace. They spent $14.6 billion in 2004 to get the word out and raise funds. Nonprofits, which are exempt from the Federal Trade Commission’s do-not-call rule, spent the biggest chunk ($5.9 billion) on telephone, with direct mail a close second at $4.7 billion — up from $4.3 bil-lion in 2003, according to the DMA’s Economic Impact report. Spending on direct mail outpaced third-place television, which trailed at $1 billion.

Nonprofits, however, face the double challenge of fighting “donor fatigue” — created by regulatory issues such as privacy laws and the new opt-in preferences of consumers, the strong push for relief efforts following the Indian Ocean tsunami in late 2004 and the hurricanes that devastated the Gulf Coast in 2005. More than 70 percent of those surveyed by a coalition of consultants for nonprofits said they believe disaster giving has reduced contributions to other causes. A national survey of 509 donors and members of staffs at nonprofits and foun-dations — by CommUlinks of Colorado, M.L. Hanson Con-sulting, PhilanthropyNow and Whole Brain Technologies — also found that 56.6 percent of nonprofit organizations reported decreasing results from campaigns in 2005.

One way they are making connections with consumers is to tie in their marketing efforts with newsworthy issues, such as oil drilling in the Alaskan wilderness.

LINKING WITH THE MEDIALobbying and campaigning by a nonprofit can generate news coverage. Once their cause becomes news, smart nonprofits tie their fundraising to that newsworthy issue, eliminating the need to create awareness — the media (and politicians) take care of that — and then seek mem-bership and contributions while the issue is top of mind.

Sometimes organizations can also drive news cover-age. During the past 18 months, for example, Save the Children has conducted a number of audio news confer-ences for U.S. reporters and editorial writers on issues such as girls’ education, child marriage, ethnic violence in Sudan and the growing needs of children affected by wars and disasters. Reporters who dial into the news con-ferences can interview experts on these topics, including members of Congress who have introduced legislation to address these issues. Save the Children also has devel-oped a network of more than 30,000 supporters who can be mobilized to contact the White House and Congress and tell them their views on important global issues that affect children in need worldwide, leading to additional news coverage.

TARGET THE RIGHT AUDIENCE“The opt-out era has changed rules for a lot of people, but we were already doing the right thing,” says The Wilderness Society’s Leathwood. “It was never cost-effective to kick off rela-tionships by annoying potential donors by calling at dinner.”

Instead, what has happened within the charitable world is a new approach to fundraising and member communi-cations, one that relies on making each touch count.

“We’ve always practiced good principles, so this opt-out era isn’t seriously impacting us,” says Heather Rudinsky, director of direct response for the Make-A-Wish Foundation.

Many organizations are changing their thinking about which mailing lists they use and when they use them. Rudinsky says her organization studies which of its lists are working, rents files similar in profile and immediately suppresses names of those who have asked not to be contacted.

“We haven’t even neared the saturation point with tried-and-true nonprofit mailing lists,” she says.

The Wilderness Society takes a similar approach, striving to better target a receptive audience for its marketing.

“Direct mail is a huge part of our marketing program,” Leathwood says. “Our members provide tremendous support for our work, so we use only qualified mailing and online lists we exchange and rent from other similar organizations.”

Make-A-Wish is using a double opt-in system for its e-mail campaigns, asking anyone who has opted in to receive its electronic newsletter to confirm that via a follow-up e-mail.

“We have found that those given a ‘two touch’ chance to opt in are genuinely committed to us and more like-ly to remain on our list,” says Zachary Stahmer, direct response manager — online, at Make-A-Wish.

Also important is what’s in the packet sent to the prospective donor. Make-A-Wish, which grants wishes for children with life-threatening medical conditions, recently doubled its response rate with a new direct mail package. Among the contents was a “time to make wishes come true” letter, a personalized notepad for the prospective donor, personalized address labels and, of course, the opportunity to donate. In addition to providing a nice incentive, the notepad and labels did double duty by stimulating additional word of mouth, Rudinsky says.

“It was a premium-based package that included things donors can use,” she says. “It was friendly, nice and kept us in front of them,” she says.

INTEGRATING THE WEB WITH THE MAILCharitable organizations are also finding new ways to integrate their mail and online campaigns. For example, Make-A-Wish is testing a direct mail program that solicits a donation but gives potential donors the option of send-ing a check with a reply slip or making their donation through a secure Web site while paying bills online.

Much of The Wilderness Society’s message is built around driving prospective members to its Web site, where they can sign up for newsletters and e-mail alerts on public

lands issues they support — and the organization can col-lect information it needs to reach them more efficiently.

“One approach is to invite potential members to our Web site,” says Leathwood. “We build subscriptions to online newsletters and do warm prospecting to those who have already demonstrated interest by signing up and tak-ing action through Internet offers to help public lands.”

Combining online and offline communications into an integrated stream not only helps donors stay current on causes they care about, but allows the organizations to maintain their support — while respecting opt-out requests from donors who don’t want to receive marketing.

The Asian tsunami, for example, prompted an innova-tive fundraising approach. Save the Children sent mail-ings to the more than 26,000 children who contributed to tsunami relief efforts. Included in the mailing, which thanked the children for their donation, was a Save the Children Money Box, a colorful cylinder of three card-board money boxes labeled “save,” “spend” and “share” to encourage the children to continue their fundraising.

Save the Children’s mail campaign, coupled with a tele-marketing effort, also helped drive donors to its Web site — key to most of its fundraising activities. The agency, which raised $12 million on its Web site for tsunami relief, minimized complaints to one in several thousand during a recent campaign by honoring donor opt-out requests. Those requests amount to fewer than 1 percent of dona-tions made through the Web site.

And, in the end, that’s a nonprofit’s ultimate goal. Although many pressures have forced nonprofits to modify their fundraising methods and messages, they have adapted to connect successfully with today’s ever-busy consumers — which is, of course, mission-critical for their causes. *

Save the Children mailed a money box to children as part of the agency’s successful outreach to kids who wanted to support tsunami relief efforts.

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For one direct mail campaign, he used the application to print addresses on postcards, scan returns back into the system to measure campaign effective-ness and manage follow-ups. Perona also uses the software to assess his company’s vital signs in real time. Thrilled at the minute level of detail now available, Perona says: “We used to have to hire a lot of people to do that stuff. Now I have a machine, and it’s cheap. I can get 200 people on the system for what it’d cost me to hire one IT engineer for a year.”

Laura Smith, vice president and direc-tor of list management for RMI Direct Marketing in Danbury, Conn., depends on her system for speedy database analysis so she can better serve her clients with direct marketing information. She uses ListDaxcess® by Direct Access, a marketing database and list management program, on behalf of her mailing list management clients. Smith can customize the program to each client’s specific needs so she can manage multiple functions.

“In the past, this has been done, and there was no way for us to get exact counts on anything outside the report parameters,” she says. “There are many sources that companies can use to generate new customers — direct mail, television, radio, the Internet. Direct mail, with the help of a good analytical tool, gives companies clear advantages over other sources: We know who we’re talking to, what motivates consum-ers to buy and how to turn those people into long-term repeat customers.

“When we get an order for specific database selec-tions, this program allows us to do what-ifs, and we go in and find additional segments relevant to them. It allows us to upsell.” Smith estimates that business has increased by about 5 percent as a result. *

Marketers find dynamic support with Web-based programs

information on demand

Accessing, analyzing and interpreting marketing data used to require the help of IT and analytics people. No more. Marketers can now use Web-based interfaces (WBI) to tap into sophisticated analyses.

The most sophisticated WBIs offer a complex secure link to corporate computers and databases. Marketing professionals are using WBIs to gather detailed informa-tion essential to tailor campaigns and fine-tune strategy.

Marketers who use these tools can get real-time portrayals of information on sales orders, Web site hits, marketing-campaign return on investment and more. WBIs deliver the data conveniently from a user’s desk-top — and quickly, resulting in faster decision making.

Cliff Perona is using WBIs to help avoid costs of unpro-ductive marketing initiatives for his company, which provides on-demand telephony solutions to small busi-nesses. However, Perona, co-founder and director of Hosted Business Services Inc. (HBSI) of San Ramon, Calif., still needs to know whether he is hitting his market and if sales models are matching marketing objectives.

Perona uses NetSuite’s Web-based software to manage and track marketing campaigns, as well as run his business. This comprehensive business manage-ment application offers graphic-rich interpretations of data personalized for each employee’s needs and job functions, including Perona’s own.

Perona especially appreciates NetSuite’s Real Time Dash-board colorized bar graphs, visuals of a company’s key performance indicators, and line graphs of performance and trends. “It’s very visual,” says Perona. “I can take a quick look at it and see where I am.” If an indicator begins moving out of the green zone into the red zone, Perona knows it’s time to take action. At a glance, he can check his cash financial position, as well as track and compare today’s sales figures with those of yesterday and last week, and preview what’s in the pipeline for future sales. The HBSI staff uses individually customized versions of the soft-ware according to each employee’s role and function.

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prescription for growth

Where do you go when you want to expand your highly successful Internet brand? If you’re WebMD, you take that success and transfer it into print. The company broadened its reach in April with the launch of WebMD the Magazine, a bimonthly publication mailed to physi-cians’ waiting rooms for distribution to patients. The goal is to broaden the reach of its brand, while comple-menting the webmd.com Web site and establishing a new source of advertising revenue.

WebMD uses common direct mail techniques to in-crease engagement and impact.

“Our magazine extends the WebMD brand beyond the Internet and increases distribution for the trusted, credible and objective health information we offer online,” says Nan Forte, WebMD the Magazine editor in chief and executive vice president of consumer services for WebMD.

The New York-based company, which launched on the Internet in 1998, provides health information services to consumers, physicians, health care professionals, em-ployers and health plans through public and private on-line portals and, now, health-focused publications.

WebMD the Magazine is completely designed around the “reader experience” of a physician’s waiting room vs. an individual seeking health information online.

Because the idea is to help patients make the most of their visit with their doctor, the magazine includes tear-outs that advise readers to tell their doctor about changes in diet, stress, mood, sleep, alcohol intake, smoking or libido. Each issue includes a short test regarding common health issues. Readers are encouraged to take the test, tear it out and take it in with them when they see their doctor. These inter-active features, whether in the form of surveys, tests or stickers, are techniques familiar to direct marketing experts who use them to increase the time readers spend with their message.

“The publication is designed to entertain and educate patients in waiting rooms, and gain the respect of physicians, nurses and other health professionals see-ing those patients,” Forte says. “We believe more educated patients will have a more productive visit with their doctor. We’re receiving large numbers of requests for a home edition of the magazine, so we set up a request form on our Web site to help us gauge level of interest.”

The number of ad pages continues to rise with each issue of the magazine. According to the company’s quarterly earnings report released Nov. 1, publishing serv ices revenue was $5.9 million for the third quarter compared with $5.4 million in the third quarter of 2004, driven by the launch of WebMD the Magazine. *

HOT TOPICSWebMD the Magazine highlights hot health topics such as postpartum depression, healthy aging and sleep disorders. A recent issue featured actress Susan Sarandon on the cover and a story about her health regimen. Borrowing a direct marketing rule, the maga-zine encourages response in regular monthly sections such as “Ask the Experts,” where health professionals answer readers’ questions; “WebMD Wired,” a health news beat; “Exam Room,” which explains equipment patients see in examination rooms; and “Worked for Me,” a column in which readers offer home remedy health solutions. WebMD staff physicians review and approve editorial content. *

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WebMD builds brand by going to print

To receive a copy of the United States Postal Service® white paper “Internet and the Mail,” fill out the busi-ness reply card in this spread.

24 Deliver March 2006 25

Time to get a handle on Millennials

BY ANNE MARIE SYLVESTER

generation

The scene: tank tops and low-rise jeans going to church picnics, instant messaging on who is volunteering at the inner city cleanup, teen virginity pledges and stay ing home with mom and dad. Watch out, here come the Millennials.

risinggeneration

risinggeneration

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Authors William Strauss and Neil Howe coined the moni-ker for the generation born between 1982 and 2000 — often referred to as Gen Y.

The pair authored a number of generational books during the 1990s, and frequently serve as consultants — through their LifeForce Associates firm — on generational marketing for some of the nation’s largest corporations.

Strauss and Howe first wrote about the Millennials (they chose the moniker because the first of this generation was the class of 2000) five years ago in Millennials Rising. Now they’re back with a fresh look in Millennials and the Pop Culture (2005).

Teenage Research Unlimited estimates Millennials account for some $150 billion a year in spendable dollars, either directly or in the purchases they influence others to make for them. “They don’t decide to spend that much on their own,” Strauss admits. But they have a lot of influence on purchases or what Howe terms “co-purchasing.” The main point to consider is the influence this generation has on purchase decisions.

Strauss and Howe regularly work with brand-name clien-tele who are learning that the slicing and dicing approach that worked with Gen X won’t cut it with Millennials. “They don’t accept what the prior generation did at their age. Marketers need to aim where this generation is going, not where the previous generation currently is,” says Strauss.

A CONVENTIONAL LOT OF YOUNGSTERSThe first step is understanding the Millennial makeup:

• Big: Well on their way to being the first 100 million gen-eration. Millennials not only have surged past baby boomers (born from 1945 to 1964) in size, but are arguably the most “wanted” generation in history.

• Protected, sheltered: Possibly the most watched-over gen-eration ever via parents, coaches and chaperones, along with a barrage of state and federal legislation protecting children, such as sex-offender registries and the AMBER Alert process.

• Scheduled, pressured: Millennials keep day calendars and are escorted from one supervised activity to another — early-morning swims to after-school soccer to evening bal-let. Research shows a 50 percent reduction in unstructured outdoor play for Millennials compared with the previous generation. “Millennials rarely have time to exercise their imaginations and get lost in anything,” says Howe.

• Confident: Perhaps surprisingly, nine of 10 Millennials describe themselves as happy and sure of themselves.

• Team and achievement-oriented: They believe in the collective power of their generation and, citing a Roper Youth Report, Strauss and Howe say Millennials believe, by a 10-1 majority, that it will be their generation, not their parents’, who will do the most to help the environment over the next 25 years.

“Where Gen X-ers were comfortable with individual failure, Millennials want prizes and trophies for everyone, making sure even the last guy on the team gets some rec-ognition,” says Strauss. Their class of 2000 survey says the great majority of Millennials believe their generation will do a better job with technology, race relations and the economy. They also trust government more than their skeptical parents. The majority say they will keep up with politics and vote more often than their parents.

• Conventional: Millennials support the idea that life is easier when everyone follows basic rules, and a recent Gallup survey shows that nine out of 10 kids report being very close to their parents — much closer than 20 years ago. A Youth Atti-tude Tracking Survey shows a “rising teen desire to stay close to parents and a great comfort level for working in groups.”

Strauss and Howe don’t hide the fact the Millennials have some warts: Obesity and asthma rates are higher for them, according to the Centers for Disease Control and Prevention, as are back ailments (think heavy backpacks). In addition, Millennials have a tendency to a “herd mentality,” says Howe. “Generally, they are adverse to risk. They would rather take the sure thing.”

But warts and all, these young consumers, say Strauss and Howe, often embrace the homespun ideals of World War II’s GI generation and have more in common with that genera-tion than with Gen X.

“The GI generation dominated society so much that its role wasn’t available or attractive to younger people,” Strauss points out. “Boomers resisted it, and for Gen X-ers, it felt worn. For Millennials, there is a ‘vacancy’ sign up.”

What does all this mean for marketers? Harnessing Millennials’ dollar power is a two-stage process, say Strauss and Howe. “Companies need to be smart,” says Howe. “Legitimize your product, not necessarily sell it.”

It’s an integrated approach that begins with the first stage: Stake out a public space. Traditional media is great with this — TV spots and big ads. “You are not closing a sale,” says Howe. “You are introducing and celebrating your product.”

That’s important because, unlike the gladiator-style approach that appealed to Gen X — think of Nike’s tagline “Just do it” — marketing to this generation needs a softer approach. Hence, Nike’s switch to “I can.”

This kind of legitimate introduction segues to the second stage: Take full advantage of communications channels to soft-sell the product and eventually nail the sale — while being mindful of Millennials’ sensibilities within their medium of choice.

On the one hand, Millennials want to know what their friends think. They get this feedback via the Internet, instant messaging and e-mails. What is hot on one coast can saturate the nation, lightning fast.

KNOW THEIR PREFERRED MEDIUMHowever, even as they make wider use of technology, this group is especially sensitive to being communicated to on their terms — which is where direct mail’s role can prove vital. They don’t want text messages on their cell phones or e-mails in their inbox unless they’ve opted in.

That’s an opportunity for direct mail. “Mail represents what spam does not,” says Strauss. “A young person wants to know what they are getting in the mail so they will open it.”

Smart marketers are also tapping into the Millennials’ eagerness to engage in community service.

“If you are trying to reach Millennials, go for their civic purpose and try to find things in the community where kids are doing great things,” Howe says.

In a throwback to the Kiwanis, Elks and Rotary clubs of the 1950s, Millennials want to help. Youth Service America (ysa.org) is a popular resource center that partners with thousands of organizations committed to increasing the quality of volunteers. More than a dozen major public- and private-sector names are YSA sponsors, including State Farm, the main sponsor of YSA Day in April 2006, and the Walt Disney Co. Disney recently gave 75 Disney Minnie Grants of $500 each “to provide today’s youth with resources to make a positive difference in their communi-ties,” says Jody Dreyer, senior vice president, Disney world-wide outreach.

SO HOW DO YOU REACH THEM?Brand names that jump on the community service band-wagon can reap results in terms of brand loyalty, the authors say. “Those two words — ‘public’ and ‘service’ — have such an affirmative connotation for Millennials,” says Strauss. “With Gen X, anything public or institutional was suspect, but Millennials see the classic concepts of duty, loyalty and service as really mattering.”

Strauss and Howe — citing surveys from the Roper Report to Nickelodeon pollsters — call out five additional marketing components of today’s youth consumerism:

• Reach them through their parents: Parents influence the product choices of their teens. Most Millennials rank parents ahead of advertisers and peers as the biggest influ-ence on their spending decisions.

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These kids sway buying decisions

about cars, housing, vacations and

entertainment. And they rarely

choose the low-cost option.

• Use the kids to inf luence parent buying decisions: They call it “kidf luence” or “backseat consumer” with one standout example: the minivan phenomenon — an entire automobile designed to fit childhood needs. Kids influence car-buying decisions such as make, model, color, music options and seat styles. Of note: Kids rarely push for low-cost options.

• Establish a strong brand image that resonates with this group: Kids get a sense of ease, simplicity and trust with a brand name — with so many choices thrust at them daily, staying close to a few strong brands simplifies their deci-sion making.

• Leverage technology: Today’s technology, particularly the Internet, e-mail and instant messaging, puts kids in the Midwest, South and Southwest on the same parity as their peers on both coasts — a more synchronized target market than any previous youth generation. “Geography, transpor-tation, ethnicity, even money no longer matter so much,” Strauss and Howe point out.

• Reach out with a highly integrated campaign: Online shopping revenue exceeds $1 billion a year. This genera-tion, say Howe and Strauss, responds to direct mail that is linked to their daily Internet activity — such as mailing young consumers a T-shirt or other tangible reward after they go online to sign up for a service or join an association. Millennial teens are using computers for group projects and just to communicate — a CNN/USA Today poll says,

“More of today’s teens say they can live without a television than a computer.”

DON’T IGNORE A VALUABLE ASSET However, marketers who don’t use mail are probably not rec-ognizing that Millennials read and respond to their mail. According to a United States Postal Service® white paper, 82 percent of these consumers recently surveyed sort through their mail immediately and are much more likely than con-sumers between 30 and 59 years old to read and respond immediately to printed advertising, circulars, catalogues and newsletters. They report finding the material useful more often than the 30- to 59-year-olds.

In fact, 75 percent of those Millennials surveyed rate their mail as valuable (more than 70 percent use coupons mailed to them, for example), and 60 percent who shop for credit cards online are more likely to respond to mail offers than e-offers.

Strauss and Howe say Millennials are different from older consumers. They are a generation, after all, that likes going home to mom and dad. For marketers, the message is simple: Get inside this generation, push the right buttons and it’ll be a rewarding ride — and interesting to watch.

“They will rebel against the culture by cleaning it up, rebel against political cynicism by touting trust, rebel against individu-alism by stressing teamwork, rebel against adult pessimism by being upbeat,” Howe says. “And they’ll rebel against social ennui by actually going out and getting a few things done.” *

We ask our Gold Crown Card members to sign up for the program and have experienced a very low opt-out rate. That’s because we know consumers want to receive mail that is timely and relevant to them. We use extensive consumer targeting and corresponding versions of mailers to ensure we deliver content that our members value. We have more than 60 different direct mail versions contacting members with more than 100 million mailers per year.

Research tells us that members look forward to and value receiving their Gold Crown Card commu-nication from Hallmark. We have seen Gold Crown members grow sales to nearly half of store sales.

The program allows us to build strong one-to-one relationships with our

very best customers. *

At Hallmark, it’s the ongoing one-to-one relationship with our customers that keeps our brand relevant in their everyday lives.

Our Hallmark Gold Crown Card Program™ is at the heart of our one-to-one strategy. It has helped the Gold Crown store network remain one of the largest groups of branded specialty stores in the United States. The program helps us maintain a relationship with more than 14 million members. It’s no surprise that with its customization/personalization capabilities, this highly engaging, top-quality direct mail is the foundation of that relationship.

Our customers look to Hallmark to help them manage a range of relationships in their lives. The ongoing communication through the Gold Crown Card Program helps us provide solutions and suggestions at the right time, making us a trusted and relevant partner in everyday personal expression needs.

keeping it personal

PRESIDENT & CEODONALD J. HALL JR.

VP OF ONE-TO-ONECONSUMER

MARKETING JAY DITTMANN

HEADQUARTERSKANSAS CITY, MO.

EMPLOYEES18,000 worldwide

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To receive a copy of a United States Postal Service® study on Gen X and Gen Y, visit the Deliver Web site at usps.com/deliver.

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