The House Cleaning Publisher ( PCH ) is a direct marketing company that markets merchandise and magazine subscriptions by lottery, and prize-based games.
The Clearing House publisher was founded in 1953 by Harold Mertz to replace the sales of door-to-door magazine subscriptions by a single vendor offering multiple subscriptions by mail. It introduced the raffle in 1967. In the early 1990s, the company was subject to concerns and legal action as to whether consumers were misleading about their likelihood of winning the lottery and whether purchases increased their chances. In 2010, the company has reached settlements with 50 states.
The company acquired Blingo search company in 2006, online game company Funtank in 2010, and mobile marketing company Liquid Wireless in 2012.
Video Publishers Clearing House
Histori
Sejarah awal
The Clearing House publisher was founded in 1953 in Port Washington, New York, by Harold Mertz, a former manager of the door-to-door sales team for magazine subscriptions. The company started in the basement of Mertz with the help of his wife LuEsther and daughter Joyce. His first letter was 10,000 envelopes from Mertz's home on Long Island, New York, and offered 20 magazine subscriptions. 100 orders received. Within a few years the company moved from the Mertz basement to the office building and began hiring staff. When PCH moved its headquarters in 1969, the previous location was donated to the city and renamed the community center Harold E. Mertz. The company's revenue has grown to US $ 50 million in 1981, and $ 100 million in 1988.
In 1967 PCH started its first lottery as a way to increase subscription sales, based on a draw held by Reader's Digest . First prizes range from 25 cents to $ 10 and entrants have 1 chance in 10 wins. After the draw, the response rate increased to a letter, a prize of $ 5,000 and finally $ 250,000 offered. PCH started advertising sweepstakes on TV in 1974. It was the only major multi-magazine subscription business until 1977. Former Time Inc. clients and several other publishers formed American Family Publishers (AFP) to compete with PCH after the company rejected repeated requests by Time for a larger share of sales revenue from magazine subscriptions.
AFP and PCH are competing for exclusive rights to magazines and for better promotions and gift ideas. When AFP increased their jackpot to $ 1 million, then to $ 10 million in 1985, PCH raised the prize to match. The $ 7 million prize was distributed in 1979, $ 40 million in 1991 and $ 137 million in 2000. In 1989 two members of his advertising team, Dave Sayer and Todd Sloane, started Prize Patrol, a publicized event in which the winners were surprised by examination in their home. The idea was inspired by the 1950s television series "The Millionaire".
In 1992, thousands of raffle entries dumped from contestants who had not bought magazine subscriptions were found in the trash by city employees, reinforcing the belief that the company liked those who made a purchase in picking the lottery winners. PCH says this is done by disgruntled employees in their mail processing vendors. A class action takes place, to which PCH is solved by giving the entrants a wasted second chance to win.
Government regulation
In the 1990s PCH and its main competitor, AFP, suffered a series of legal problems due to concerns that their letter misled consumers about their chances of winning and implying that magazine purchases increased their chances. This led to the Deceptive Mail Prevention and Enforcement Act of 2000, which governs direct mail business. At the senate hearing on the Act, PCH said most consumers are not confused about their chances of winning or that purchases do not increase their chances. The company says less than five percent of participants spend more than $ 300. Government officials from California say 5,000 local consumers pay more than $ 2,500 each in magazine purchases with the wrong belief that they are increasing their chances of winning the draw.
Industry sources estimate the PCH response rate decreased by 7-12 percent and sales volume by 22 to 30 percent in response to bad publicity from lawsuits. In 2000, PCH laid off a quarter of its 800 workforce.