JCPenney.com has gathered 4 million opt-in e-mail customers and sends out upwards of 3 million HTML e-mails a week.
This story was inadvertently included in this report of the news from eTail 2002. It took place at eTail 2001 in New York last year. Internet Retailer apologizes for the error.
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Microsoft’s .Net: These guys are looking to the future
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J.C. Penney has the numbers to show its successful growth on the web. From $15 million in sales in its launch year of 1998 to $294 million last year and a projected $400 million this year, Penney has grown its web volume impressively, becoming what it believes is the leading home furnishings and apparel site on the Internet. But lately its focus is shifting from top to bottom. “We are on a new kick called profitability,” Melanie Angermann, vice president of marketing for JCPenney.com, told an audience this week at the eTail 2001 Conference in New York. “We aren’t so top line driven.”
Now the focus is on retaining repeat customers, building average purchases, increasing conversion rates, and converting catalog and store shoppers to higher-volume multi-channel buyers-all the things that drive web-site ROI. A key tool Penney is using to tackle the profitability challenge is aggressive e-mail marketing. It has gathered 4 million opt-in e-mail customers and in a given week it may send out upwards of 3 million HTML e-mails.
But here, too, said Angermann, the focus is not on volume of messages, but the targeting of them. Its e-mail marketing campaigns are targeted based on various segmentation methods, including by the customer’s sales channel preference, her merchandising preferences and by the source through which the opt-in e-mail address was obtained. All messages are tested for results before expanded usage, and e-mail campaigns are carefully tracked by their sales results.
No meaningful e-mail segmentation opportunity is overlooked. Recent opt-in subscribers are treated differently from veterans. “We start them off easy online with a simple CD promotion instead of a bathing suit,” explained Angermann. If a customer recently purchased children’s clothes from Penney, that customer will likely receive an e-mail promoting children’s clothes online. Electronic order blanks are tested in different groups in an attempt to make a web purchase as simple and pain-free as possible. Some e-mail campaigns are grouped around products associated with a timely event, such as a July 4th sale or a back-to-school promotion. E-mail promotions generally include a “forward to a friend” option to capitalize on the viral effect of the web. And product-specific e-mail messages targeted to recent buyers of similar merchandise always include the web site’s navigation bar, just in case the personalization results were in error, as in the case of a single women buying maternity clothes for a friend.
Penney gathers e-mail addresses as aggressively as its uses them in promotion. “We like to collect e-mail addresses from every source we can,” remarked Angermann, noting that even initial messages to those customers are tested to see which are more likely to produce an opt-in response. And while Angermann insisted that Penney “never sends an unsolicited e-mail promotion” and provides easy opt-out instructions on all e-mail promotions it transmits, it nevertheless is implementing an opt-out program that allows customers to opt-out of objectionable e-mail messages while staying on the list to receive all others. Added Angermann: “We have a fair number of customers who opt-out of e-mail promotions for the plus sizes.”
Is this aggressive e-mailing strategy reaching a saturation point, where customers may begin to push back, Angermann was asked. “We wonder when we’re going to hit saturation, but we haven’t seen any increase in opt-out rates yet,” she answered. “I’m absolutely blown away by our low opt-out rates, but I think our segmentation approach to e-mailing has a lot to do with reducing opt-outs.”