Strategies For Marketing During Wartime

With the U.S. and its allies at war with Iraq, one of the nation's largest marketing trade groups, the Direct Marketing Association (DMA), tackled what they view as the inevitable repercussions ' 'likely impact on the economy, consumer behavior, receptivity to marketing vehicles, and the possibility of reactive terrorist acts both domestically and abroad.' Based on the experiences of its members during the period post-Sept. 11, the anthrax scares and the 1991 Gulf War, the DMA offers suggestions on how to tailor direct and interactive marketing during wartime:
Plan strategically. Just as you would in normal business periods, make smart strategic decisions about timing, media choice, and creative. According to the DMA, 'Based on our industry's experiences in the aftermath of Sept. 11 and the 1991 Gulf War, during the first 48 to 72 hours following a national crisis, we expect the American public to be largely glued to the television ' or the Internet, newspaper or radio. As a result, you can expect response rates, incoming calls, etc., to be minimal during this time. How long that immersion will last, however, depends largely on what will transpire.' Whether you market in the business-to-business or consumer environment, this pre-occupation with current events seems to hold true.
The DMA recommends that those who choose to market during the early stages of the war 'focus on shorter lead time
campaigns' that allow decisions to be made (and changed) 'on a day-to-day, hour-to-hour basis.' Decisions about long-term campaigns should be made 'after the initial shock of war has subsided, and our nation has a better indication of its own immediate future pertaining to involvement in Iraq.' The trade group warns that continuing to market to Americans in the midst of this crisis may not only result in poor returns on investment, but could also damage customer relationships with those who perceive efforts as insensitive.
Raise internal awareness of heightened audience sensitivity. Scrutinize any copy and artwork you plan to send ' regardless of the marketing channel. Humorous campaigns may not be well received at this time. Likewise, any patriotic or war-related copy and imagery can cause criticisms of exploitation. The DMA recommends instituting a 'temporary internal review board, [which serves as] a final clearing house before all materials go out the door ' to deal exclusively with sensitivity issues that might have been overlooked in the day-to-day grind.'
Focus on client relationships. With the course of this war unclear, it's crucial to quickly and effectively respond to changing needs and attitudes. Consider creating an internal system for handling all customer feedback remotely related to wartime issues, so that contact via all channels is logged and collected by a single employee or department. Have organizational decision-makers review the quantity, content, and urgency of these comments with an eye towards appropriate response/action.
Let clients know how the war could affect your relationship with them. Possible affected elements could include: your employee's ability to travel; port deliveries; mail and/or package delivery procedures; and shipping costs. Communicate concerns and problems in a clear, timely manner. 'One way to do this is to create a section on the home page of your Web site,' says the DMA, 'which can be quickly and easily updated, to publicize developments that impact' your clients.

Be flexible. Accommodate the needs of the U.S. Postal Service (USPS) and other delivery services, because they will be on high alert. Implement 'best practices' recommended during the anthrax mail scares:
' Use a clear and identifiable return address on all direct mail pieces, packages, etc.;
' Consider using your URL address on envelopes and packaging; and
' Avoid the use of mailings containing 'lumpy' premiums, such as pens and magnets.
(Editor's Note: Direct any personnel responsible for in-house mail delivery and security to the USPS's online version of the Mail Center Security Guide. The document offers advice on assessing the dangers of, and preventing damage from weapons of mass destruction, mail bombs and bomb threats. The Web site also offers the USPS's best practices for mail center security. www.Usps.com/news/2001/press/pr01_1022gsa.htm).
Ramp up internal security systems. With the nation under a designated Code Orange terrorism security alert, the DMA recommends that 'member companies closely monitor their internal data security systems for any irregularities and establish a notification procedure should problems arise.' The trade group also suggests that companies 'consider a thorough security audit of [their] organization's databases and Web infrastructure.'
Don't mail commercial messages to soldiers or their families during the conflict. Any campaigns of this nature should be put on hold indefinitely.
Don't assume that suppliers and vendors take the same precautions your firm does. Ask employees to list all the outside vendors your firm works with (for example: out-sourced call centers, DM agencies, fulfillment houses, Web development shops, etc.) and then contact them with any expected timetable revisions and wartime policy updates. Keep your outside suppliers in the loop if other programming or policy changes occur. 
Pay attention to your own 'home front.' Don't lose sight of the fact that the war affects your employees just as much as it does your clients. 'Some employees,' says the DMA, 'may be subject to further call-up of reserves; others may have immediate family members in harm's way. Still others may have fears of possible repercussions domestically.' Be sensitive to employee concerns, says the trade group, and at the same time, alert them to your firm's facility security and evacuation plans. Update all employee contact information, and if you don't already have one in place, set up a 'cascade communications system' such as a phone chain to inform employees of office closures or other essential developments.

For a complete copy of DMA's recommendations for direct and interactive marketing during wartime, go to: www.the-dma.org.

The American Association of Advertising Agencies offers its members suggestions on general decisions to consider when making client-oriented decisions during a national crisis or emergency. The trade group advises good communication, caution with
creative elements and attention to timing. Source: www.aaaa.org.

With the U.S. and its allies at war with Iraq, one of the nation's largest marketing trade groups, the Direct Marketing Association (DMA), tackled what they view as the inevitable repercussions ' 'likely impact on the economy, consumer behavior, receptivity to marketing vehicles, and the possibility of reactive terrorist acts both domestically and abroad.' Based on the experiences of its members during the period post-Sept. 11, the anthrax scares and the 1991 Gulf War, the DMA offers suggestions on how to tailor direct and interactive marketing during wartime:
Plan strategically. Just as you would in normal business periods, make smart strategic decisions about timing, media choice, and creative. According to the DMA, 'Based on our industry's experiences in the aftermath of Sept. 11 and the 1991 Gulf War, during the first 48 to 72 hours following a national crisis, we expect the American public to be largely glued to the television ' or the Internet, newspaper or radio. As a result, you can expect response rates, incoming calls, etc., to be minimal during this time. How long that immersion will last, however, depends largely on what will transpire.' Whether you market in the business-to-business or consumer environment, this pre-occupation with current events seems to hold true.
The DMA recommends that those who choose to market during the early stages of the war 'focus on shorter lead time
campaigns' that allow decisions to be made (and changed) 'on a day-to-day, hour-to-hour basis.' Decisions about long-term campaigns should be made 'after the initial shock of war has subsided, and our nation has a better indication of its own immediate future pertaining to involvement in Iraq.' The trade group warns that continuing to market to Americans in the midst of this crisis may not only result in poor returns on investment, but could also damage customer relationships with those who perceive efforts as insensitive.
Raise internal awareness of heightened audience sensitivity. Scrutinize any copy and artwork you plan to send ' regardless of the marketing channel. Humorous campaigns may not be well received at this time. Likewise, any patriotic or war-related copy and imagery can cause criticisms of exploitation. The DMA recommends instituting a 'temporary internal review board, [which serves as] a final clearing house before all materials go out the door ' to deal exclusively with sensitivity issues that might have been overlooked in the day-to-day grind.'
Focus on client relationships. With the course of this war unclear, it's crucial to quickly and effectively respond to changing needs and attitudes. Consider creating an internal system for handling all customer feedback remotely related to wartime issues, so that contact via all channels is logged and collected by a single employee or department. Have organizational decision-makers review the quantity, content, and urgency of these comments with an eye towards appropriate response/action.
Let clients know how the war could affect your relationship with them. Possible affected elements could include: your employee's ability to travel; port deliveries; mail and/or package delivery procedures; and shipping costs. Communicate concerns and problems in a clear, timely manner. 'One way to do this is to create a section on the home page of your Web site,' says the DMA, 'which can be quickly and easily updated, to publicize developments that impact' your clients.

Be flexible. Accommodate the needs of the U.S. Postal Service (USPS) and other delivery services, because they will be on high alert. Implement 'best practices' recommended during the anthrax mail scares:
' Use a clear and identifiable return address on all direct mail pieces, packages, etc.;
' Consider using your URL address on envelopes and packaging; and
' Avoid the use of mailings containing 'lumpy' premiums, such as pens and magnets.
(Editor's Note: Direct any personnel responsible for in-house mail delivery and security to the USPS's online version of the Mail Center Security Guide. The document offers advice on assessing the dangers of, and preventing damage from weapons of mass destruction, mail bombs and bomb threats. The Web site also offers the USPS's best practices for mail center security. www.Usps.com/news/2001/press/pr01_1022gsa.htm).
Ramp up internal security systems. With the nation under a designated Code Orange terrorism security alert, the DMA recommends that 'member companies closely monitor their internal data security systems for any irregularities and establish a notification procedure should problems arise.' The trade group also suggests that companies 'consider a thorough security audit of [their] organization's databases and Web infrastructure.'
Don't mail commercial messages to soldiers or their families during the conflict. Any campaigns of this nature should be put on hold indefinitely.
Don't assume that suppliers and vendors take the same precautions your firm does. Ask employees to list all the outside vendors your firm works with (for example: out-sourced call centers, DM agencies, fulfillment houses, Web development shops, etc.) and then contact them with any expected timetable revisions and wartime policy updates. Keep your outside suppliers in the loop if other programming or policy changes occur. 
Pay attention to your own 'home front.' Don't lose sight of the fact that the war affects your employees just as much as it does your clients. 'Some employees,' says the DMA, 'may be subject to further call-up of reserves; others may have immediate family members in harm's way. Still others may have fears of possible repercussions domestically.' Be sensitive to employee concerns, says the trade group, and at the same time, alert them to your firm's facility security and evacuation plans. Update all employee contact information, and if you don't already have one in place, set up a 'cascade communications system' such as a phone chain to inform employees of office closures or other essential developments.

For a complete copy of DMA's recommendations for direct and interactive marketing during wartime, go to: www.the-dma.org.

The American Association of Advertising Agencies offers its members suggestions on general decisions to consider when making client-oriented decisions during a national crisis or emergency. The trade group advises good communication, caution with
creative elements and attention to timing. Source: www.aaaa.org.