Well, it’s getting to my favorite time of year! No, I’m not talking about the NHL and NBA playoffs, although they’re a bonus. I’m talking about an annual tradition where the cherry blossoms accent our nation’s capital and ERA members congregate to discuss with lawmakers important issues that affect the very vitality of our industry.

I was lucky enough to be embraced by the direct response community about 15 years ago. And, in that time, I’ve seen a lot of changes that have been mandated down to us by the very people we put into office to govern us. Most legislation I’ve applauded because it makes us stronger as an industry and solidifies our future. Some I’ve scratched my head at and wondered why they came to the conclusions they did. In the end, I determined that you and I are ultimately to blame for their poor decisions. WHAT?! YOU? ME?? How can one person or an individual be saddled with this blame? But, in reality, standing idly by and not participating in the legislative process is why.

ERA realized this fact three years ago and put together the Government Affairs Fly-In. It is an easy way to make our voices heard. I was fortunate enough to be a part of the first session. I was absolutely giddy to be a part of something so important. Upon arriving for the day’s events, we were broken up into teams and assigned a lobbyist that would serve as our guide through the halls and administrative offices of Capitol Hill. Each lobbyist caught us up to speed on the pending legislation. That year, it was net neutrality and online taxes, and how we could present our side of the issue in a uniformed and concise manner. We were also given a list of our congressional and senate members we had prearranged meetings with. Participation, so far, in the legislative process was as easy as getting on the waiting bus outside the hotel that took us to Capitol Hill.

Once on the Hill, our teams split up and headed for our perspective meetings. Standing on the front steps of the Capitol, I couldn’t help but feel dwarfed by the immenseness of what I was about to do. On the bright, sunny day, I reached the top of the stairs and took one last look down the Mall with its monuments and reflecting pools and knew this was going to be a special day. Entering the building I couldn’t help but feel that this is what our country is about. Hundreds of people swirled around me as they swept their way to their destinations at all levels of the rotunda. What struck me the most was how relatively quiet it was. I could hear every step I made on the marble floors echo through the labyrinth of hallways. It served as a comforting melodic beat as I moved to my meetings.

My first meeting was with a well-tenured congressman from Arizona. He and his staff were warm with their welcomes when we arrived. When we sat down, they listened respectfully as each one of us presented our part of the solution to pending legislation. It was an easy-going give and take of dialogue as the topics of our industry rolled on. Before I knew it, an hour had passed and our points were presented satisfactorily. Each meeting afterwards progressed in the same manner, with each party treating the other with respect and quite a bit of admiration for the task at hand. It was, to me, the democratic process at its best and as it was designed to be.

Getting on the bus to head back to the hotel, I took a last look back at the lit Capitol, shining outward into the night sky, and reflected. I realized then that we all made a difference that day because we came to voice our opinion on subjects that were important to this industry and to our livelihoods. I can remember a time when I thought I was a part of the legislative process by merely voting for my representatives. But, I now realize that checking a box (or hanging chad) is not the end of individual responsibility in the legislative process—it is only the beginning. The next step is as easy as joining hundreds of your fellow colleagues and me, on May 20th, on Capitol Hill for ERA’s GA Fly-In. I’m hoping to hear more than my own footsteps echoing through the halls, but rather the thunderous roar of all of us marching to ensure we influence those who influence us. After all, we’re all in this together!

Scott Swanson is vice president of sales for Motivational Fulfillment and Logistics Services

Have you been the GA Fly-In before? What was your experience like?

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In preparation for our upcoming May “Green Issue,” we have just one question for you: What has your company done to go green? From retailers to suppliers, if there is an element of your business that’s done something positive for the environment, we want to hear about it! Simply click the comment link below or e-mail Vi Paynich, editor-in-chief, at vpaynich@retailing.org. We may include your story in the issue.

Vi Paynich is Electronic Retailer’s editor-in-chief

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Breaking it down, I will try to provide a brief explanation on what all this talk concerning credit card compliance is about and what it means to direct marketing companies, now and in the future, and most importantly, how you can tell who is and who isn’t compliant.

First, the acronym PCI DSS stands for Payment Card Industry Data Security Standard. The standards inherent are set and endorsed by Visa, American Express, Discover Financial Services, JCB and MasterCard Worldwide. In other words, ALL OF THE MAJOR CREDIT CARD COMPANIES.

The simple goal is to safeguard consumer credit card information and personal data by developing rigorous security standards for all LEVEL 1 processing companies. What is the definition of a LEVEL 1 processing company? Boiled down, it is any company that handles and stores your credit card data. So, your fulfillment company, your telemarketing company and any database company that falls within that definition needs to be certified. The company needs to be LEVEL 1 certified, 3rd Party assessed. Being self-assessed does not make a company compliant. Go to Visa website www.visa.com/cisp to see if your vendors are compliant.

It is your obligation to ensure your vendors are LEVEL 1 compliant, certified and on the list. If not, you’re exposing your company to BIG $$$ FINES. Any breach by any of your non-compliant vendors will cost you and in the future, all non-compliant companies will be levied hefty fines. Call your merchant processor and check your merchant agreement for details. All compliant companies must be validated by Trustwave Trusted Commerce or a PCI-approved auditing firm. Once validated, they will prominently display the validation seal on their website and other media.

George Fanolis is vice president of business development for Fosdick Fulfillment

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Advantages:

-Native Spanish-speaking agents provide for higher quality communication with callers
-Call center labor pools in Spanish-speaking countries are generally more ample than on-shore
-Lower costs per minute and per hour
-Offshore and near-shore centers are oftentimes more flexible in accommodating U.S.- based clients’ requirements compared to traditional U.S. based call centers
-Lower rotation of employees, which allows greater continuity and consistency
-Native Spanish-speaking agents in Spanish-speaking countries are generally more inclined to sell than those that work in U.S.-based centers

Disadvantages:

-Time consuming and more expensive to travel to offshore/near-shore locations for site inspection and training
-Time zone difficulties
-Risk and cost of telecommunications-related infrastructure located outside the U.S. can be higher
-Call centers in other countries don’t always understand U.S. business culture and demands of U.S.-based companies
-Lack of understanding of U.S. addresses and fulfillment requirements

Conclusion:

Most call centers outside the U.S. utilize VoIP telecommunications to reduce the cost of call transmission, which make the cost of long distance inexpensive. Training outside the U.S. can be a little bit more expensive and take more time to travel, but if the marketer has budget, on-site training and site inspection are always worthwhile. Labor costs outside the U.S. are almost always more attractive. Marketers should consider whom the management team is and if it has experience conducting business in the U.S. and is able to communicate effectively with and reports correctly to U.S. marketers. Marketers must consider their level of comfort with each of these items and also take into account their experience or ability in first, managing a call center and second, managing a call center operation outside the U.S.

Do you agree?

Neal Topf  is president of Callzilla, LLC, and a member of ERA’s U.S. Hispanic Council

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As a merchant account provider, there’s nothing more heartbreaking than seeing a high-potential campaign coming to an untimely death. Anyone who’s survived managing a successful DR campaign can offer some sage advice about running the next one. Most of these lessons learned involve some variation of an “If I’d only…” story. Since there are no “do-overs” in DR, you better make the best of each and every opportunity. The trick then is learning what to look for when the next one presents itself. To that end, I’d like to share one of the more common pitfalls encountered by untested DR marketers in hopes of helping others avoid similar fates.

Imagine you just launched a homerun direct response campaign. You’re getting a 4:1 MER (media efficiency ratio). You have thousands of units flying out of your fulfillment house. You’ve just spent a million dollars for more media and are getting ready to order more units. Everything’s running perfectly. STOP. Your local business bank, which you’ve banked with for years and gave you a great deal on your merchant account, just notified you that it placed a hold on that transaction because you have exceeded your merchant account limit and it is uncomfortable with your recent merchant processing activity. WHAT?! (more…)

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