Getting to The Core Of Catalog Marketing Advice

I received an email recently from the CEO of a company that, like Datamann, is a supplier to the catalog industry.  He was commenting on one of my recent blog postings, and offered an observation about a problem that he saw within the industry.

He mentioned that many online media outlets are reporting on companies that use Artificial Intelligence (A.I.) in their quest to find new customers and correctly target existing ones. He stated that in most of these articles the term A.I. is misused. The companies profiled are instead using “just predictive models (typically neural networks) and not true generalized ‘artificial intelligence’ at all. But claiming the use of AI is all the rage among Marketing Tech vendors (and the online media reporting on their activities) and causing massive confusion among the marketers I speak with.”

I knew exactly what he was meant. At a company I was previously associated with, every new service or product that was introduced – no matter how mundane – was promoted as having “advanced analytics”.   So we’ve progressed from advanced analytics to artificial intelligence, and both turn out to be an exaggeration.

This vendor went on to describe many of the innovative services and products that his company provides their clients.   Some of them sounded pretty cool – even cutting edge. But he wasn’t trying to impress me or sell me anything. Instead he wanted to make a point that so many of us have to contend with. Some of his products are really meant to make a mailer’s job more efficient and easier. But what is the client’s typical response? “Cool – but now what should I do? Can’t the system just act on these insights for me?”

He bemoaned the death of fundamental marketing skills among most catalog mailers, stating that “the Staples ‘Easy Button’ for marketing has become fully realized and it’s doing far more harm than good at many companies today.”

We all see it. When I polled mailers and marketers for what they wanted to learn at our seminar next week (yes, it is now less than two weeks away), the marketers I contacted almost universally asked for “the five most important metrics I need to run my business.”  When I explain to mailers that those metrics are different for everyone, they lose patience. They don’t want to hear that – they want me to skip to the “best” metrics and reports that everyone else uses.

I can’t blame mailers for not having the patience to understand that their business – as is everyone else’s – is unique. I’ve mentioned before (perhaps ad nauseam) that there has been a talent drain in the catalog industry. Maybe a more accurate statement is to say there just aren’t many staff left at many catalogs. It’s not that the individuals left lack talent – it is simply a fact that in just about every catalog company, the jobs of five people eight years ago are now being done by one or two people. The reasons that this has happened are endless.

It Is Always A Step Backwards

When staff is downsized, it is almost always a step backwards. What happens when someone is downsized or leaves and you are left to do your job and the other guy’s job? You cheat, and take short cuts to get your job done. Maybe cheating is not the right word, because it implies that what you did was ethically improper. That’s not the case. But you need to find a way to get more done, so you look for the easiest route. One of those routes is to outsource your marketing and circulation planning.

There are plenty of consultants in the industry that will do circulation planning and/or modeling for clients. The vast majority of these folks are ex-mailers. They know their stuff, and generally they are all good at what they do.  I perform the circulation planning for a handful of Datamann clients. My methods are no better or worse than those of other consultants. We each have our little quirks that make how we do it different from the other guy – but no one has a secret sauce, beyond experience.

But here is what bothers me. I view circulation planning as being a core function of the catalog. That’s because that was the role I filled as a cataloger. Of course I want to think of my job being “core” to the success of the company. I have always felt it was a mistake for catalog companies to “farm out” their circulation planning. To me it is a relatively easy exercise. But when you have someone else do it, you become that much further removed from the business. Once you start letting someone else plan the circulation, after a few seasons you start to skip looking at the reports that consultants like me provide that show how the last mailing performed, and how the next one is planned. You start to lose touch with how your customer is performing.

This phenomenon of losing contact with your customer is even more pronounced when you have someone doing your circulation planning via modeling. At least with RFM, if you wanted to, you could see how each customer segment is performing. But modeling requires a huge leap of faith. You are often mailing huge swaths of your customer file in very large segments, simply defined as Segment 1, Segment 2, etc. Yes, you can see a difference in response between the segments, but can you tell which portions of your customers are not responding?  Do you even take the time to ask the modelers, or do you simply assume that they are doing the best job that can be done?

It’s one thing to hire a consultant like Kevin Hillstrom or Frank Oliver to come in and provide you with an assessment of what you are doing. Maybe even have them build you a model. But, consultants like Kevin, Frank and me are always willing to teach you, the mailer, how to do what we just did for you, so you can replicate it and carry on the process when we are finished with our assignment. Rarely do mailers want to do that. They want that “Easy Button”.

I’m not knocking companies that do hire outside modelers. There are many of you that are big enough to justify modeling, but not big enough to hire your own in-house statistician to do it.  The problem is that it is not that much of stretch to go from the “easy button” of modeling to being confused by discussions of artificial intelligence to think that your model should be able to “learn by itself” what to do next.

I don’t see this as an issue with every mailer. People that have been “around for a while” know what is, and what is not, possible. It’s the younger professional, mostly from the ecommerce side of the business that suddenly find themselves also responsible for the catalog that think there should be an algorithm for everything. “Facebook can determine what kinds of people are most desirable to view my ad, why can’t your model just figure out the 2% of the people that are going to respond, and mail to them”.   They of course understand that Facebook’s response is not going to be 100%, but can’t understand why the postal model should not be attaining 100% response.

In my opinion, there is no “easy button” to catalog marketing. You have to be involved. You can hire others for their expertise, but don’t become too reliant on them. If you put too much of your business on “autopilot”, you will lose touch you’re your customer, and what they are doing. Your company will become an example of the old joke about the guy that jumped from a 10 story building, and people kept hearing him say as he passed each floor “Okay so far”.

If you are not already signed up for emails from this blog, click here.

by Bill LaPierre

VP – Business Intelligence and Analytics

Datamann – 800-451-4263 x235


read more

You Can Ignore Most of It

This week marks the fifth year anniversary of my starting this blog at Datamann.  I’m going to use the occasion to share a brief personal observation that relates directly to catalogs.

I received several emails last week from readers who agreed with my comments that their catalog could get along just fine with “less perfect” photographs and design. These comments were from the marketing and circulation people who are trying to stretch their budgets, and actually have some money left over to mail the catalog after the creative department has spent a big chunk of the budget on up-front fixed costs like photography and design.

Here was one comment: “Could not agree more that we could get by with ‘good enough’ photography. However, when this is suggested to our creative team, they lose their minds. Any suggestions on how to overcome that?”

Well, let’s try this.  Let’s say you were acquired by new owners, and they mandated that the budget for new photography be cut by 70%? What would you do? Some people would simply throw up their arms and say “You’ll kill the catalog. You don’t understand! We can’t just photograph this new light fixture in any old setting; it has to be done in just the right location, with at least three models, and a dog.” Others, who realize that they have to live within the confines of this new reality, would take some action.

The question becomes, what is important, and what is just noise?

Most of the readers of this blog are unaware of the fact that I am almost deaf.  Most of you have never met me, and if you have, unless you notice my hearing aid, you are probably unaware of the fact that I can’t hear a word you are saying if we are in a crowd.

Ten years ago, I contracted an illness which left me completely deaf in one ear, and with only 40% hearing in the other, which gets increased to 70% with my hearing aid. So, I have about 20% of the normal hearing range that most people have.

What does this have to do with catalogs? Everything.   You see, I have learned to get through the day by ignoring much of what is going on around me, because I can’t hear it anyway. Your customer does the same with your catalog.

In one-on-one situations, I’m OK. Even with three or four people in a room, I can carry on a conversation without too much difficulty. The worst situation is a large crowd – like the coffee break at a crowded conference. You can be standing right next me and practically yell into my good ear, and I can’t tell what you are saying.

I know I’m probably going to get in trouble for saying this, but I’ve learned that 90% of what most people are saying in situations like that can be ignored, and no one can tell that I’m not listening to them. I can tell when someone is asking me a question, because the tone of their voice changes. I can hear a change in frequency and tone, although I don’t know what is being said. So when I detect that someone is asking a question, I lean in and ask them to repeat it. Otherwise, I just stand there and smile and nod. Most people just think I’ve become more agreeable in the past ten years.

Your customer does the same thing with your catalog. They are browsing it. They are flipping through looking at products. They want to see that you have the product knowledge and authority to sell this product. But they are ignoring most of it.

I used this spread (below) from the Cabela’s catalog last fall in a posting on hunting catalogs. They used one lifestyle photo on the spread to show they had “authority” when it came to selling cold weather gear, but the rest of the product photos are all lay-flat studio shots. I know some catalogs where every item would have to be a lifestyle shot. Is that necessary?

The problem is that many catalog creative directors, and merchants, insist on a specific and consistent “look, feel, and theme” to the catalog, to convey a lifestyle, or as Kevin Hillstrom calls it, your “Unique Point of View”.  And there is something to be said for having a “unified” creative look to a catalog.  But everything does not have to be perfect. In my opinion, sometimes when everything looks “too perfect”, your catalog has the same appeal as a mailer from Verizon trying to get me to switch phone plans.

Stop thinking that your customer is curling up in front of the fireplace with a glass of wine to read your catalog – and only your catalog – cover to cover. If that ever did happen, it hasn’t happened in the last 10 years. Your customer has a thousand things going on in their life. Media is on all the time. Some will argue that this exactly the reason that you should, YOU MUST spend a ton of money and time on truly exquisite creative, that will standout and catch the reader’s attention.

But here is where my deafness comes in. “I have learned to get through the day by ignoring much of what is going on around me, because I can’t hear it anyway. Your customer does the same with your catalog.” Your customer is motivated by your merchandise. Your merchandise is your brand. The depth, variety and diversity of your product assortment are what will drive a response. Truly creative people can develop effective and affordable creative, that provides a “unique point of view”, but which puts focus on the merchandise, and how that merchandise meets the customer’s needs.

This is separating the noise from what is important. To answer that reader’s question from last week mentioned at the beginning of this posting, my suggestion is to pose a challenge to the creative folks and the merchants. What can they do to create a truly unique looking catalog, that drives response, and can they do it spending 50% less than what is budgeted? Anyone with some basic talent can spend a fortune on designing a catalog that is “perfectly” photographed, and properly executed. That’s no challenge. That’s just doing their job. Moreover, it is creating a catalog that is similar to thousands of other catalogs that have come before it.

The challenge to everyone – including the marketing and circulation team – is to ALL work together at developing a merchandise and creative direction for the catalog.  Creative, merchandise and marketing cannot work independently of each other. Their over-riding goal – what is important, and not noise – is to develop something that drives response. Unique creative does not have to be expensive and perfect. It has to be unique. That’s why it is called “creative”. Everything else you can ignore, and you’ll still manage to get through the day just fine.

By the way, if you have not visited the Datamann website lately, it was recently redesigned, with a new format for the blog that allows you to search on my last five years of musings. (Click here to visit Bill’s new blog site). Awesome stuff!

If you are not already signed up for emails from this blog, click here.

by Bill LaPierre

VP – Business Intelligence and Analytics

Datamann – 800-451-4263 x235


read more

Time For Questions

With just three weeks to go before our catalog seminar in Concord, NH on catalog metrics, I’m happy to announce that we have over 200 registrations, and the conference hotel is sold-out (but there are other hotels nearby).  I keep getting notes and emails from attendees expressing how much they are looking forward to Kevin Hillstrom’s business simulation.

But before Kevin presents his simulation, I’ll be presenting my annual update on the present status of the catalog industry and my take on catalog metrics. Each year, I start out by asking for a show of hands to reveal how many of the companies in attendance grew the prior year by more than 10%, then 5%, then 1%.

Last year there were only a few that had grown by more than 5%. There is growth out there, among certain retailers. People are still buying stuff. So why is there such little growth among most catalogs?

Let’s forget about the co-ops for a minute and whether they are good or bad, dying or growing. Let’s just focus on one thing – there is not much prospecting for new customers going on at most catalog companies.   Why?

Before I answer that, let me share with you a brief story.  In the early 1990s while working as the catalog marketing and circulation guy at Brookstone, the company hired a new CEO who had no catalog experience.   The company was in rough shape, but the drain on our financial success was not the catalog, it was the 200+ stores. The new CEO turned his attention on the stores because that was the biggest part (80%) of the company, and because the catalog was making plan.

Then one day, my boss, the VP of Marketing hurt his back and was out for two weeks. During those two weeks, every time someone had a question about the “financials” on the catalog, they came to me. One day the CEO called me into his office to ask why list rental income was down.

This was the income we derived from renting our list to other mailers. In the company I had worked at before Brookstone, we did not actively promote the rental of our file. We exchanged a great deal, but had limited rentals. Upper management at that company had “strategic reasons” for this. So, when I got to Brookstone, I continued this “laissez faire” approach to list rental income.

At Brookstone, it was very unusual for the CEO to be quizzing a manager on a specific line item. However, because this CEO had no mail order experience, I thought he would appreciate an explanation from me on my “strategy” towards list rental income, and the fact that I had no control over list rental income, as it depended on other companies using our list, which was dependent on their circulation plans.

Big mistake. HUGE mistake.

For a guy that knew nothing about catalogs and mail order, he started to ask some pretty probing questions. That’s why he was CEO. He knew that Millard Group, located right across the street from Brookstone in Peterborough, NH, was our list manager. “Put some pressure on those guys over at Millard to proactively sell our list. Do some promotions. Get the word out in the industry that you are ready to deal. Change the price. Do whatever you have to do, but get that income up. YOU control and YOU are responsible for this line item – don’t blame it on other mailers.”

To that CEO’s credit – whose name was Hank Kaminstein – he never raised his voice at me, never uttered a swear word, never spoke to me in a sarcastic or demeaning way. Instead, he taught me the value of taking action.

That is what we are going to focus on in three weeks at the seminar – taking action. You wanted to learn about which catalog and ecommerce metrics you need to know and use to grow your business. You wanted to know how merchandise analysis could help you grow. But in reality, you need to see that metrics really don’t help you if you are unwilling to change, and unwilling to take action.

To answer my original question – there is so little prospecting for new customers because you won’t take action and you don’t want to change the way you acquire customers. Carpet bombing with prospect catalogs with names sourced from the co-ops is not working to the degree it used to, but you are reluctant to try other options. Hopefully by the time you leave our seminar, you will have the ammunition you need to impart that sense of urgency for change at your company.

There are four parts to our seminar – my presentation, Kevin’s business simulation, Frank Oliver’s presentation on merchandise analysis (which he has been hinting will include something on “merchandise warfare”), and our closing Q&A session, which in years past could have lasted twice and long, and we still would not have gotten to all the questions.

So, if you are registered to attend, start thinking about your questions for Kevin, Frank and me. If you send them to me before the seminar, they will get priority at that session. I’ve already had a few submitted, which I will share:

One for Frank – My boss keeps telling me that our merchandise needs to be a “curated collection”.  What did catalog merchants do before they became the equivalent of a museum curator?

One for Kevin – A while back, you asked in your blog if it was better to have 100 potential customers that were “engaged” with the brand, but who had not ordered, or one customer that had placed an order. What is the answer for my company?

If you have not already registered for the seminar, click here to visit the VT/NH Marketing Group’s website.

Registration costs for this all day event:

  • $135 for VT/NH Marketing Group members
  • $200 for non-members
  • Registrations are accepted until March 28, 2017

If you are not already signed up for emails from this blog, click here.

by Bill LaPierre

VP – Business Intelligence and Analytics

Datamann – 800-451-4263 x235


read more

The Magnum PI Look Is The Giveaway

Why do you always aim for perfection instead of change?

At last year’s Datamann catalog and ecommerce seminar, which Datamann hosts and sponsors for the VT/NH Marketing Group, the local chamber of commerce in Concord, NH had a pile of the magazine pictured below in the conference center lobby.

Do you notice anything wrong?

Look at the guy’s sweater and his mustache. Look at her hair cut. This photo is from the late 1980s!

Because I worked next door to the Eastern Mountain Sports headquarters in Peterborough, NH for more than 20 years, I recognized the photo immediately as being from an EMS catalog from that time frame, 25+ years ago!

This is not an isolated occurrence or problem. Almost every catalog is guilty of it. I see many of you using the same photos in your catalogs year after year. Usually, you don’t have models that have a “dated” look, but some of you do. (Do most women wear eye shadow and earrings when they go camping?)

If your response is lagging on some products that used to do well, take a count of how many consecutive times that product has had the same photo in your catalog. I’ve seen instances where the same photo appeared more than 100 times consecutively, with no changes! Of course, not only does the photo not change, but the headline and copy block often remain unaltered for years as well.

I’m going to refrain from showing examples of this, as it would become a game of “gotcha”. There would be little value to readers to embarrass those you that fall into this trap. But, you know who you are, and if is response is lagging – change it up a little.

The reason that most of you do not do more photography is that you want perfection. As an industry, we spend a fortune on new photography. Only a few of you do what I call “make do with good enough” photography.  Sure, you can’t rely on your cell phone to take product pictures, but do you really need to bring in an outside photographer, a lighting technician, a stylist, and a model to shoot a sweatshirt? Or a lawn sprinkler?

You still look upon your catalog as being something for which the Library of Congress is waiting. Even though you know that Catalog Age magazine is not around anymore to give you an award for “Catalog of the Year”, just in case someone else is, you don’t want to be marked down for any photography that is less than perfect. And of course, perfection is expensive. So, you stick with the same photo that has been used 100 times (literally) before because you can’t afford to shoot a new one.

But here is what is so puzzling to me. You won’t shoot your own stills for the catalog or website, but you are willing to shoot your own video, of your latest “behind the scenes at our company”, and post it to YouTube, with minimal editing, minimal changes, and certainly, no “professional look”.  You agonize over catalog photography and models, but will throw anything on YouTube.  I actually agree with getting videos on your website and YouTube frequently and cheaply.  I’m puzzled over the continued striving for perfection on static photography.  What’s wrong with “make do with good enough”?

Let’s try a test. Instead of doing yet another useless cover test, let’s do a photography test. Unless you are a high-end fashion catalog with a $500 average order, try having someone in the creative department use their own camera (not a phone) to shoot a few products in the next catalog. See if sales fall off dramatically for those products if you don’t go for “perfection” but instead go for “change”.   Change is good.

Your customer may not have the historical memory that I do, but they recognize when they have seen something repeatedly. That’s when they stop opening your catalog at all.

This year’s seminar – which is now only three weeks away – is not about catalog creative per se. But it is about the need to change, the need to evolve. If you have not already registered for the seminar, click here to visit the VT/NH Marketing Group’s website.

Registration costs for this all day event:

  • $135 for VT/NH Marketing Group members
  • $200 for non-members
  • Registrations are accepted until March 28, 2017

If you are not already signed up for emails from this blog, click here.

by Bill LaPierre

VP – Business Intelligence and Analytics

Datamann – 800-451-4263 x235


read more

What Makes You So Unique?- Merchandise Haiku

April 1989 – my first day on the job as the new marketing guy for the Brookstone catalogs. I had the usual litany of forms to fill out, obligatory tour of the warehouse, and review of our systems with IT.  Around 3 PM, one of my co-workers said “Oh, by the way, you have a 4 PM meeting in the main conference room. It’s a critique of the Spring catalog, the book that just mailed last week.”

This was new to me. I had come to Brookstone from the Potpourri catalog, which was still family owned, and family controlled. The family may have held critiques of the catalogs that we mailed, but we mere mortals never participated. I never knew what products were going into the catalog until we received samples back from the printer. Further, since the catalogs looked the same issue to issue, year to year, there was little to comment on from a creative perspective.

As I was headed down the hall to my 4 PM meeting, my co-worker yelled out “Oh, and watch out for Frank!” Who was Frank?

Frank turned out to Frank Oliver, who at the time was the merchant/product buyer for the Brookstone Hard-To-Find-Tools catalog.  Frank left Brookstone in the early 1990s to become head of merchandise at Gardener’s Supply, and then head of product development there.

Frank was astounding in that critique meeting, which included the CEO, the VP of Marketing for stores and catalogs (my boss), the catalog art director, and a cast of four or five others. Frank was animated.  Frank was LOUD (and still is). There were no results yet on the book, as it had just mailed, but Frank started to rattle off a list of changes that needed to be made for the next book.  He knew his facts. He was quantifying his opinions and ideas with data! This was back in the era of Lotus 1-2-3, with floppies that held one program each. Where was he getting this stuff?

Over the years, I have come to regard Frank as one of the best merchants I’ve known for one simple reason. He is passionate, yes, passionate about products. (But, then again, have you ever met a merchant of whom you would not say they were passionate about products?)   Yes, he’s great at envisioning fiendishly ingenious new products. Yes, he has some fantastic relationships with product vendors around the world.

But, those reasons are not why I consider him to be one of the best merchants. The simple reason Frank is so good is that he strives to quantify what he is doing. I have met tons of merchants who have no concept of how to quantify their product’s performance, or who don’t consider it part of their job. It’s not that it is “beneath them”, they just don’t know how to do it, or are not very good at it. They strive to excel at finding new products, that correspond with the persona of the catalog’s customer (who is named Colleen), and to discover the right color palate for this coming’s season.

Yes, those merchants do care about how those products perform; after all, their personal compensation depends on it. But they limit their knowledge of that performance to what their IT department can furnish for a “performance report”. These reports are different in every company, but they are rarely designed with the true needs of the merchants in mind.  They are typically designed by someone in IT, and focus on SKU numbers, not sales trends.

Are there merchandise metrics that matter? How does a merchant determine the true performance of their products? Again, everyone wants to see different things, and has different methods of evaluating products. Where do you start?

The Task for March 2017:

I gave Frank a challenge when I asked him to speak at our seminar on March 30.  Frank’s had quite a bit of exposure in the past few years, speaking at our first seminar 5 years ago, and a couple of times for NEMOA. He’s been his usually jovial self. He’s offered some great tips, but I told Frank that this time, I needed him to focus on not what the audience wants to hear, but on what they need to hear. Last summer, he agreed that he could do this.

Around January 1, I checked in to see how he was doing with getting ready for his presentation. Here was his response:

“You have given me a formidable challenge.  One that I am wrestling with, in all honesty.  The outline in the agenda you and I agreed upon has flexibility, so that’s fine. Less entertainment and more serious presentation content.  That’s tough. Takes time…

Working on a serious idea that might work. No laughing matter. Need just a bit more noodling to see if it holds for the complete talk. My flight plan:

I will distill all previous merchandising presentations to a concise, “best of breed” fast overview: merchandising key metrics, data management, and performance reporting (Building the Titanic), Merchandising goals – Marketing goals (Ready-Fire-Aim), Demand Conflicts (Attribution Retribution), Multi-channel Merchandising (Drone Warfare) Surviving World War III…….

Too dramatic?  Perhaps, but not so far off.”

I could tell from his response that Frank was going to exceed my expectations. Here’s why: some people get asked to speak at lots of conferences. They often just dust off last year’s speech, update a few slides with this year’s buzz words (social engagement) to sound relevant, and show up at the appointed hour on the designated day. Frank was wrestling with how to develop something new, something that was going to challenge you to think (which is what I ask both he and Kevin Hillstrom to do this year).

Last week, I asked Frank for a few “tidbits” from his presentation that I could weave into this posting. His response was so good, that instead of editing it, I offer it here in its full and original form. I’m not sure what “device” Frank uses to send me his emails, but because of the short sentences, and lack of paragraphs, this struck me as being a form of merchandise analytics Haiku.

“What makes you so unique?’

When a casual conversation drifts to hometowns, I always say I don’t have one!

‘My hometown is nowhere, and my friends are everywhere.’

‘Your Dad must have been a traveling salesman?’

No, career Military. I was a Brat.

Always moving, changing friends & schools every couple years, a drifter’s life, no roots really.

Makes me pretty unique, right?

I really thought so, until I saw the movie “Brats: The Long Journey Home”.

You see, Brats may physically look different, but our story & character is exactly the same in so many respects.

We are socially comfortable (aka Out-going), fiercely loyal (aka Keep America Strong & Protected), and refuse to give up (aka Excellent Survivor instincts).

Brats will tell a stranger their life story over a beer, but fail to share feelings of sadness or grief with their own family.

Brats are “invisible” and everywhere.  5% of our population are Brats. Millions of us!

Your catalog customers are really like a diverse group of Brats. Like it or not.


So spend less time trying to figure out what your Brats “look like” and more time enhancing their lives with meaningful product they will respond to!

When was the last time you immediately improved a new product based on negative Power Reviews?

When was the last time you surveyed buyers of a long time “best seller” to find out how it really works or how it could be sold effectively for other purposes?

When was the last time you spoke to a real customer about a real product that you sell?

When was the last time you had an “email relationship” with a customer that lead to introducing a great new product?

Merchants need fewer customer profiles and more good product intelligence!

Going to trade shows and asking suppliers “What’s selling” is NOT what should guide your new product strategy.

Merchants need to use their internet web tools to the fullest extent, because their customers are invisible & EVERYWHERE!

New rules apply; we are always moving, changing relationships and forced to survive in a more challenging market.

I would contend, therefore, that Military Brats make excellent merchants, they are personable, loyal, and very used to adapting to constant change!

They also don’t mind traveling…….they have friends everywhere, some they have yet to meet.”


Yes, as Frank stated, new rules apply. We must make changes to survive. If you are trying to determine how to grow by improving not just merchandise performance, but merchandise development, you need to be at the Datamann seminar on March 30th in Concord NH.

There is still time to register, but I recommend that you do it soon. Our registration is running 20% ahead of last year’s numbers.  Our host hotel is full, but there are still plenty of other hotels in the Concord, NH area.

If you have not already registered for the seminar, click here to visit the VT/NH Marketing Group’s website.

Registration costs for this all day event:

  • $135 for VT/NH Marketing Group members
  • $200 for non-members
  • Registrations are accepted until March 28, 2017

If you are not already signed up for emails from this blog, click here.

by Bill LaPierre

VP – Business Intelligence and Analytics

Datamann – 800-451-4263 x235


read more