Subsequently, Direct Mail (DM) has faced a challenge to its place within the marketing mix over the last decade owing to the growth of e-marketing which is expected to play a substantial role in marketing plans (Keep Me Posted, 2019). One survey found that 25% of marketers reported a plan to dispose of DM as a channel for communication within the growing digital world (Keep Me Posted, 2019). As a result of this hesitation from marketers, DM declines of 10% or ￡1.5bllion are predicted over the next two-years (PrintWeek, 2019). In practice, the assumption that customers are expected to engage with brands via digital channels continues to grow. This is further reinforced by growing digital usage within a range of demographics where the ONS (2018) reported usage has trebled since 2008 within UK adults aged 65+.
Consequently, it is reasonable to concur with the view of theorists such as Bezjian-Avery et al. (1998) who posit that with the widespread update of e-marketing channels, traditional communications such as DM, Television, Telemarketing and Door-to-Door advertising will decline, especially as its target audiences increasingly adopt digital tools (ONS, 2018). This therefore lends to the argument presented by many strategists and marketers today relating to ‘is DM dead within a digital marketing world?’ (Forbes, 2017; Keep Me Posted, 2019). Contextually, many argue that phenomenons such as the plugged-in paradox, digital stratosphere and demand for instant gratification within generational cohorts has been driven intensely by digital transformation (HBR, 2017; BBC, 2015; Black, 2010). In turn, marketing channels such as Email, referred to as ‘’Direct Mail on steroids’ (Chaffey & Smith, 2013: p.77) and Social Media continue to grow in marketing use. Much research further advocates its value compared to traditional marketing channels, which are viewed as fundamentally more costly, with a less immediate call-to-action (Chaffey & Smith, Keep Me Posted, 2019). Consequently, the growing argument that DM is no longer necessary is increasingly substantiated, as consumers and marketers spend a intensive amount of time engaging within the connected virtual world.
There is however the progressive argument which suggests that DM can be adopted as a key channel within the marketing mix to achieve a Multichannel Communications (MCC) strategy. Multichannel marketing relates to the practice of customer interaction via a combination of indirect and direct communications, enabling customers to take action through a range of suitable channels (Rosenbloom, 2007). Figure 1 identifies channels which have commonly been adopted within a variety of MCC strategies:
Contextually, this presents the opportunity for DM to maintain its value and relevance, through adoption of integrated communications which appeal to a depth of consumer behaviours and therefore improve campaign response (Chaffey & Smith, 2013). In support, 91% of marketers stated in a study that it is important to deliver better integrated multichannel marketing which reaches a wider range of customers (Econsultancy, 2018). In business, customer pressure has demonstrably been a key driver for MCC strategies, with a Keep Me Posted (2019) study uncovering that 81% of customers want to choose how to receive their information whilst 84% do not like when businesses take away their right to choose. Consequently, an outcome of this study will assist marketing practitioners with a developed understanding of the value of DM for the contemporary marketplace.
1.2. AIM
The aim of this research is to assist marketing managers with explor
