Operational Strategies for Migrating Legacy DAM and MRM systems to next-generation on-demand SaaS platforms

FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved

Operational Strategies for DAM, MRM, and EMM

Maximizing return on investment from next-generation on-demand platforms and agile configuration methods


What’s the focus of this presentation?

GISTICS specializes in assisting legacy MRM customers in building an internal business-case for switching to next-generation integrated marketing platforms.

To this end, we speed the transition with a minimum of disruption.

This presentation provides a context and framework for exploring how we might collaborate on an MRM or DAM migration project.


Traditional enterprise software vs. next-generation platform-as-a-service?


DAM & MRM BASICS

DAM as a system delivering media services and MRM as a system for delivering campaigns, programs, and projects


How do most executives define DAM?

DAM as a technology+ Software+ Specialized content database

DAM as service+ Repository for reusable files,

templates, and content+ Workflow

DAM as strategy+ Faster cycle times+ Marketing supply-chain

management

Solving for yesterday, today, or tomorrow?+ Yesterday: photos and artwork+ Today: Photos, artwork, and video+ Tomorrow: (all above) + multimodal

content and customer engagement

Each path valid:+ Each delivers different types of investment and payback

Most common mistake: not planning for DAM as an operational capability+ Brand and media best practices+ Digital workflows and approvals+ Marketing operations management

Path of greatest return: + Start with a DAM business strategy+ Realized the easiest short-term wins in rapid (agile) succession+ Deploy DAM (at the start) as operational capability+ Select a technology partner not a vendor


What basic functions comprise DAM? 3 user classes

+ All eventual users

Each with unique requirements+ Interfaces+ Metadata support+ Workflows+ Training


What types of digital assets usually go into a DAM?

DO IT NOW+ Source assets,

not content+ Define “sweet

16” metadata attributes

+ “Rent” a production (SaaS)

DO IT NEXT+ Automate

creative workflows

+ Set-up database publishing


Where does DAM fit in the rich-media content lifecycle?

Integrated workflows produce the most valuable business information: cost, chokepoints, money flow

DEVELOPMENT REUSE (Typical DAM Apps) ENGAGEMENTPlan Ideate Create Assemble

/ EditManage / Distribute

Localize Produce Consume Analyze

Budget Discuss Schedule Assign

Research Write Brief Discuss

Sketch Buy or

clear art Accept Compose

Search Insert/

place Review

(multiple cycles)

Edit/refine (multiple cycles)

Approve

Ingest Tag Authorize Publish

Retrieve Deconstruc

t Adapt/edit Re-

assemble Review

(multiple cycles)

Approve (multiple cycles)

SEO or provision

RIP or transcode

Layout or distill

Manufacture or detail

Browse or download

Print or play

Read or view

See or buy

Capture Route Interpret Summari

ze

SpreadsheetsPresentationsDocuments:

Creative Briefs

Multimedia

PresentationsReportsSpreadsheetsGalleries and

mash-ups

Compositions and sketches

Mash-ups and storyboards

Copy draftsRough cuts

and layouts

Media assetsLayouts

Media assetsLayoutsFontsDynamic

artwork and documents

Copy textStructure/

templatesMedia assetsTech

specs/color profiles

Web pages with videos

Printed collateral

NewslettersPackaging

with POP displays

PC or mobileTVPrinted

publication/PDF

Packaged good

Galleries & mash-ups•Web

sites•Catalogs•TV spots•Social

media


What’s your catalytic asset: how to prioritize workflow optimization?

6 Channels Content types Workflow steps

Key functions

Catalytic assets

1. Publications Magazine, catalog, Collateral, eBooks

Photos with clearances

2. Web Corporate, regional portals, microsites

Synchronized marketing claims

3. Multi-media Video clips, DVDs, MP3’s, e-detailing kits

Post-produced scenes

4. Training PPTs, videos, eLearning: workbooks, and tests

Learning objects

5. Product display Tradeshow, events, retail store

Signs

6. Packaging Product boxes, cartons, labels, instructions

Labels

Criteria:1. Asset type that drives revenues2. Redundancies and extra steps of current-state workflow3. Optimized future-state workflows4. Activity-based costing of current and future-states

Target just one or two catalytic asset classes, working backwards from them


What comprise the evolutionary phases of DAM? Where are you?

PROJECT PORTAL DAM SYSTEMS DISTRIBUTED RICH-MEDIA

SERVICES (DAM PLUS)MANAGED SUPPLY CHAIN

Focus

Marcomm intranet

Image and Content Portal

Creative Workflow Repository

Distributed Media Workflows

Smart Marcomm Operations

Integrated Marketing Management

Business requirements

Share files and collaborate within team | Sharepoint, Basecamp, @task, Lotus Notes

Find marketing content and reusable media components using simple keywords and nested folders

Streamline creation and production processes for artwork, CGI photo replacements, collateral, packaging, POP displays, and multimodal customer-engagement packages

Provision content and media applications to users across enterprise and partner, creating process benchmarksLower agency switching costs and service interruptions

Speed delivery of brand-consistent multimedia materials through structured, online processesLower sourcing costs of creative and production

Synchronize global product launches and integrated multichannel campaigns using multiple centers of excellence in marketing communications

Key functions

Browser or desktop access to intranet or public portal

Structured catalogs with basic metadata and search

Integration with creative tools, works of process and approval workflows

Multiple user classes, faceted taxonomies, and dynamic imaging Full integration of project management

MRM capabilities: planning, campaigns, strategic sourcing of creative services, and analytics

Pan-regional execution of print, broadcast, online, mobile, and in-field promotions and customer engagement

Pivots

Marketing claims databases

Database-publishing of collateral and banner ads (smart artwork)

Creative agency governance systems

Social Media Optimization

PROGRESSION SEQUENCE FROM ONE MATURITY PHASE TO THE NEXT PHASE

1. Ad Hoc > 2. Organize > 3. Measure > 4. Analyze > 5. Optimize

Creative Agency Governance System


Management Maturities: Where are most firms? Level 1 Ad Hoc: 28.7%

+ Basic management of digital media files on shared drive, FTP, etc.• Uses file names and file-folder structure

as “metadata” for browsing• NO DAM

Level 2 Organizing: 30.5%+ Basic work of examining individual

files: classification of them as “keepers”• Metadata—basic descriptions and uses• NEW TO DAM

Level 3 Measuring: 11.4%+ Use of assets and user activities

• Refined metrics applied to core business processes, workflows, and projects

• NEEDS WORKFLOW BENCHMARKS

Level 4 Analyzing: 6.6% + Correlation of user and asset uses to

progress against business goals• Quantification of economic returns on

digital assets• NEEDS INTEGRATED WORKFLOW WITH

FEEDBACK AND APPROVAL MANAGEMENT

• CLEAN BASELINE DATA

Level 5 Optimizing: 22.8% + Applies analytics insights to

continuous process improvements• Sourcing of creative services and content• Producing finished digital goods• Provisioning content to support new

revenue streams or customer engagement channels

• NEEDS INTEGRATION OF PROCUREMENT AND CRM-WCM-ERP


Metadata maturity model: What type of collection do most firms have?

IdentifiedCollections

CuratedCollections

FacetedCollections

ComponentizedCollections

SemanticCollections

Represent categorized and tagged group of reusable files, generally finished digital goods or renditions of varying size or resolution.

Collections resemble "buckets" of potentially useful items with little ability to cull contents into more granular and relevant sets.

Represent meaningful collections organized for known types to users to access.

Curation emphasizes quality-assured files and task-based use scenarios.

Most but not all curated collections manage vetted and approved finished goods and not work in process

Represent often sizeable groups of diverse sets of files, templates, reusable assets, and business records, optimized for a large, geo- distributed groups of users to access. More than just a collection, this level integrates schedules and release calendars across many project teams, surfacing "coming soon" items

Organize a "atomized" set of media components, templates, and approved copy-written text, using XML standards for workflows (ADSL, XBRL, XPDL) to drive automated multichannel publications and outputs. Often this requires a consolidated information repository for all business data or communications

Enable personalized user experiences and presentations, using customer personas and microformats to assemble and bind media and content components into personalized finished digital goods.

Semantic collections include assets residing in other DAMs, content managers, and social networking platforms


How does progressive process automation deliver ROI?

Integrated Marketing Platform


Marcom supply chains evolve

Sourcing of creative: Strategic Chokepoint


Ad Hoc Managed Predictive Adaptive Anticipatory

DAM FTP and shared drives

Content portal with folders

DAM repository with multiple roles and permissions

Media services platform with dynamic rendering of art and collateral

Provisioning of customer engagement objects by phase of the customer engagement lifecycle policies

Approvals and Proofs

Physical review and signatures

Acrobat PDF with annotations and email confirms

Real-time proofs and color matching

Cycle time benchmarking and optimization

Activity-based costing of all creative and marketing projects

Workflows Peer-to-peer by email, fax, teleconference

Ad hoc and task folders in shared drive

Structured, role-based workflows, integrated sourcing

Integrated rich-media workflow and reporting

Dynamic resource allocation and re-tasking

Project management

Physical job jackets and tickets

Online content folders

Audit-controlled project rooms

Multi-firm ad hoc collaboration and projects database with detail reporting

Innovation service groups in marketing supply chain using Lean Six Sigma or similar controls

Budgeting Spreadsheets Online spreadsheets

Integrated financials

Daily spend-to-budget roll-ups

Real-time performance tracking of ROI / ROMI

Strategic Planning

Marketing and creative briefs in Office docs

Office docs in groupware system

Consolidated digital marketing briefs

Marketing info database: all plans and projects as linked data items in DB

Dashboard summarization of voice-of-customer, dynamic “market game” simulations, dialogue maps, and ROMI

Enterprise Integration

Manual checks and balances with corporate finance

Batch synchronization with financial systems

Synchronized with ERP and SCM systems

End-to-end process integration of marketing supply chain

Predictive modeling of revenues by individual customer engagement objects

What is Integrated Marketing Management?

MRM-MOM Platform


OPERATIONAL STRATEGIES

3 options for driving the value chain


Why do Innovations Leaders focus on speed to market?


What’s your innovation strategy? Drive

transformational applications to market

Master innovation and solutioneering processes

Integrate professional and user-generated content to customer engagement packages

Capture incremental revenue across the customer engagement lifecycle


What do Chief Marketing Officers demand?


How do CMOs and CFOs measure operational performance?

Faster cycle times increase sales, reduce costs, and enhance customer satisfaction and “wow.”


How can we help prioritize investments in DAM/MRM/EMM?

1. Productivity dividends+ Supply chain efficiencies+ Strategic sourcing+ Lower cost-structure

2. Increase sales+ Expand coverage: channels and

markets+ Increase profitability: cross-sell

and premium up-sell

3. Innovate: new revenue streams

+ Identify new opportunity: insights

+ Innovate new offerings: IT service platform?

+ Drive to market: messaging and execution

FOCUS:+ Short-term wins+ Measurable paybacks+ Done in rapid succession


INNOVATION STRATEGIESSpeeding cycle times within a value chain


What constitutes the customer engagement cycle? What has changed?

Customer engagement: how the firm attracts, serves, and keeps profitable customers for life


Where does DAM play in the customer engagement cycle?


How will the creative process change?

Analysis will drive content creation, emphasizing the production of small, heavily tagged digital assets and ways of assembling persona-based engagement packages


What are the operational capabilities of the customer engagement lifecycle? DAM as core

infrastructure+ Automated media

transformation drives engagement cycle

+ Social content as a new asset class

+ Semantic tagging starts in the DAM

MOM as orchestration hub+ BPM: process management+ MRM: budgeting, planning,

procurement (creative governance), and marketing information (copy)

+ EMM: multichannel campaigns, analysis

Integrated Marketing Platform


What comprise Enterprise Media Services?1. Rapid aggregation of creative assets2. Self-service image portals for marketing partners3. Automated publishing of content into portals, multimedia, and print


How can you “digitize” publishing processes?


INNOVATION LEADERSHIP

How does cloud computing enable agile change management?


What types forces speed or hinder change (adoption of innovation)?


How do you speed the innovation process?

Big idea+ New operational capability:

system, process, IT, and accountabilities

Modular framework+ Enabling capabilities+ Tactical value-added,

quickly realized, becomes strategic

Project roadmap+ Multiple tracks+ 15- and 45-day projects+ Accountability: one person

or small team Weekly review

+ Best thing last week?+ Other good things?+ What need to improve?+ How can I help?


Who creates the best change roadmap for a buying organization? Workgroups

+ ONE facilitator with ONE consultant or developer

+ FIVE executives involved with ONE enabling capability

Session agenda+ 15 minutes “mind

mapping” features of an enabling capability

+ 45 minutes “brain storming” likely HINDERING forces

+ 90 minutes “scoping” 8 to 11 15-day and 45-day projects

+ 20 minutes sequencing


What constitutes master project roadmap?

15- and 45-day projects

30% to 50% become SOWs+ statements of

work


ABOUT GISTICSContact and Background Information


About GISTICS

GISTICS constitutes an innovation think-tank that speeds the adoption of innovation.

Often, this entails perfecting an existing processes and systems, adding ingenuity and fun to client’s products or services that already meet basic customer requirements.

To that end, GISTICS assists clients in the following:

+ Migrating legacy DAM and MRM systems to next generation platforms

+ Delivering technology user-training to marketing and publishing professionals

+ Advising technology providers in how to market and deliver their digital /service-innovations

+ Activating of social networks comprised of customers, buyers, independent consultants

GISTICS advises international-brand corporations on service-innovation strategies for customer engagement, marketing supply chains, and digital asset management. Clients include Amway, Boeing, Disney, E&J Gallo, Ericsson, Frank Russell Company, Gap, General Motors, FCB, Hallmark, Hasbro, IBM, Leo Burnett, Nokia, Philips, SanomaWSOY, SAP, TeliaSonera, Thomson Corporation, Time, VF Corp, Walmart, and Warner Bros.

GISTICS assists independent consultants to find long-term engagements, define and manage complex, multi-year projects, and achieve professional and personal success, using masterclass academies, publications, workshops, telebriefings, and certification programs.

Currently, GISTICS specializes in assisting legacy MRM customers in building an internal business-case for switching to next-generation integrated marketing platforms as well as speeding the transition with a minimum of disruption.


Who are the principals of GISTICS? p1

Michael Moon CEO of GISTICS Executives worldwide recognize Michael Moon as an international authority on customer engagement, marketing operations

management, and digital asset management and as a master class facilitator of innovation leadership academies and executive peer-workgroup sessions.

Michael Moon has delivered more than 400 keynotes, presentations, executive seminars, workshops, and Web-based Webinars around the world. McGraw-Hill and its international affiliates offer Mr. Moon's book, Firebrands: Building Brand Loyalty in the Internet Age in 13 languages. http://www.amazon.com/exec/obidos/ASIN/0072124490

He has lectured at UC Berkeley, Stanford University, San Francisco State University, California State University—East Bay, Fielding Institute, and St. Pölten University (AT).

He serves as the Editor in Chief of the Journal of Digital Asset Management http://www.palgrave-journals.com/dam/index.html Michael Moon maintains three LinkedIn social networking groups that serve international networks of innovation leaders, subject

matter experts, and master-class practitioners with approximately 5,000 members and growing rapidly: Masters of Digital Assets, Masters of Customer Engagement:, Masters of Marketing Operations

Carol Chase Baum VP, Technology & Services, GISTICS A nationally-recognized technology leader, Carol leads the services and technology team of GISTCS. Her background includes

more than 20 years of strategic business and information technology consulting, encompassing a wide range of industries. Her current focus includes design and implementation of systems for Digital Asset Management (DAM), Creative Procurement

and Agency Governance, and Marketing Operations Management. Her DAM consulting work has included client engagements with the Telecommunications / Media, Oil & Gas, and Financial

Insurance industries. Other areas of expertise focus on the establishment of strategic client vision, and converting this vision into a roadmap for

success – Often times this takes the shape of developing formalized business plans, which identify improvement opportunities for the client organization. Additional competencies are in the process redesign arena, to improve client quality, performance and productivity.

http://www.amazon.com/exec/obidos/ASIN/0072124490

http://www.palgrave-journals.com/dam/index.html


John Horodyski VP, Learning & Development, Client Services, GISTICS John came from Electronic Arts, the largest videogame publisher in the world, where he managed the implementation of their

global digital asset management system with more than 500,000 digital photographs and 2D and 3D art assets for creative and publishing needs.

He provides strategic direction on DAM implementations including metadata and taxonomy design . Clients have included Kantar Video, Best Buy, and the Ford Foundation.

He teaches a Graduate course on Digital Asset Management at San José State University He holds a Masters Archival Studies and Masters Library and Information Science from the University of British Columbia and

has published professional articles on digital media and metadata, as well as regularly training and speaking at Henry Stewart DAM, and Createasphere DAM.

He serves as the Managing Editor, Journal of Digital Asset Management http://www.palgrave-journals.com/dam/index.html

Who are the principals of GISTICS? p2

Peter van Teeseling Managing Director, GISTICS Worldwide Peter provides the “organizational glue” for GISTICS and leads all European programs of GISTICS/ Peter advises organizations in the implementation of cross-media projects and the social adoption of information technology in

daily work. He leads professional development and training courses in crossmedia, content creation and distribution, digital publishing, web-

to-print and digital asset management. He has participated in DAM and MRM projects for the past 15 years with clients ranging from insurance companies to

international technology vendors. He is a well known trainer (and speaker) in the (Dutch) media production industry.

http://slisweb.sjsu.edu/people/faculty/horodyskij/horodyskij.php

http://www.palgrave-journals.com/dam/index.html


Contact Info

Michael Moon, [email protected]+1 415.509.5023 mobile

GISTICS Incorporated92 Templar PlaceOakland CA 94619+1 510.450.9999 tel+1 510.601.0563 fax

www.gistics.com

Author of 30+ white papers

Editor in Chief since 2003

LinkedIn Group Manger: 5,000 members

Editor of microsites: 1,500 unique visitors / month

Author of widely acclaimed book

400+ Keynotes and Webinars

mailto:[email protected]

http://www.gistics.com/