Much has been made of marketing personalization both inside our industry and outside. Although it might be easy to remain steadfast on either side of the aisle, the use—and nuance—of the word has led it to become more of a principle than an absolute business practice. Similarly, because we believe the consumer wants personalized communications, which we can deliver, we should seek to expand the practice throughout the funnel.
In higher ed, it’s easy to advocate for personalization. We operate in a high-involvement category, enjoy long customer journeys and market one of our customers’ biggest life decisions. For some of us, we have years of data to turn the interests of our smallest segments into comprehensive comms plans. But is this the right approach, and have we truly examined the practice before promoting its necessity?
As with most marketing debates, the outcome lies somewhere in the middle. In this article, I explore the power of personalization, its paradox, and perhaps, create a compelling argument for a different approach to personalization.