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Posts Tagged ‘Marketing’

Blasting the Myth of the Fold

Tuesday, May 31st, 2011

The Above-the-Fold Myth

BMilissa Tarquini Director, User Interface Design and Information Architecture at AOL

We are all well aware that web design is not an easy task. There are many variables to consider, some of them technical, some of them human. The technical considerations of designing for the web can (and do) change quite regularly, but the human variables change at a slower rate. Sometimes the human variables change at such a slow rate that we have a hard time believing that it happens.

This is happening right now in web design. There is an astonishing amount of disbelief that the users of web pages have learned to scroll and that they do so regularly. Holding on to this disbelief – this myth that users won’t scroll to see anything below the fold – is doing everyone a great disservice, most of all our users.
First, a definition: The word “fold” means a great many things, even within the discipline of design. The most common use of the term “fold” is perhaps used in reference to newspaper layout. Because of the physical dimensions of the printed page of a broadsheet newspaper, it is folded. The first page of a newspaper is where the “big” stories of the issue are because it is the best possible placement. Readers have to flip the paper over (or unfold it) to see what else is in the issue, therefore there is a chance that someone will miss it. In web design, the term “fold” means the line beyond which a user must scroll to see more contents of a page (if it exists) after the page displays within their browser. It is also referred to as a “scroll-line.”
Screen performance data and new research indicate that users will scroll to find information and items below the fold. There are established design best practices to ensure that users recognize when a fold exists and that content extends below it1. Yet during requirements gathering for design projects designers are inundated with requests to cram as much information above the fold as possible, which complicates the information design. Why does the myth continue, when we have documented evidence that the fold really doesn’t matter in certain contexts?

Once upon a time, page-level vertical scrolling was not permitted on AOL. Articles, lists and other content that would have to scroll were presented in scrolling text fields or list boxes, which our users easily used. Our pages, which used proprietary technology, were designed to fit inside a client application, and the strictest of guidelines ensured that the application desktop itself did not scroll. The content pages floated in the center of the application interface and were too far removed from the scrollbar location for users to notice if a scrollbar appeared. Even if the page appeared to be cut off, as current best practices dictate, it proved to be such an unusual experience to our users that they assumed that the application was “broken.” We had to instill incredible discipline in all areas of the organization that produced these pages – content creation, design and development – to make sure our content fit on these little pages.

AOL client application with desktop scrollbar activated

AOL client application with desktop scrollbar activated

As AOL moved away from our proprietary screen technology to an open web experience, we enjoyed the luxury of designing longer (and wider) pages. Remaining sensitive to the issues of scrolling from our history, we developed and employed practices for designing around folds:

  • We chose as target screen resolutions those used by the majority of our users.
  • We identified where the fold would fall in different browsers, and noted the range of pixels that would be in the fold “zone.”
  • We made sure that images and text appeared “broken” or cut off at the fold for the majority of our users (based on common screen resolutions and browsers).
  • We kept the overall page height to no more than 3 screens.

But even given our new larger page sizes, we were still presented with long lists of items to be placed above the fold – lists impossible to accommodate. There were just too many things for the limited amount of vertical space.

For example, for advertising to be considered valuable and saleable, a certain percentage of it must appear above the 1024×768 fold. Branding must be above the fold. Navigation must be above the fold – or at least the beginning of the list of navigational choices. (If the list is well organized and displayed appropriately, scanning the list should help bring users down the page.) Big content (the primary content of the site) should begin above the fold. Some marketing folks believe that the actual number of data points and links above the fold is a strategic differentiator critical to business success. Considering the limited vertical real estate available and the desire for multiple ad units and functionality described above, an open design becomes impossible.

And why? Because people think users don’t scroll. Jakob Nielsen wrote about the growing acceptance and understanding of scrolling in 19972, yet 10 years later we are still hearing that users don’t scroll.

Research debunking this myth is starting to pop up, and a great example of this is the report available on ClickTale.com3. In it, the researchers used their proprietary tracking software to measure the activity of 120,000 pages. Their research gives data on the vertical height of the page and the point to which a user scrolls. In the study, they found that 76% of users scrolled and that a good portion of them scrolled all the way to the bottom, despite the height of the screen. Even the longest of web pages were scrolled to the bottom. One thing the study does not capture is how much time is spent at the bottom of the page, so the argument can be made that users might just scan it and not pay much attention to any content placed there.

This is where things get interesting.

I took a look at performance data for some AOL sites and found that items at the bottom of pages are being widely used. Perhaps the best example of this is the popular celebrity gossip website TMZ.com. The most clicked on item on the TMZhomepage is the link at the very bottom of the page that takes users to the next page. Note that the TMZ homepage is often over 15000 pixels long – which supports the ClickTale research that scrolling behavior is independent of screen height. Users are so engaged in the content of this site that they are following it down the page until they get to the “next page” link.

Maybe it’s not fair to use a celebrity gossip site as an example. After all, we’re not all designing around such tantalizing guilty-pleasure content as the downfall of beautiful people. So, let’s look at some drier content.
For example, take AOL News Daily Pulse. You’ll notice the poll at the bottom of the page – the vote counts are well over 300,000 each. This means that not only did folks scroll over 2000 pixels to the bottom of the page, they actually took the time to answer a poll while they were there. Hundreds of thousands of people taking a poll at the bottom of a page can easily be called a success.

AOL News Daily Pulse with 10x7 fold line and vote count
AOL News Daily Pulse with 10×7 fold line and vote count

But, you may argue, these pages are both in blog format. Perhaps blogs encourage scrolling more than other types of pages. I’m not convinced, since blog format is of the “newest content on top” variety, but it may be true. However, looking at pages that are not in blog format, we see the same trend. On the AOL Money & Financehomepage, users find and use the modules for recent quotes and their personalized portfolios even when these modules are placed well beneath the 1024×768 fold.

Another example within AOL Money & Finance is a photo gallery entitled Top Tax Tips. Despite the fact that the gallery is almost 2500 pixels down the page, this gallery generates between 200,000 and 400,000 page views depending on promotion of the Taxes page.

It is clear that where a given item falls in relation to the fold is becoming less important. Users are scrolling to see what they want, and finding it. The key is the content – if it is compelling, users will follow where it leads.

When does the fold matter?

The most basic rule of thumb is that for every site the user should be able to understand what your site is about by the information presented to them above the fold. If they have to scroll to even discover what the site is, its success is unlikely.

Functionality that is essential to business strategy should remain (or at least begin) above the fold. For example, if your business success is dependent on users finding a particular thing (movie theaters, for example) then the widget to allow that action should certainly be above the fold.

Screen height and folds matter for applications, especially rapid-fire applications where users input variables and change the display of information. The input and output should be in very close proximity. Getting stock quotes is an example: a user may want to get four or five quotes in sequence, so it is imperative that the input field and the basic quote information display remain above the fold for each symbol entered. Imagine the frustration at having to scroll to find the input field for each quote you wanted.

Where IS the fold?

Here is perhaps the biggest problem of all. The design method of cutting-off images or text only works if you know where the fold is. There is a lot of information out there about how dispersed the location of fold line actually is. Again, a very clear picture of this problem is shown on ClickTale. In the same study of page scrolling, fold locations of viewed screens were captured, based on screen resolution and browser used. It’s a sad, sad thing, but the single highest concentration of fold location (at around 600 pixels) for users accounted for less than 10% of the distribution. This pixel-height corresponds with a screen resolution of 1024×768. Browser applications take away varying amounts of vertical real estate for their interfaces (toolbars, address fields, etc). Each browser has a slightly different size, so not all visitors running a resolution of 1024×768 will have a fold that appears in the same spot. In the ClickTale study, the three highest fold locations were 570, 590 and 600 pixels—apparently from different browsers running on 1024×768 screens. But the overall distribution of fold locations for the entire study was so varied that even these three sizes together only account for less than 26% of visits. What does all this mean? If you pick one pixel location on which to base the location of the fold when designing your screens, the best-case scenario is that you’ll get the fold line exactly right for only 10% of your visitors.

So what do we do now?

Stop worrying about the fold. Don’t throw your best practices out the window, but stop cramming stuff above a certain pixel point. You’re not helping anyone. Open up your designs and give your users some visual breathing room. If your content is compelling enough your users will read it to the end.

Advertisers currently want their ads above the fold, and it will be a while before that tide turns. But it’s very clear that the rest of the page can be just as valuable – perhaps more valuable – to contextual advertising. Personally, I’d want my ad to be right at the bottom of the TMZpage, forget the top.

The biggest lesson to be learned here is that if you use visual cues (such as cut-off images and text) and compelling content, users will scroll to see all of it. The next great frontier in web page design has to be bottom of the page. You’ve done your job and the user scrolled all the way to the bottom of the page because they were so engaged with your content. Now what? Is a footer really all we can offer them? If we know we’ve got them there, why not give them something to do next? Something contextual, a natural next step in your site, or something with which to interact (such as a poll) would be welcome and, most importantly, used.

Click here for full article on boxesandarrows.com May 2011 Issue

 

Launch & Learn

Tuesday, May 31st, 2011

Building a successful small business is about making the fewest mistakes

One of the principles of new media and marketing is a strategy called “Launch and learn.”  This method is used to quickly launch products, websites and marketing campaigns to establish brand loyalty and customer communication before the product or website has actually reached perfection. Launching campaigns and websites sooner rather than later allows for consumer response to show you what works, and what doesn’t.  Setting up metrics such as open rates, conversion rates and analytics allows you to inexpensively launch several initiatives at the same time using different vehicles to reach end users.   After analyzing the results you can then allocate monies and resources to what works the best. If you are involved in e-commerce, the numbers will always tell the truth.

Another basic tenet of strategic marketing and planning is transparency.  When promoting products or services, it is absolutely imperative to clearly articulate what it is you are offering.  We believe in advertising as a tool to provide the information necessary for consumers to make intelligent choices.  People want the facts and the research behind a product before making purchases, whereas 5-10 years ago a spectacular image of a product or the promise of a feeling the product or service might provide, was enough to sell it.  Promoting marketing integrity from the start provides a strong foundation by building customer loyalty and satisfaction and also helps the “launch and learn” technique  distinguish between product and delivery feedback and a lack of solid information provided to the consumer.  When testing initiatives, the less variables involved the better.

Its okay to make mistakes, and every new business should be prepared to make them.  By setting up metrics you can launch initiatives and analytics to see what works, and what doesn’t.  The key is to make the fewest mistakes possible in terms of time and money. Because each product will take a different marketing approach, there is no way to know exactly what will work best without first testing the waters. Steer clear of any marketing firm that claims to have a successful marketing approach upfront for your product or service, because this may end up costing you more than just money in the long run. If you would like to learn more, please contact Kompani Group at (786) 594-0435 for a free consultation.

 

KNOWLEDGE IS POWER – and a Great Way to Differentiate Your Business

Saturday, April 23rd, 2011
At Kompani Group we believe in empowerment.  Whether it is our clients or our own team, we view it the same way. We always strive to arm all of our stakeholders with the best tools and the best information.  As B2B marketing evolves at break-neck speed it becomes increasingly evident that CMO’s are buying into this philosophy.  The game is not about jazzy ads, but about delivering meaningful information to the marketplace.  Our good friends at Desantis Breindel have written a spot-on white paper on this topic.  In keeping with their philosophy that “content is the gift that keeps on giving,” we are sharing it with you. 

www.desantisbreindel.com/whitepapers/content-the-new-creative-desantis-breindel.pdf

Give them a visit at www.desantisbreindel.com and follow them on Twitter

Marketing/Sales – Lead generation the old fashioned way

Friday, March 25th, 2011

In today’s world, relevant sales leads can be searched across the Internet and found in the most unexpected places: lists of group members, participants at events, recipients of awards, industry rankings, local listings are all publicly available for entry into your own database.  For most smaller to small-medium companies, e-marketing, cold calling, cold mailings and cold e-mailing, as well as on-line and off-line social activities, are still the most effective and most cost-efficient ways of building a pipeline of leads and new prospects.

Lists that can be purchased from lead resellers such as InfoUSA and Superpages are not current, a waste of money, and create embarrassing ROI for all of us.

To keep the labor cost of data entry down, we have been testing the offshore companies that specialize in this function. Recently we have found very reliable and very inexpensive labor (in Pakistan, as it happens) who can take on multiple simple data entry projects for us and our clients. This means that any list, book, certain search criteria, links to zip code-generated searches, etc., can be cost-efficiently transcribed into a spreadsheet or a CSV file that can be used for export to any type of broadcasting, publishing or shipping application.

Here’s an example that makes the point: We began working with a national airline from a South American country 3 months ago. Despite having been in business for 54 years, they only had 400 names in their database, which meant that we had to start from scratch in building them a mailing list. Through research we found a zip code-generated database via a certain Tourism Authority, but despite several attempts to contact the association we were never able to speak with someone who could tell us how we could purchase the list directly from them. We then engaged our team in Pakistan to manually enter each zip code between 10,000 up to zip code 99,000 resulting in the full contact data (including e-mails) for 4,000 certified expert travel and tour operators in the United States with a specific interest in our client’s key destination.

In this case we found a database where each zip code had to be manually entered, and if registered travel and tour operators existed under this zip code our data entry team would copy and paste the information into a simple spreadsheet.

It’s hard to overstate how valuable these qualified contact lists can be. We suggest you speak with your team to learn if they can help us help you increase the size of your e-marketing/ mailing lists on a weekly basis. Speak with them about the importance of making it a habit for each employee to provide you with or enter their leads into your company’s CRM system (such as Highrise) or submit ideas, printed lists, and new search criteria ideas to the person in charge of marketing.

There are no short cuts in building great businesses, and it is the small, tedious and time consuming activities that generate results every time.

Wellient launches their new web site at www.Wellient.com

Friday, March 11th, 2011

Wellient empowers you to take a proactive role in your daily health routine.  Working for you around the clock with personalized medication reminders, adverse interaction alerts, automatic prescription renewal counts, daily follow-up upon hospital discharge, health test monitoring, portable health records, emergency response in case of accident, medication price comparisons and traditional and non-traditional medical information tailored to what you say is important to you. Stay on track, be healthier, feel better, stress less and save time and money.  Wellient is easy and low-tech for you to use, but high-tech and robust behind the scenes.

By launching a comprehensive new platform of health management and information services, they are transforming your medical history into usable and potentially life-saving information. It is no secret that a bewildering and fast-growing amount of data is available on the Web. A filtering service focused on the most reliable sources of information is needed. A service that is built around your specific needs. We are out to help change attitudes and behavior in a friendly, private and easy way.

The BlackBand viral marketing campaign

Saturday, April 17th, 2010

Case study: Blackband project

Owner: Camacho Cigars, Authors: Dylan Austin, Gianni D’Alerta

Background/Introduction:

Before we started this project we planned and built the following two sites for Camacho cigars – www.camachocigars.com and www.socialcigar.com (at first we did not reveal that Camacho was behind this site). Through the two sites we built a subscriber list of 4,500 people in less than one year. Since then we have also built www.room101cigars.com, and we are currently working on a new revolutionary social networking platform and corporate site for Camacho Cigars/Davidorff.

Kickoff of the BlackBand project:

To start off, here is an excerpt from the press release, post project:

“The campaign objectives for Camacho included the creation of an engaging, opt-in viral marketing campaign, a successful permission-marketing opportunity as an outlet to sample yet to be released products. A four-part web-series was created without mention of Camacho until the final “reveal” episode. The viewers followed the satirical Independent Cigar Review Bureau, a fictional agency, whose sole purpose was to educate the world about cigar selection, as they used humorous, guerilla-style tactics to enlighten three characters that represented the most common cigar misconceptions”

Process:

  1. We launched the site with this page: http://www.blackbandproject.com/home-temp/
  2. We blasted Camacho’s mailing list of 1000 and the social network we created while I was at Propeller of 3500 people, not as Camacho but as the fictional company. The amazing thing was that the idea was so interesting that we had a very low spam report.  We also ran rich media banner ads that actually played a trailer of the project on the websites the banners resided.
  3. Once the person signed up they would get one episode a week that would build upon the myths and misconceptions of cigar smoking. The Buzz just keep mounting… people passing the links to their friends… it was huge… in the online cigar world.
  4. After they registered they immediately received their first “mission” http://www.blackbandproject.com/d57s-1/
  5. A week after that http://www.blackbandproject.com/6ku6-2/
  6. A week later http://www.blackbandproject.com/hr4s-3/
  7. And then the conclusion http://www.blackbandproject.com/b7x3-conclusion/

Results:

  1. We gained 15,500 new subscribers! With that permission to market to them anything in the future. They are already expecting more from Camacho, and we won’t disappoint them.
  2. Every cigar website was buzzing about the project, we even got more hits on our Black Band Project site in one month that Cigar Aficionado.
  3. After the last video was sent… a month later people got 3 cigars in the mail. So for a whole month, every week… the conversations where about the black band project. Then when the cigars shipped, another huge buzz.

Another Excerpt:

From day one, the campaign captivated the cigar industry and generated sweeping buzz across the country, with thousands of cigar enthusiasts discussing who was behind “The Black Band Project” on social media outlets, including Twitter, Facebook, and cigar-industry message boards and blogs.

End results:

  1. 15,000 leads
  2. 4,000 people got the cigars (people who watched all the videos)
  3. 15% overall sales increase after the launch of the new product.

Marketing in 2010: How and why Amazon (and everybody else) plans to be your new best friend

Friday, April 9th, 2010

You’re up and running, you have clients returning your calls, customers coming in the door or adding product to their shopping carts on your site, and you look around at the economic landscape and are at least momentarily relieved to be able to say “I am doing OK.”

Where do you go from here?  What more can you learn?  Although your products are ingenious and your marketing efforts stellar, hard as it may be to believe you haven’t already conceived of every Great Idea.  We all need to routinely challenge our thinking so that we continue to leap forward, we need to break out of the borders and assumptions we’ve always held about our company and our industry.  So occasionally this year, Kompani Group is going to talk about things we can learn from the most successful companies in other, completely unrelated industries.  Marketers in online retail have much, much more in common with traditional retailers than the few issues of format that set them apart.  And as for size, your revenues and budgets may have many more (or many fewer) zeros at the end than ours, but the fundamentals are identical:  getting our clearly defined message in front of customers and then delivering satisfaction.

There are brick-and-mortar retailers with broadly acknowledged reputations for superior service – been to Nordstrom or an Apple store lately?  Is there any reason why a retailer serving the online world can’t develop the same kind of reputation?

The question occurred to me this morning because I received another e-mail message from barnesandnoble.com.  “Chris,” it began, “you bought the last book written by so-and-so.  His newest novel will be released next month and we’d be happy to hold a copy for you.”  How cool is that?  (And equally important, how simple for them!) Although we know it’s just data manipulation, it FEELS incredibly personal.  “Somebody” at Barnes and Noble knows and uses my name, remembers what I’ve bought there before, and figures out what my previous purchases can tell them about my tastes and interests.  They’re my friend.

The principle is the same (though not quite as proactively executed) at many of the large, successful sites:  Netflix recommends movies to me based on what I’ve watched and rated before, and the behemoth Amazon suggests both new items that fit my profile and companion products that other customers like me have bought.

Is this difficult?  Absolutely not.  Every one of us has the same data base of customer descriptives and purchase history.  Not very many of us use it to anywhere near its optimal marketing capacity.

Let’s look for a few minutes at a retail success story that has been widely studied:  Starbucks.  In its off-line business, what does Starbucks sell?  And how in the world can they expect us to pay six or eight times as much for a cup of their coffee as we would pay down the street – and be happy about it?  Other coffee retailers have successfully moved coffee from a commodity to a differentiated product; only Starbucks has made coffee an experience.  In fact, Starbucks has made its name synonymous with the coffee experience.  They may have been in the headlines lately as they adapt to changes in the economy and in their marketplace – but isn’t that the point?  In the best of times and in the challenging times, they are the ICON – they define the coffee experience.

Is there any reason why a customer’s interaction with your offer, the process of selecting and buying whatever your product or service is, can’t be an experience?

That was a trick question, I’ll admit, because interacting with you  already is an experience.  There’s nothing you can do about that.  Every customer who buys from you (or chooses not to) is going to have an experience with you whether you like it or not.  The only question is what kind of experience are they going to find.

To explore how we can consistently make each consumer experience with us an excellent one, we’re going to look at some of the things Starbucks has done to become the clear leader in their field – such a dominant figure that there isn’t even a close second.

Before anything else, Starbucks had both a vision and a clear plan, which they’ve executed to perfection. Absolutely everything the company does is designed to give the customer a positive, perhaps uplifting, experience while purchasing a quality product.  Notice that “experience” comes before “product” in the sentence.  Because this is the goal, Starbucks is as much about people as it is about coffee – customers who respond to the experience, employees and managers who live the principles and values of the company.  These values – expressed as five principles and five “ways of being,” are published in The Green Apron Book, which every employee carries in the little front pocket of their apron.

In effect, this is Starbucks’ management marketing its concept to its own employees. None of the simple, common-sense ideas has anything to do with coffee – just as none of them has anything to do with secondary towing or cigars or Caribbean resorts (or whatever your own business may be.)  They have everything to do with how to personalize relationships, how to elevate customer interactions, how to preserve the intimacy of a small company even while working hard to become huge.

Starbucks’ store personnel are trained to remember your name and your favorite beverage (and that’s without a built-in data base.)  They understand the old Dale Carnegie saying that “a person’s name is to that person the sweetest and most important sound in any language.” This not only says you remember them, it says they matter to you.  Starbucks’ customers, exactly like yours, are not looking for new best friends.  They just want a positive human-feeling connection and they want their needs to matter.

Retail is detail.  Starbucks’ Chairman Howard Schultz is fond of saying that.  The truth is that ALL business is detail, and the most successful businesses are intensely focused on the execution of details at every level.  The Starbucks’ training programs teach employees to zero in on the minute details that matter greatly to their customers; every aspect of the business that touches the coffee must reflect the highest standards possible.  The goal – which is really more a compilation of small things than it is one or two big, dramatic things – is a “felt sense” among their customers, a global emotional reaction to myriad tiny details that lurk below our conscious awareness.  The name “Starbucks” automatically triggers in us a feeling that has been created over time by the specific details of our experiences there. Researchers in brain activity have found that as much as 95% of what influences our conscious choices resides below awareness.  This is true about our interactions with anyone selling anything – some we feel happy about returning to, others we stress out about just at the sound of their name.

We have to work hard at getting the details right every time.  What percentage of unhappy customers do you think take the time to bring their complaints to management?  They just go elsewhere with a single click or with their feet.

Here’s a key thing that produces delight in customers, that keeps them feeling warm and fuzzy about you:  predictability.  Since consistency (in quality as well as in the customer experience) is a rare and valued thing, companies that master delivering it will ultimately thrive.  Even when something goes wrong (which happens), if the customer knows the problem will be addressed quickly, efficiently and with good humor – we win. Sometimes this contributes even more to a positive “felt sense” than if it had all gone perfectly in the first place.

The Experience is not the same as the Brand – and we all need to focus on building both.  Using Kompani Group as the example, here’s the critical difference:  if you are considering how you feel about Kompani Group, you are thinking about our brand.  If you are thinking about how you yourself feel as a result of your involvement with Kompani Group, then you are thinking about the Experience.  The latter begins by identifying emotions we want customers to feel as a result of their experience with us, and then working back to what the organization has to do to make that happen.  When our clients prefer the experience of working with Kompani Group, they will become committed to it. They will return to us with new projects, they will recommend us to their friends and colleagues (although probably not to their competitors.)

Finally, it’s important to note that the high visibility of Starbucks has engendered a fair share of criticism through the years.  Howard Schultz says he thinks that his “ability to act positively on any criticism is (his) most crucial leadership skill.”  Given and received in a wholesome spirit, there is much to be learned from criticism and much growth to be inspired.  But the world is full of people who have told Starbucks that they would fail, and why.  It’s still happening on some business pages today, just as there are those who wonder how you and your industry can effectively respond to a challenging economy or a changing competitive environment.  The key – for Starbucks and for smart business operators in every segment – is to choose to engage with the future, to reject the idea that the sky is falling, to believe (to know instead) that the sky is the limit.

Signed/Chris Barr

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Road America has signed a 12 month strategy, technology and marketing activations contract with Kompani Group

Sunday, March 21st, 2010

Road America

Road America is uniquely qualified to provide outstanding service to our clients and their valued customers.  This confidence is based upon the tremendous value we place on our relationship with clients, our comprehensive, specialized and rated service provider network, our long-standing and unparalleled experience providing 24-hour roadside assistance services, and our quality approach to servicing our clients and exceeding their business needs.

Corporate Strength

Road America is a wholly owned United States subsidiary of the MAPFRE Group (MAPFRE) the largest insurance group in Spain.   MAPFRE had revenues of over US $17.4 Billion in worldwide operations in 2006.  MAPFRE operates an extensive international assistance network through a specialized subsidiary, MAPFRE Asistencia, which is the direct parent company of Road America.

MAPFRE Asistencia is a leading international insurance conglomerate providing emergency roadside assistance, insurance, reinsurance and general assistance services worldwide throughout 52 countries and over 1000 corporate clients, including Renault, Infinity, Ford, General Motors, Harley-Davidson, Toyota, Peugeot, and Volvo.  MAPFRE services 120 million beneficiaries worldwide, providing assistance on more than 2.5 million occasions and is rated A+ (superior) by the North American rating agency AM Best.

International Expertise and Experience

Our confidence is also based upon the significant experience and strength of our parent company, MAPFRE, within the assistance services industry.  In the field of emergency roadside assistance, MAPFRE has developed and operates an extensive direct provider network in 39 countries.

MAPFRE has developed proprietary software, procedures and know-how in the field of roadside assistance, and it has comprehensive experience in developing worldwide provider networks and call centers to service international roadside assistance programs for insurance companies, automobile manufacturers, financial service companies and other international corporations.

Flexibility and Responsiveness

Road America’s programs have been and are marketed successfully through a variety of marketing channels in the following industries: motorcycle OEM, automotive, associations, telecommunications (wireless and wireline), financial services, insurance, original manufacturers, motor club and utilities.  This diversity in experience has allowed Road America to perfect and enhance our service offerings and capabilities.

Road America’s strengths include the size and flexibility to customize our service offerings and the responsiveness to meet or surpass each client’s exact or unique marketing, service needs and culture.

Comprehensive Service Offerings & Capabilities

In addition to a complete array of benefits, including automotive, travel, security, and medical related services, Road America can provide a full range of support services including marketing and promotional support, fulfillment services, inbound sales and enrollment, membership tracking and renewals, and program administration.  Road America’s extensive list of services, innovative approach, and commitment to complete client satisfaction makes our service offering the most meaningful and comprehensive in the industry.

Ethical Business Practices

The nature of the MAPFRE Group demands enforcing a policy of ethical treatment of employees, clients, business partners and customers; social responsibility; respect of the legal framework; and a culture of sound business and accounting practices.  The MAPFRE Group requires the same strong ethical business practices from all of its subsidiaries within the MAPFRE Group.

Tested. Proven. Trusted®:

With more than 120 North American corporate clients and more than seven motorcycle OEM clients, Road America has proven sales and service results.

Road America’s 24-hour roadside and membership programs have been proven to:

  • Increase Brand Loyalty
  • Increase Customer Service Ratings
  • Increase Customer Referrals
  • Increase Customer Retention
  • Increase Customer Awareness
  • Increase Overall Client Profitability


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