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A UPU Direct Marketing Advisory Board (DMAB) report COVID-19,POSTS andDIRECTMARKETINGA UPUDirect MarketingAdvisory Board(DMAB) report1

Published by the Universal Postal Union (UPU)Berne, SwitzerlandPrinted in Switzerland by the printing servicesof the International Bureau of the UPUCopyright 2021 Universal Postal UnionAll rights reservedExcept as otherwise indicated, the copyrightin this publication is owned by the UniversalPostal Union. Reproduction is authorized fornon-commercial purposes, subject to properacknowledgement of the source. Thisauthorization does not extend to any materialidentified in this publication as being thecopyright of a third party. Authorization toreproduce such third party materials must beobtained from the copyright holders concerned.COORDINATION AND PROJECTMANAGEMENT:Olivier BoussardDirectorate of Policy, Regulationand Markets (DPRM)Universal Postal UnionPUBLICATION PROJECTMANAGEMENT:Abby BossartUPU PROJECT INTERN:Amber RenThe UPU wishes to thank Jonathan Margulies,Managing Director, Winterberry Group for hisspecial contribution (chapter 2 and 3)DESIGN:Sonja Denovski, UPU Graphic arts UnitCONTACT:Direct Marketing Advisory Board (DMAB)Abby BossartE-MAIL: abby.bossart@upu.int

TABLE OF CONTENTS8CHAPTER 1 – Posts anddirect marketing: a global view16CHAPTER 2 – How has the COVID-19 pandemicaffected the direct marketing industry?22CHAPTER 3 – Has COVID-19 presentedany opportunities for the reinventionof direct marketing in the years to come?26CHAPTER 4 – COVID-19 and direct marketing:the views of postal operators and stakeholdersin the direct marketing value chain50About the Direct MarketingAdvisory Board (DMAB)

A UPU Direct Marketing Advisory Board (DMAB) report Since the outbreak of the COVID-19 pandemic, Postsacross the world have been working on the front lines ofthe public response to the disease. In addition to fulfillingtheir traditional role as a logistics service provider, inthe course of this pandemic, Posts have expandedtheir social, financial and delivery services to assistgovernments, support businesses and serve citizensin a way that has helped underscore the resilience, theinnovation and the unique value proposition of postalnetworks both domestically and globally.Many Posts have continued to operate and providea range of services against the background ofrestrictions on the movement of people and theclosure of international borders to prevent the spreadof the pandemic. Posts have emerged as an essentialservice and in a positive light in many countriesin response to the pandemic. The pandemic hasamplified and augmented the two key facets of Posts’value proposition: first, their role as delivery agentsof what may be deemed essential services, includingcommunications (mail, including direct mail and parcels)and medicines, as well as social and financial services;and second, their role as custodians of an essentialinfrastructure composed of tangible (e.g. post offices)and intangible (e.g. local knowledge and trust) assetsthat enable and expedite the delivery of essentialservices. More than a new role for Posts, the pandemichas reinvigorated their existing value proposition togovernments and citizens.This augmented value proposition sheds light on theunmatched assets of Posts in pandemic times andbeyond:The near universal reach of the postalnetwork, both domestically (physicalnetwork, urban and rural reach) andglobally (through the UPU treaty-basedecosystem), and an unmatched last miledelivery logistics capability;The trust premium enjoyed by Postswith citizens, businesses, communitiesand governments; andThe local and community knowledgeheld by Posts.5Posts have also taken the opportunity to roll outinnovative products and services to support the responseof governments to the pandemic. This is the case ofsocial services, such as the delivery of medicines andmedical supplies, and of new electronic and financialservices.IMPACTS ONINTERNATIONAL ANDDISRUPTED POSTALSUPPLY CHAINSThe international light-logistics growth rate calculated bythe UPU shows that cross-border exchanges worldwidehave dropped by 21% since April 2020, which saw theoutbreak of the crisis for all mail classes (letters, parcelsand express).In the specific case of the postal sector, an immediateand striking consequence of COVID-19 has beenwidespread disruption to international supply chains,resulting from constraints imposed on internationaltransport, in particular aviation, influencing internationaltransport capacity. Another visible impact of thecrisis for cross-border postal exchanges has beenthe increase in the time taken to clear items throughCustoms, owing to additional inspections of bothoutbound and inbound items.GROWTH IN DOMESTICE-COMMERCECOVID-19 has massively accelerated the growth ofe-commerce, with reported year-on-year total onlinespending up 77% (Adobe study). Online shopping isalso expected to be the new norm in the post-COVIDworld where the unparalleled growth of e-commercewill certainly disrupt national and international retailframeworks. As observed in most countries, the surgein e-commerce sales has boosted demand for postalservices. Across the world, Posts are reporting doubledigit growth in e-commerce transactions and deliverythrough the postal network.

6 COVID-19, Posts and direct marketingDIRECT MARKETINGAND COVID-19Direct marketing has also been affected by COVID-19,including in relation to the growth in demand fore-commerce. In most markets, direct marketing volumeshave decreased since the beginning of the pandemic,in line with global mail trends. However, the pandemichas amplified existing customer behaviour, particularly interms of people’s response to advertising and direct mail.In some important markets, the demand for local anddomestic e-commerce and home delivery services hasamplified the way customers have engaged with directmail and boosted the impact of direct mail in driving Bto C transactions. As shown by a study led by Royal Mail,with more people at home, direct mail matters more andis driving online transactions more than ever.In the view of the impact of the pandemic, the DirectingMarketing Advisory Board (DMAB) developed this reportproviding the postal and direct marketing communitywith a global perspective and analysis on the levels ofimpact of the pandemic on the direct marketing marketand the postal offering in this space. It also focuses oncountry and industry cases that illustrate the way specificpostal operators and direct marketing stakeholders haveresponded to the pandemic and to the challenges arisingtherefrom.This report comprises four chapters:1THE STATUS OF THEDIRECT MARKETINGINDUSTRY OFPOSTS AND DIRECTMARKETING;2THE IMPACT FACTORSOF THE COVID-19PANDEMIC ON THEDIRECT MARKETINGINDUSTRY;3OPPORTUNITIES ANDTHE WAY FORWARD;AND4SPECIFIC CASES: THEVIEWS OF POSTALOPERATORS ANDDIRECT MARKETERSON THE IMPACT OFCOVID-19.

A UPU Direct Marketing Advisory Board (DMAB) report 7

8 COVID-19, Posts and direct marketingCHAPTER 1Postsand directmarketing:a global viewDMAB survey analysis

A UPU Direct Marketing Advisory Board (DMAB) report INTRODUCTIONIn 2007, the DMAB launched a survey on direct anddigital marketing products and services, which wasrepeated annually until 2014 and biennially from 2017onwards. The survey consists of 22 yes/no questions,aimed at assessing the direct and digital marketingproducts and services provided domestically bydesignated postal operators (DOs). Over the years, anaverage of 80 DOs have responded to the surveys, witha balanced regional representation.Based on the surveys conducted since 2007, thischapter provides a high-level analysis of the key trendssurrounding the different types of products and servicesoffered by DOs across various regions in the field ofdirect marketing.9PRODUCTSAND SERVICESPROVIDED BYUPU DESIGNATEDOPERATORSPHYSICAL SERVICESAddressed direct mail: when the addressee isidentified with a name and an address (of a person and/or a company).Globally, over the 2007–2019 period, there was steadygrowth in the number of DOs offering an addressed mailservice in different countries. The proportion of DOsproviding addressed direct mail is high, at between 55%and 100% depending on the region. This shows thataddressed direct mail remains a major product for Postsin all regions.Unaddressed direct mail: when the addresseeis not identified with a name. Unaddressed direct mailservices might, however, be targeted at a specific region,postcode or letter-carrier route, or to a number ofhouseholds sharing a similar demographic profile.Globally, the unaddressed direct mail service remainedsteady in all regions throughout the 2007–2019 period.Overall, the percentage of DOs offering an unaddresseddirect mail service was very high throughout theperiod, at 80%. The proportion of DOs providingan unaddressed direct mail service in industrializedcountries (ICs) maintains the same trend, with 96% in2007, up to 100% in 2019.With a high level of return on investment (ROI), theunaddressed direct mail service remains a key activityfor DOs. The survey shows that, over the years, theunaddressed direct mail service has played an importantpart in DOs’ products mix, and is perceived by theircustomers as an easy and efficient way of reachingpotential new customers.

10 COVID-19, Posts and direct marketingPrinting services: printing services provided onthe postal operator’s premises or in partnership with asubsidiary.Social media marketing: marketing throughsocial media sites (Facebook, Twitter, Instagram,LinkedIn).Globally, the overall trend constantly increased with anaverage of 50% of DOs offering printing services totheir customers. In ICs, the percentage of DOs stood at85%, against an average of 50% in other regions. Theincreasing importance of printing services again confirmsthe relevance of physical media as a marketing channelfor postal operators and their customers.Globally, social media marketing is offered by a thirdof the respondent DOs. In ICs, 38% of DOs provide it,against an average of 35% in other regions. However,in the Caribbean and Latin America region, the trendhas increased and averaged at 29% in 2019. This type ofoffering is expected to grow in the future with the rise ofthe social media footprint in the media mix.WEB-BASED MARKETINGPHONE-BASED MARKETINGE-mail marketing: direct communication withMobile/SMS marketing: marketingcommunications delivered through electronic devices,such as mobile phones.Globally, the proportion of respondent postal operatorsoffering e-mail marketing increased from 26% in 2017to 34% in 2019. However, the situation varies from oneregion to another.Globally, offering mobile (SMS) marketing has been anincreasing trend among respondent DOs. In ICs, anaverage of 60% of DOs provide mobile (SMS) marketingservices, while the proportion remains relatively low inother regions, at around 40% in the Arab region and45% in the remaining regions.targeted customers or prospects using e-mail to obtain ameasurable response or transaction.While widely available in ICs, e-mail marketing is lesscommonly offered in other regions, with an average ofover 20% of DOs providing it. One reason for this couldbe Posts’ varying degrees of digital transformation, andthe perception of e-mail as a competitor to physical mail.Display advertising (banners): advertisingusing ad space on websites to reach a desired targetaudience. Sites may include web portals, blogs,casual gaming sites, social networks, instant messageapplications, widgets, RSS feeds, and more. The mostcommon type of display advertising is banner ads.In 2019, a total of 36% of DOs offered display advertising(banners) as a direct marketing product. In ICs, theaverage stood at 46% of DOs in 2019, with an average of31% in other regions. It should, however, be noted that40% of DOs in the Arab countries offered this service.SMS marketing has a high ROI as studies show thatthe average SMS open rate is 98%, which is muchhigher than for marketing e-mail. A total of 90% ofSMS messages are read within three minutes, and 51%of consumers are interested in being able to text withtheir favourite brands. It should, however, be notedthat mobile (SMS) services are sometimes perceivedas intrusive and are negatively affected by customers’reluctance to provide their mobile phone numbers. ,Telemarketing: the practice of marketing bytelephone. Inbound telemarketing is when interestedcustomers respond to a mailing or advertisement byphoning the number indicated to place an order or toinquire about the product or service offered. Outboundtelemarketing is when a salesperson calls prospects toget them to buy the product or service offered directlyby phone.Globally, telemarketing is offered by a small number ofDOs – on average, 11% of respondent DOs since 2007.However, with the proportion standing at 16% in 2019,there has been an increase in the last two years in allregions, especially in the Europe and CIS region andAfrica.

A UPU Direct Marketing Advisory Board (DMAB) report 11CONSULTANCYConsulting in direct marketing: free or paidfor specialist advice provided to actual or potential usersof direct and digital marketing for planning, executingand managing their campaigns.Globally, the number of DOs offering customersdirect marketing consulting services has remained ata high level over the last 12 years. Having increasedin all regions, the proportion of DOs providing directmarketing stands at 80% in ICs and 40% worldwide. Thisrise is particularly prominent in Europe and among ICs,where the numbers doubled over the period surveyed.Those figures show that postal operators are increasinglyconsidered as key players in the direct marketing valuechain, and that they are seen by their customers as atrusted advising partner in order to gain optimal directmarketing results.ADDRESS-BASED SERVICESMaster address databases (delivery-pointdatabases)Internal operational planning:allocation of resources;For address correction and verification: thecustomer is able to verify whether an address(delivery point) exists.The number of DOs providing master address databaseshas been steadily increasing since 2007, with an averageof 85% of DOs from ICs and 55% in the other regionsoffering this service over the surveyed period.Change of address system – system that allowscompanies and individuals to inform the Post when theymove to a new address, so that they can have their mailredirected to the new address.Over the last 12 years, there was an overall increasein the provision of change-of-address systems for theredirection of mail. It is an important service, offeredby 90% of ICs and more than 50% of DOs in otherregions. Most DOs provide redirection of mail whenpeople move. While not being solely connected to directmarketing per se, this service has a high value in terms ofthe quality of data used by Posts to support their directmarketing offering.Mailing lists (compiled internally bythe Post): names and addresses of companies and/or individuals with a common interest, lifestyle, activityor characteristic. These lists are owned by the Post andcan be compiled from questionnaires sent to individuals/companies (e.g. lifestyle surveys), or other surveysperformed by mail carriers or other agents, or with acombination of data acquired from public or officialsources.Globally, DOs’ mailing-list services remain consistentlystable, at around 55% of DOs in ICs and 20% in otherregions.INTERNAL ORGANIZATIONDepartment/division dedicated to directmarketing/advertising mail (productmanagement): special unit or department of thePost dedicated to direct marketing product management(definition of product features, pricing, strategy, etc.) –but not necessarily responsible for sales.The establishment of a department, division or structurededicated specifically to direct marketing is a very goodindicator of the importance of this line of business forDOs. Since 2007, an increasing number of DOs havecreated such structures, with the proportion standing at56% globally. Regionally, in 2019, 69% of DOs in AsiaPacific, 71% in Africa, and 85% in ICs had a department/division dedicated to direct marketing/advertising mail.The trends shows the business importance of directmarketing as a postal product.

12 COVID-19, Posts and direct marketingQuality of service control for direct mailitems – measurement: the Post measuresthe quality of service provided for direct mail items(how many days it actually takes between posting anddelivery).Over the last 12 years, there has been a steady growthin the number of DOs that have implemented processesto measure the quality of service provided for directmail items, with a global average of 66%. In ICs, thepercentage rises to 80% of DOs, with a level of 60% forthe rest of the world. The success rate of a campaign isvery dependent on the return of marketing investment(ROMI). To be able to show clients the accuracy ofdelivery is a key selling point.Quality of service control for direct mailitems – delivery standard: the Post publishesthe delivery standard for direct mail items (expected dayor period for delivery of direct mail items).Setting delivery standards for direct mail has been anincreasingly important feature for DOs. On average,over the 2007–2019 period, 77% of respondent DOs setdelivery standards globally, with the percentage rising to85% in ICs. Both standards and quality control are veryimportant, as direct mail is highly time and data qualitysensitive – the marketed offer is very often valid for acertain period only.KEY FINDINGSAs show by the results of the DMAB surveys, two distinctbut simultaneous trends in direct marketing haveemerged: horizontal value chain extensionand vertical value chain development.HORIZONTAL EXPANSION OFPOSTAL SOLUTIONS ALONGCUSTOMERS’ VALUE CHAINAs shown by the surveys, traditional physical direct mailis still a core activity for Posts, and contributes to postalvolumes and revenues despite the global decrease inletter mail.An increasing number of Posts worldwide have beenadding value to their core distribution services byoffering products and services both before and afterdelivery. These include: consultancy and agency services;data management and list offerings; printing, finishingand lettershop services; response management; logisticsand reverse logistics; and customer services. Some ofthese value-added services, such as data management,have even become core to some Posts, since theyfacilitate and drive efficient use of the mail channel.The DMAB survey on direct and digital marketingproducts and services clearly demonstrates this trend:at least 43% of all Posts now provide mailing listservices; 37% possess mapping and profiling capabilitiesfor unaddressed direct mail; 56% offer mail preparationservices, such as lettershop and/or printing; and 44%provide a service to manage returns of undeliverableitems. Additional services do not necessarily representsignificant additional revenue, but they add valueto the physical direct mail product. These servicesare provided in direct competition with othermarket suppliers in the great majority of countries,industrialized and developing alike.In the past, direct mail volumes in mostcountries experienced continual, significantgrowth, before decreasing towards the end ofthe last decade, and declining further in recentyears. At the same time, spending on digitalmedia has been growing exponentially. Postsshould invest and develop new digital-basedservices, so as to bolster revenues gainedthrough physical streams.

A UPU Direct Marketing Advisory Board (DMAB) report 13VERTICAL VALUE CHAINDEVELOPMENTA second and more recent trend is vertical expansion,which relates to channel diversification through theprovision of new solutions that position Posts as directmarketing channels as opposed to simply physicalchannels.As shown by the results of the surveys, Posts areincreasingly offering other channels besides traditionalphysical direct mail, ensuring that not only is the mailchannel fully integrated into a customer ’s overallcommunications mix, but also that there are otherways through which businesses can contact currentand potential customers. In this way, Posts provideother direct marketing channels. The survey showsthat digital transformation is a reality for Posts in thedirect marketing space, with more and more DOsoffering e-mail services, web-based marketing servicesand so on.In vertical value-chain development, the growth of directmarketing is digital and data-driven. It includes:Understanding of how advertisers plan,develop and execute their marketingcampaigns;Integrated direct mail and digital advertisingchannels.As technology advances and communication processesbecome progressively integrated, and as direct mail isincreasingly combined with other media channels incustomer marketing campaigns, Posts are changing theirrole in the media markets and aligning their strategiesand activities with customer requirements.Posts need to understand the role of direct mail in thisnew environment, and to create innovative solutionsto facilitate the integration of mail into advertisers’marketing strategies through offline/online offerings.In today’s multi-channel, integrated media market, thepast growth seen in physical mail volumes is unlikely toreturn; however, that does not mean that there need bea decrease in the importance of postal services. On thecontrary, in diversifying and expanding their strategiesboth horizontally and vertically, Posts can take advantageof the convergence and integration of new media intoadvertisers’ campaigns, adding new value by offeringsolutions that facilitate the use of several channels, usingtechnology wisely and efficiently to that end.The available data and analyses show that direct mailand direct marketing have been adversely affected bythe decline of physical mail volumes worldwide. However,the growth in e-commerce traffic is perceived by mailers,direct marketers and postal operators as a driver fordirect marketing at both the domestic and internationallevel. Direct mail and direct marketing are consideredas complementary to the online environment. Theintegration of various media and marketing channels(whether digital or physical), data management,and knowledge of the client environment all presentopportunities for postal operators and mailers in notonly the industrialized world, but also in emerging anddeveloping countries.ANALYSIS OF MAIN FACTORSINFLUENCING DIRECTMARKETING TRENDSOF THE POSTDigital transformation, data revolution and e-commercedevelopment can be identified as the main drivers of thetrends observed across the suite of products and servicesoffered by DOs over the period covered by the surveys.

14 COVID-19, Posts and direct marketingWith the global increase in e-commerce transactions andthe resulting impact on business-to-business (B2B) andbusiness-to-consumer (B2C) traffic, direct mail and directmarketing have a new role to fulfil in the e-commerceecosystem. The DMAB surveys have shown the relevanceof physical mail and its importance in the directmarketing mix offered by Posts. This relevance has beenconfirmed by several other studies and research projects,especially in the e-commerce context. For example,International Post Corporation (IPC) commissioned asurvey with over 28,000 consumers in 31 countries.A total of 51% of them claimed to have receivedadvertising mail – i.e. paper adverts and catalogues –from e-retailers in the past 12 months (IPC Cross-BorderE-Commerce Shopper Survey 20171). In the same study,44% of those that received advertising mail claimed tohave made an online purchase as a result of receivingprinted advertising mail or catalogues from e-retailers.Data is fundamental to the success of direct mailcampaigns and the foundation of successful combinedphysical and digital media campaigns. Advertisershave learned how to work with, and benefit from, datacollection and analysis to achieve effective direct mail.Data is also responsible for the growth and success ofdigital and electronic marketing. Investing in data andinformation management has been a major innovation inthe postal world, often building on previous operationaldata used for quality distribution of physical mail. Toexpand horizontally along a customer’s value chain, asmentioned above, Posts have been working to acquireand enrich address data and demographic knowledge,which is extremely useful to advertisers for bettertargeting. Indeed, for vertical expansion into channeldiversification, one of the key developments is into digitaldata management.

A UPU Direct Marketing Advisory Board (DMAB) report 15DIRECT MARKETING AND THE POST(2007–2019): SNAPSHOT OF MAIN TRENDSPRODUCT/SERVICESPHYSICAL PRODUCTSAddressed direct mail serviceUnaddressed mail serviceDIGITAL PRODUCTSEmail marketingSocial media marketingMobile/SMS marketingCONSULTINGConsulting in direct marketingTraining for customersADDRESSMaster address databasesMailing list brokerageChange of address systemPRINTING SERVICEDM INTERNAL DEPARTMENTAdvertising mailDM items-QS measurementsQS Delivery standardGlobal trendsfrom 2007 to 2019% of DOsoffering the productsand services in 201981%79%34%30%28%38%31%46%18%54%53%57%56%53%

16 COVID-19, Posts and direct marketingCHAPTER 2How hasthe COVID-19pandemicaffectedthe directmarketingindustry?

A UPU Direct Marketing Advisory Board (DMAB) report 17Prior to the coronavirus crisis,the outlook for growth in directmarketing was decidedly mixed.All around the world, direct marketing plays animportant role in helping brands promote themselves,engage prospective audiences and reinforce customerrelationships that touch a vast array of other channels.Nevertheless, for more than a decade its practitionershave had to contend with a conflicting array of signalsabout the role of mail and its place in an evolvingmedia mix.While brands wrestle with the cost and complexityof direct marketing campaigns, as well as the falseperceptions in some markets that mail lacks theeffectiveness of digital media alternatives, the samemarketers are contending with intense competitivepressures and a media ecosystem that bombards itsdesired customers with non-stop promotional messages.This problem of “clutter” has served to drive widespreadinterest in mail and other promotional vehicles thatattract meaningful attention and deliver relevantmessages to target audiences. The fact that directmarketing is so deeply dependent on audience data hasalso helped reinforce its attractiveness, while helpingdirect marketers carve out positions of leadershipinside organizations that are seeking to capitalize onthe potential of “big data” to drive this type of targetedmarketing, as well as a host of other functions.Competition for mail’s significant piece of the marketingbudget has been growing significantly in recent years.In the United States of America, for example, spendingon direct mail has been in a shallow but systemic declinefor several years – even while relatively “mature” digitalchannels (such as search and online display advertising)continue to post annual double-digital spendinggains (on a percentage basis). Prior to the COVID-19pandemic, for example, Winterberry Group projectedthat all US advertising and marketing expenditures wouldgrow by 7.2% in 2020 (more than double the pace ofthe economy as a whole, to a total of almost 390 billionUSD). Direct mail, by contrast, was expected to grow byjust 0.5% over the course of the year.Source: Winterberry GroupNote: 2020 Direct mail spend/volume estimate was established prior to the COVID-19 crisis

18 COVID-19, Posts and direct marketingSource: Winterberry GroupNote: 2020 Direct mail spend/volume estimate was established prior to the COVID-19 crisisThe coronavirus crisis has very much reset thoseestimates (with some outlets projecting that globaladvertising expenditures would actually decline bymore than 7% in 2020 – mirroring, to the negative,the otherwise rosy prognosis from just months earlier).Nevertheless, the long-term trajectory of directmarketing is clear: it remains an important part of thepromotional mix, and is vital in support of certain usecases and vertical market applications. Its share ofmarketer spending is, however, shrinking relative to otherdata-driven channels.Crises do not typically affectmarketing investments instraightforward waysConventional wisdom would seem to suggest that intimes of economic difficulty, marketing budgets areamong the first to be cut as businesses seek to eliminateunnecessary spending.The truth is more complex. Since economic downturnsaffect geographic and vertical markets in different ways,we tend to see responses that vary significantly acrossmedia channels. Increasingly, brands – with more data attheir disposal, and better tools allowing for insight intothe impact that marketing spend has on sales and profitperformance – are growing reluctant to simply slashmarketing budgets when facing economic adversity.Instead, they tend to adjust their campaign prioritiesand media mix to protect their entrenched positions andreallocate capital to where it can have the greatest effect.Over time, that trend has affected the mail channelin opposing ways. On the one hand, it has served todiminish investment in direct mail (since many brands“protect their entrenched positions” by redoublingtheir efforts around customer retention and loyaltymanagement – much of which has already migrated toe-mail, social media and other similar communicationchannels). But it has also often reinforced confidencein direct marketing and its contribution to bottom-lineresults, which are typically far easier to measure (and thusoptimize) than other traditional advertising channels.Invariably, direct marketing is also one of the firstchannels that brands rely upon in re-engaging “businessas usual” following an economic downturn. Aggressivebrands will look to capita

6 COVID-19, Posts and direct marketing DIRECT MARKETING AND COVID-19 Direct marketing has also been affected by COVID-19, including in relation to the growth in demand for e-commerce. In most markets, direct marketing volumes have decreased since the beginning of the pandemic, in line with global mail trends. However, the pandemic

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