Email Marketing Learning from case studies

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Email MarketingLearning from case studies
Hi there! Im Megan McDonough. Its great coming
together with you in this virtual space

www.easyemailmarketing.com
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Examples of email newsletters I actually read (or
at least scan!)

• Marketing Minute by Marcia Yudkin
• Bodyworkbiz by Eric Brown
• CMASTD
• Belief Net

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What email newsletters do you regularly read or
scan?Why?
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Why do we read or scan some and delete most?

• Time Do I have the time to read it?
• Interest Is it a subject Im interested in
  generally?
  
• Relevance Is it immediately applicable to an
  issue or problem Im having now?
  
• Relationship Do I know you outside this email
  newsletter?
  
• What else?

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How can we make our newsletters more readable?

• Time Do I have the time to read it?
• Bullet points. Crisp, short sentences
• Interest Is it a subject Im interested in
  generally?
  
• Bold key points/phrases. Eye-catching headlines
• Relevance Is it immediately applicable to an
  issue or problem Im having now?
  
• Ongoing emails. Repeat message with different
  twist
  
• Relationship Do I know you outside this email
  newsletter?
  
• Multiple connections (Marcia as example)

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Case Study
I've been thinking about the subject of employee
passion for some time now and I cant imagine
doing a job that I do not have at least some
passion for. I've discovered that there are other
people like me out there in all walks of life,
but as leaders, can we realistically expect
employees to be passionate about their work? We
have all met employees, managers and even
executives who are not at all passionate about
what they do in fact many seem to be bored to
tears.Certainly many people who serve us in
restaurants, in airplanes and retail stores
appear that way. The Gallup Organizations
research on employee engagement would seem to
indicate that less than one in three employees
have any passion for their work, with just 29 of
the American workforce scoring as engaged. And
yet Curt Coffman was quoted in the Gallup
Management Journal in June 2002 as saying
almost everyone joins an organization as an
engaged employee.Okay, so what is the
difference between engagement and passion? I see
people who are mentally engaged, who are
"switched on" to the extent that they are
conscientious about their work, do everything
that is expected of them and they comply with
policies and procedures to the letter. Then I
see emotionally engaged employees. They dont
just stick to the policies and procedures... they
do whatever it takes to delight their customer,
whether it is an external customer or someone
inside the organization they are responsible for
providing service to an internal customer.These
emotionally engaged employees are passionate
about their work, and the organization they work
for.
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Lets play with editing
Get rid of excess or weak words
Weve all met employees, managers and even execu
tives who are not at all passionate about what
they do in fact, many seem to be bored to
tears.The Gallup Organizations research on
employee engagement indicates that less than one
in three employees have any passion for their
work, with just 29 of the American workforce
scoring as engaged. And yet Curt Coffman was
quoted in the Gallup Management Journal in June
2002 as saying almost everyone joins an
organization as an engaged employee.Whats the
difference between engagement and passion? I see
people who are mentally engaged, who are
"switched on" to the extent that they are
conscientious about their work, do everything
that is expected of them and they comply with
policies and procedures to the letter. Then I
see emotionally engaged employees. They dont
just stick to the policies and procedures... they
do whatever it takes to delight their customer,
whether it is an external customer or someone
inside the organization they are responsible for
providing service to an internal customer.These
emotionally engaged employees are passionate
about their work, and the organization they work
for.
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More editing

• Use bullet points
• Weve all met employees, managers and even
  executives who are not at all passionate about
  what they do in fact, many seem to be bored to
  tears.The Gallup Organizations research on
  employee engagement indicates that less than one
  in three employees have any passion for their
  work, with just 29 of the American workforce
  scoring as engaged. And yet Curt Coffman was
  quoted in the Gallup Management Journal in June
  2002 as saying almost everyone joins an
  organization as an engaged employee.Mentally
  and emotionally engaged employees
• Do whatever it takes to delight their customer
• Are conscientious about their work
• Comply with policies and procedures
• Fully engaged employees are passionate about
  their work, and the organization they work for.

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Yup, even more editing

• Bold and highlight key phrases
• Weve all met employees, managers and even
  executives who are not at all passionate about
  what they do in fact, many seem to be bored to
  tears.The Gallup Organizations research on
  employee engagement indicates that less than one
  in three employees have any passion for their
  work, with just 29 of the American workforce
  scoring as engaged. And yet Curt Coffman was
  quoted in the Gallup Management Journal in June
  2002 as saying almost everyone joins an
  organization as an engaged employee.Mentally
  and emotionally engaged employees
• Do whatever it takes to delight the customer
• Are conscientious about their work
• Comply with policies and procedures
• Fully engaged employees are passionate about
  their work, and the organization they work for.

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Which would you be more likely to read?

• Weve all met employees, managers and even
  executives who are not at all passionate about
  what they do in fact, many seem to be bored to
  tears.The Gallup Organizations research on
  employee engagement indicates that less than one
  in three employees have any passion for their
  work, with just 29 of the American workforce
  scoring as engaged. And yet Curt Coffman was
  quoted in the Gallup Management Journal in June
  2002 as saying almost everyone joins an
  organization as an engaged employee.Mentally
  and emotionally engaged employees
• Do whatever it takes to delight the customer
• Are conscientious about their work
• Comply with policies and procedures
• Fully engaged employees are passionate about
  their work, and the organization they work for.

I've been thinking about the subject of employee
passion for some time now and I cant imagine
doing a job that I do not have at least some
passion for. I've discovered that there are other
people like me out there in all walks of life,
but as leaders, can we realistically expect
employees to be passionate about their work? We
have all met employees, managers and even
executives who are not at all passionate about
what they do in fact many seem to be bored to
tears.Certainly many people who serve us in
restaurants, in airplanes and retail stores
appear that way. The Gallup Organizations
research on employee engagement would seem to
indicate that less than one in three employees
have any passion for their work, with just 29 of
the American workforce scoring as engaged. And
yet Curt Coffman was quoted in the Gallup
Management Journal in June 2002 as saying
almost everyone joins an organization as an
engaged employee.Okay, so what is the
difference between engagement and passion? I see
people who are mentally engaged, who are
"switched on" to the extent that they are
conscientious about their work, do everything
that is expected of them and they comply with
policies and procedures to the letter. Then I
see emotionally engaged employees. They dont
just stick to the policies and procedures... they
do whatever it takes to delight their customer,
whether it is an external customer or someone
inside the organization they are responsible for
providing service to an internal customer.These
emotionally engaged employees are passionate
about their work, and the organization they work
for.
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This seems like an obvious (and maybe even
stupid) question, but why do you want people to
read your email?
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Because we want them to take action now or in the
future

• Business clarity drives effective communication
  and the subsequent customer action.
  
• Many trainers have so many products and services
  that email communications become a messy
  hodgepodge of stuff. (yes, Im guilty of this
  too!)
• It takes thinking time, reflection, and
  discipline to focus communications.

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The call to action
There is no short cut to getting employees to be
passionate about their work and your
organization. You cannot achieve it by increasing
compensation, improving working conditions, or
offering incentives such as bonuses or share
options. Golden handcuffs may prevent people from
leaving, but they do not buy passion. The only
way to getting the best performance out of every
employee is through providing them with great
leadership... leadership that creates a work
environment in which everyone wants to and can
perform at their best. In his recently
published book, Engagement is Not Enough You
Need Passionate Employees to Achieve Your Dream,
Keith Ayres, President of Integro Leadership
Institute, outlines the skills and tools leaders
at every level of your organization need to
create a work environment that will ignite the
fire of passion in all employees. In the back of
the book you will find a questionnaire, The
Passion Index, which will help you determine just
how passionate you are. To order a copy of Engage
ment is Not Enough, please email Sue with your
contact information. She will contact you to
confirm your order.For a limited time we are
offering Engagement Is Not Enough at a special
price of 19.95 plus shipping, 20 off the retail
price. Volume discounts are available.Click
here to read an excerpt from the book
 People Skills That Build Trust  
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The call to action is usually a two-step process
Use the email newsletter to get them to your
website for more content There is no short cut
to employee passion. You cannot achieve it by
increasing compensation, improving working
conditions, or offering bonuses or options.
Golden handcuffs may prevent people from leaving,
but they do not buy passion. The only way to get
ting the best performance out of every employee
is through providing them with great leadership.
In his recently published book, Engagement is Not
Enough You Need Passionate Employees to Achieve
Your Dream, Keith Ayres, President of Integro
Leadership Institute, outlines the skills and
tools leaders at every level of your organization
need to create a work environment that will
ignite the fire of passion in all employees.
We are offering Engagement Is Not Enough at a sp
ecial discount of 20 off the retail price until
DATE.
To read a sample chapter, or order your copy
today, click here.
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Next email
In the back of the book you will find a
questionnaire, The Passion Index, which will help
you determine just how passionate you are.
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Thank You!
Megan McDonough megan_at_easyemailmarketing.net 41
3-477-0932
www.easyemailmarketing.net