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contraian trading, 289 critical threshold exits, 283 dynamic AIR-based stop, 322, 323 dynamic stops, 316-324 extended time limit, 328 fined stop,,-,rof,t target, 311-316

View preloaded, preset spreadsheets and reports. Create nal presentations right on their laptops, then view the proposal on the screen or print it out and discuss it. After a 120-day development process, Bene tMall was able to start its rst month of the new system by sending Welcome kits to 2500 new brokers, personalized for the individual broker and the broker sales representative for each of the 11 regions. Activation emails to all new quoting brokers and all new selling brokers. Bene tMall was able to convert 5 to 10 percent of these brokers to full customers within the rst 2 months. This was true even though typical sales cycles are 3 to 6 months. It is anticipated that this percentage will at least double over time. New customer thank-you letters and gifts to all rst-time selling customers in all regions. Thank-you satisfaction surveys to all brokers completing sales each month; 25 percent of the brokers reached in the emails participated in the surveys. Reactivation emails, letters, and sales phone calls to all lapsed brokers, those who had stopped quoting and selling. Bene tMall

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gunning, 288 highest higbilowest low stop, 322 importance, 281,282 impmvemenu on standard exit, Xl%333 MEMA dynamic stop. 323,324 modified standard exit strategy (MSES), 302-307 money mana~emc"texits,283,284 neuralnetworks, 336-34,

was able to reactivate more than 5 percent of these brokers within the rst 60 days. This percentage is expected to at least double, since typical sales cycles are 3 to 6 months. Email newsletters to all brokers with 45 to 55 percent open rates for HTML. (Open rates refers to the percentage of people who open and read an email instead of just deleting it.) There was a 5 percent click-through rate on links to the Web site and an opt-out rate of 0.3 percent over an 8-month period. Eighty special regional postcards, faxes, and emails, all within 48 hours of the event, improving the turnaround time by 62 percent. These communications gave brokers updates on price changes, seminars, new carriers, or other time-sensitive news items. In the rst 8 weeks of the new program, Bene tMall generated over 2000 new quotes and 80 new sales.

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Isuzu dealers sell midsized trucks that are used in a variety of occupations, including landscaping, plumbing, manufacturing, and materials distribution. Because of the differing vocations for which the trucks are used, the engines are the same but the appearance of the trucks varies considerably. To sell a truck to a nursery or an electrical contractor, it is useful to show the prospect a picture of what the truck will look like. To solve this problem, Isuzu worked with msdbm of Los Angeles to create a program called Postcard Direct. Isuzu asked its dealers to provide it with scores of testimonials from satis ed Isuzu truck owners, complete with photographs of the trucks being used in various vocations. Msdbm helped Isuzu to assemble the best of these testimonials and photographs into a group of oversized postcards designed to be sent to customers in various vocations. Msdbm worked with Dun & Bradstreet and Isuzu to compile a database of small and midsized businesses and prospects, coded by business type. These names were put into a database with the latitude and longitude recorded in each record. In addition, the database contained the names, addresses,

protective stops. 288. 289 random entry model, 291,292 shrinking profit rarget. 324-328 signalcrit9, 287, 288 slippage, 289 standard exit strategy (SESS), 293-302 time-based exits, 286

phone numbers, and logos of all the Isuzu dealers in the United States. To launch the program, msdbm created a mailing to all Isuzu dealers, inviting them to come to an Isuzu microsite (see Figure 9-3) to order custom postcards to be sent to customers and prospects in their trade area. Dealers could come to the site and select the vocations that they wanted to promote, select the number of names they wanted to mail to, and view the test front and back of each postcard. After dealers selected the postcards they wanted to send, they would see the number of prospects and customers whose of ces were within a close radius of the dealership (see Figure 9-4). They could order the cards right on the Web. Dealers would click on the number of prospects they wanted to mail to and then would see a form for placing the order (see Figure 9-5). The program proved to be an outstanding success. Fifty percent of the Isuzu dealers in the United States logged on to the Web site and ordered postcards. After 1 year, a total of 128,000 postcards had been ordered using the system, at an average cost to the dealer of $0.25 each. Figure 9-3 Postcard Direct

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Figure 9-4