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Bespoke titles do more than reward customer loyalty, Alasdair Reid says.
Customer magazines are responsible for stimulating a sales uplift for their owners of, on average, 8 per cent across their readership. They also increase brand loyalty by a third. If you don't believe us, take a brief glance at the new Advantage Study, courtesy of the Association of Publishing Agencies.
It is, from start to finish, a glowing report. Well, it would be, wouldn't it? It shows that customer titles are valued by recipients, with readers typically spending 25 minutes reading them. This not only works to enhance brand loyalty, with 32 per cent of customers stating they feel more committed to the brand after reading a customer magazine, but also stimulates customer response. In short, people who read customer magazines spend more.
This, the study concludes, shatters the myth that customer titles do not affect consumer behaviour. All of which may be disconcerting for many in advertising, especially those responsible for big-picture communications planning strategy at media specialists.
They often have a blind spot where customer magazines are concerned, tending to believe this sector inhabits a grey area; no-one is really sure who is responsible for overseeing customer publishing as part of the communications mix. Meanwhile, media specialists often suspect service industry titles force suppliers to take ads as a condition of broader access to their customer base, so these titles are seen as part of a more old-fashioned, less transparent media world.
The companies that have customer magazines obviously don't see things in quite that way. Julia Hutchison, the director of the APA, says increased client accountability is one of the main motivations behind the new study.
She comments: 'The research categorically illustrates the contribution that customer magazines clearly make to a marketing programme - with no other marketing channel being as measurably effective at simultaneously building brands, driving sales and generating loyalty.'