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Matt Blumberg joins the DMA Board

Matt Blumberg, CEO of ReturnPath, announced on his blog today that he has joined the board of the DMA. The blog post is both an explanation of why he did it and an agenda for what he wants to accomplish.

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The good, the typical and the ugly

In the theme of the ongoing discussions about ESPs and their role in the email ecosystem, I thought I’d present some examples of how different ESPs work.
The good ESPs are those that set and enforce higher standards than the ISPs. They invest money and time in both proactive and reactive policy enforcement. On Monday I’ll talk about these standards, and the benefits of implementing these policies.
The typical ESPs are those that have standards equivalent to those of the ISPs. They suspend or disconnect customers when the customers generate problems at the ISPs. They have some proactive policy enforcement, but most of their enforcement is reactive. On Tuesday I’ll talk about these standards and how they’re perceived by the ISPs and spam filtering companies.
The ugly ESPs are those that have low standards and few enforcement policies. They let customers send mail without permission. Some of the ugly ESPs even abuse other ESPs to send some of their mail, thus sharing their bad reputations across the industry. On Wednesday I’ll look at some of their practices and discuss how they affect other players in the industry.

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Compliance vs. Deliverability

Most people I know handling delivery issues for senders have some version of delivery or deliverability in their job title. But as I talk to them about what they do on a daily basis, their role is as much policy enforcement and compliance as it is delivery. Sure, what they’re telling customers and clients is how to improve delivery, but that is often in the context of making customers comply with relevant terms and conditions.
Some delivery folks also work the abuse desk, handling complaints and FBLs and actually putting blocks on customer sends.
I think the compliance part of the delivery job description that is often overlooked and severely downplayed. No one likes to be the bad guy. None of us like handling the angry customer on the phone who has had their vital email marketing program shut down by their vendor. None of us like the internal political battles to convince management to adopt stricter customer policies. All of these things, however, are vital to delivery.
Despite the lack of emphasis on compliance and enforcement they are a vital and critical part of the deliverabilty equation.

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