| Sustainable email sending programs in an
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| | corporate and ESP data centers. Many ESP
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| inherently hostile environment now
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| | operations are being pushed into
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| require great care and planning. Before
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| | unfamiliar technical territory in an
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| considering technical complexities and
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| | attempt to improve delivery performance.
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| marketing tactics, email senders must
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| | If you don't probe past the comforting
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| adopt this basic paradigm shift.
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| | superficialities your outcomes may be
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| The five guidelines included in this
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| | diminished.
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| series should become watchwords for ezine
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| | More information on email sender tools
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| emailers as they incur the risk and
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| | and tactics can be found in the Email PhD
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| responsibility of sending newsletters or
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| | Sending Signature Management section.
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| any other repetitive type of email.
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| | Upgrade and modernize your systems -
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| Part 1 of 5: Treat Email as a True Risk
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| | whether internal or external
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| and Cost Center
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| | Delivery tactics, drop-box testing, high
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| Part 2 of 5: Avoid Collateral Damage
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| | granularity reporting, trends analysis
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| Part 3 of 5: Use the Available
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| | all these are necessary features for
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| (Legitimate) Tools and Tactics (M2M)
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| | email program control. If you still think
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| Part 4 of 5: Build Strong Relationships
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| | that there is something simply called a
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| (H2H)
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| | "bounce" (as opposed to a "server level
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| Part 5 of 5: Continuously Evaluate
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| | response message") then you may be
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| Part 3 of 5
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| | lacking sufficient data to influence your
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| Use the Available (Legitimate) Tools and
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| | sending outcomes. There is a lot more to
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| Tactics (M2M)within your email sending
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| | managing a successful sending process
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| system
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| | today than just pushing the "send"
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| One of the most basic systematic
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| | button.
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| distinctions influencing email
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| | In line with these needs, new levels of
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| performance is between those barriers
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| | control are now being built into many
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| operating under human control, and those
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| | sending systems, from the MTA package
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| that are under machine control. Email
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| | through to the total messaging system.
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| senders today need to understand and work
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| | These can allow managers to avoid
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| within this dicotomy. Remember:
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| | accidentally activating many routine
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| * Human solutions (such as ISP relations)
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| | volume and rate blocking traps. And
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| tend to work for human-run systems (H2H)
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| | virtually all system developers are now
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| * Machine responses (such as sender
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| | providing improved reporting and data
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| authentication) tend to work for machine
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| | integration. The use of controlled
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| systems (M2M)
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| | sending policies and scheduling can
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| * Not understanding the differences
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| | reduce your sending signature, and
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| between these types of systems tends to
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| | improve your reception and delivery at
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| create at lot of frustration
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| | most major recipient ISPs.
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| Most of the systems that stop your email
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| | The same level of expertise should be
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| are automated. This means machines, not
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| | expected from external service providers.
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| people, determine whether your email gets
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| | Presenting an easy to use interface, or
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| through. From client-side boxed software
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| | good database integration features is
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| packages to ISP email profiling systems,
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| | important, but it is not sufficient.
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| it is usually the things that machines
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| | Investment and effort to control and
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| can see and measure that count the most.
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| | improve email results, from ISP relations
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| Many ESPs rely almost exclusively on H2H
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| | to technical delivery, is essential in a
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| "ISP relationships" at major recipient
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| | good ESP partner.
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| ISPs for delivery improvement. Email
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| | Good decisions are based on data
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| managers need to remember that only a few
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| | Senders have been subject to a litany of
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| ISPs even offer such channels, and that a
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| | aphorisms about how to improve delivery.
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| large portion of their email list
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| | A few of these suggestions are entirely
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| addresses are at ISPs that don't. For
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| | useless, and others may have only an
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| those destinations, and just as
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| | extremely narrow field of effect.
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| importantly, for all of the outside
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| | Effective email managers know that the
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| monitoring systems that watch and record
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| | only accurate way to tell what is really
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| email flows, your technical (M2M) sending
| |
| | happening to your sends is to test and to
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| behavior is the primary determinant of
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| | collect data.
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| your success.
| |
| | Many online publishers have a key metric
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| This section addresses the
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| | that they like to use. Unfortunately,
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| machine-to-machine (M2M) communication
| |
| | chances are that it has been corrupted by
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| universe - that strange virtual place
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| | some type of sending barrier. Other
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| where what people think and see counts
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| | senders still rely only on aggregate
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| for little, but where algorithms, rule
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| | indicators of sending success, or worse,
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| sets, and thresholds control everything.
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| | indicators that can simply tell you if
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| Of course, people usually set those rules
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| | your campaign succeeded or failed
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| and thresholds, but once in place the
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| | according to a measure other than
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| machines do the sorting, filtering, and
| |
| | delivery. This data, while better than
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| blocking. And they determine whether your
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| | nothing, does not provide the diagnostics
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| recipients get your messages.
| |
| | and granularity needed to control and
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| Email delivery and communications is your
| |
| | adapt your sending strategies. To control
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| business, and your responsibility
| |
| | an email program today it is just as
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| Successful email communications programs
| |
| | important to be able diagnose a problem
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| actively use many types of M2M tools and
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| | as it is to simply report a result. Data
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| tactics to overcome delivery barriers and
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| | collection at multiple levels is key to
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| to improve the level of recipient
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| | diagnosis.
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| response. In fact, at a point in time
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| | Complete reporting systems should
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| where 22% of permission-based email from
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| | provide:
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| a wide spectrum of sources is being
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| | * detailed data from the Internet
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| erroneously blocked, and with email
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| | transmission level (server-to-server)
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| response rates far below their historical
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| | * data from monitored mailbox landing
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| highs, managers cannot afford to just
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| | systems (filter/junk-bin)
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| accept the status quo. From HTML checkers
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| | * data from email-based actions (opens,
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| to drop-box landing systems to sending
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| | click through)
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| profile control systems, email managers
| |
| | * results measuring value created (such
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| already use a range of M2M tools and
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| | as purchases or requested recipient
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| resources first to map out their own
| |
| | actions)
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| email delivery situations, and then to
| |
| | Each of these data sources addresses a
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| take corrective action. Even at the most
| |
| | portion of the delivery and response
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| elementary level, investigation and
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| | cycle, and only in aggregate can delivery
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| remediation of sending errors or delivery
| |
| | and response problems be identified and
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| failures can dramatically turn around
| |
| | addressed. Each measure also has
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| difficult situations.
| |
| | characteristic sources of error (for
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| Senders can effectively use either
| |
| | example image blocking for opens rates),
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| internal or external solutions
| |
| | so it is the relationship between these
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| With the right controls in place,
| |
| | data points that provides the most
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| outbound email programs can effectively
| |
| | information for sender control. This data
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| use either (or both) internal or external
| |
| | is almost always created from several
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| sending resources. The goal is to
| |
| | different sources, and senders may need
|
| cost-effectively access the expertise and
| |
| | to build a customized system for
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| capacity necessary to operate a
| |
| | integrating and displaying these results
|
| sustainable system. To do this email
| |
| | in a useful manner.
|
| managers first have to realistically
| |
| | Integrated reporting data recorded over
|
| evaluate their internal capabilities as
| |
| | time allows senders to measure changes in
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| well as the claims of potential Email
| |
| | system and recipient behavior, indicating
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| Service Providers.
| |
| | at which level problems (or improvements)
|
| The key to this process is to ask the
| |
| | may be occurring. Changes in the pattern
|
| right questions! In an era dominated by
| |
| | of these behaviors is very informative to
|
| delivery and sustainability problems,
| |
| | email managers seeking to control their
|
| many managers still evaluate systems only
| |
| | delivery profile.
|
| on the basis of convenience or ease of
| |
| | More information on email data collection
|
| use. Old "broadcast" email systems that
| |
| | and analysis can be found in the Email
|
| activate blocking and filtering systems
| |
| | PhD Data and Tracking section.
|
| routinely run unquestioned at both
| |
| | Copyright © by Email Ph.D.
|
