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) ENGAGEMENT
Plan Ideate Create Assemble
/ Edit
Manage /
Distribute
Localize Produce Consume Analyze
 Budget
 Discuss
 Schedule
 Assign
 Research
 Write
 Brief
 Discuss
 Sketch
 Buy or
clear art
 Accept
 Compose
 Search
 Insert/plac
e
 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
 Manufact
ure or
detail
 Browse or
download
 Print or
play
 Read or
view
 See or buy
 Capture
 Route
 Interpret
 Summari
ze
Spreadsheets
Presentations
Documents:
Creative
Briefs
Multimedia
Presentations
Reports
Spreadsheets
Galleries and
mash-ups
Compositions
and sketches
Mash-ups and
storyboards
Copy drafts
Rough cuts
and layouts
Media assets
Layouts
Media assets
Layouts
Fonts
Dynamic
artwork and
documents
Copy text
Structure/tem
plates
Media assets
Tech
specs/color
profiles
Web pages
with videos
Printed
collateral
Newsletters
Packaging
with POP
displays
PC or mobile
TV
Printed
publication/P
DF
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 revenues
2. Redundancies and extra steps of current-state workflow
3. Optimized future-state workflows
4. 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
Businessrequirements
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 benchmarks
Lower agency
switching costs and
service interruptions
Speed delivery of
brand-consistent
multimedia
materials through
structured, online
processes
Lower sourcing
costs of creative
and production
Synchronize global
product launches and
integrated
multichannel
campaigns using
multiple centers of
excellence in marketing
communications
Keyfunctions
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?
Identified
Collections
Curated
Collections
Faceted
Collections
Componentized
Collections
Semantic
Collections
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?

Marcom
supply
chains
evolve

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 STRATEGIES
Speeding 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

What comprise Enterprise Media Services?
1. Rapid aggregation of creative assets
2. Self-service image portals for marketing partners
3. 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 GISTICS
Contact 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.

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.

Contact Info
 Michael Moon, CEO
moon@gistics.com
+1 415.509.5023 mobile
 GISTICS Incorporated
92 Templar Place
Oakland 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

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