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Executive White Paper
Business Case for
On-Demand DAM
and Media Services in
Global Marketing
Operations
Impact of outsourcing the online management of marketing
content and reusable media components on the productivity
of marketing, sales, and corporate communications
Business metrics, automation benchmarks, and total cost of ownership models for
automating the global delivery of marketing materials, presentations, videos and
sales training to creative teams, field staff and partners
Licensed for distribution by
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Who helped produce this white paper? Who is GISTICS?
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
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AUTHOR
THINK TANK FOR EARLY-STAGE MARKETS
Michael Moon
GISTICS constitutes a think tank that speeds the
adoption of new technology and disruptive innovations
among enterprises and consumers. Founded in 1987,
GISTICS Incorporated minimizes the risk of potential
buyers through the following:
• Interviews with successful early adopters of new
technologies
• Definition of the critical success patterns of
successful early adopters
• Activity-based analyses of adoption benefits on
supply chains, workflows, and user activities
• Visual explanations of how new technologies
produce economic value
• Investment analyses that justify the purchase of
new technical systems
• Project roadmaps that break down large-scale
organizational changes into smaller two-week to
two-month projects
• Practitioner portals that clarify the next steps in
rapid deployment and payback
• Certified consultants that provide essential skills
and resources
President, CEO
GISTICS Incorporated
[email protected]
DESIGN, LAYOUT,
EDITING, PRODUCTION
LIANNE MUELLER
Art Director
Fly Design Media
[email protected]
iris alroy
Production Artist
GISTICS Incorporated
[email protected]
Kathleen McFadden
[email protected]
Steve Turner
Turner Associates
[email protected]
GISTICS drives the emergence of shared vocabularies,
the adoption of effective problem-determination methods,
and the development of unassailable investment analyses
that justify purchases of new technologies or disruptive
innovations.
GISTICS attracts early adopters and pacesetting
solutioneers, demonstrating how they can use new
technologies or disruptive innovations to make money by
delivering new complex, integrated solutions to enterprise
or consumer clients.
GISTICS develops breakthrough market-making
strategies for vendors of new technologies or disruptive
innovations, using industry thought leadership, executive
white papers, Webcasts, specialized Web sites, and a
global trust network of advanced project managers within
large enterprises, independent consultants, and small
master-class solution providers.
G i s t ic s h e l p s e n d - u s e f i r m s h a r n e s s n e w t e c h n o l o gi e s a n d
di s r u p t iv e i n n o va t i o n s
MAJOR LAUNCH: Products, Campaigns, Partnerships, Business Models
gist \’jist\ n -s [AF, it lies (said of
a legal action), fr. MF, 3d pers.
sing. pres. indic. of gesir to lie, fr.
L jacére to lie, fr. jacere to throw
— more at jet (to spout)] 1: the
ground or foundation of a legal
action without which it would not
be sustainable 2: the main point
or material part (as of a question
or debate) : the pith of a matter :
essence (the ~ of a question) <the
~ of all that can be said upon the
matter—R. L. Stevenson>
—Webster’s Third New International Dictionary Unabridged
GISTICS and its agents have used their
best efforts in collecting and preparing information published in this white
paper Business Case for On-demand DAM
and Media Services in Global Marketing
Operations.
GISTICS does not assume, and hereby disclaims, any liability for any loss or damage caused by errors and omissions in
this white paper, whether such errors or
such omissions resulted from negligence,
accident, or other causes.
2
GISTICS
Offer—market
development
Demand
creation
Concept Market
T1
Sales
conversion
Primary Market
Strategic
development
Aftermarket
Market-making scenario 1
C o l l a b o r a t i v e
T2
Satisfaction
fulfillment
Market-making scenario 2
S o l u t i o n e e r i n g
Cycle time gain
Necessary Conditions
Strategic Value
• Rationalized market and definitive
business case
• Differentiated value propositions
• Completed satisfaction-fulfillment
methodologies
• Testimonials of early adopters
• Network of certified consulting
solutioneers
• Thought-leadership Web destination
• Leadership positioning in the market
• Advantaged category definitions
• Growing perception as the dominant
“gorilla”
• New “green field” markets and
revenue streams
• Loyalty lock-ins of category-defining
marquee accounts
Time to Value Scenarios
©2008 GISTICS Incorporated. All rights
reserved. Printed in the U.S.A.
P r o c e s s
IN
Market-making Scenarios
GISTICS Incorporated
4171 Piedmont Avenue, Suite 210
Oakland CA 94611 USA
www.gistics.com
+1.510.450.9999 tel
+1.510.450.0954 fax
V a l u e - C r e a t i o n
MarketMakingScenarios.A.1.4 © 2007 GISTICS All rights reserved.
GISTICS reduces the organizational and market barriers to the adoption of new technologies or disruptive innovations,
publishing a variety of papers, presentations, and Web sites that explain how to realize the economic and social value of new
technologies or disruptive innovations in a variety of organizations.
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executive white paper
Business Case for On-Demand
DAM and Media Services
in Global Marketing Operations
Impact of outsourcing the online management of marketing content and reusable
media components on the productivity of marketing, sales, and corporate communications
PAGE
4
9
13
23
31
35
45
CONTENTS//SECTIONS
Executive Summary
Key Trends in Marketing Operations
Introduction to DAM
DAM Strategies for Marketing Operations
Solution Lifecycle: Total Cost of Ownership
Activity-Automation Benchmarks for Media Services Platforms
About GISTICS
ABSTRACT
Successful new-product launches increase corporate revenues; spectacular
launches increased share-price and investor confidence.
Major new-product launches involve hundreds of workers and myriad of
communications, interactions, and handoffs.
The reviews and approvals of marketing materials and documents throughout
a product’s lifecycle—from ideation and creation of reusable marcom assets to
distribution and archival of final-form materials—define the most problematic
activity and source of cycle-time delays and quality defects (that result in
additional costs and lost sales).
Automation of real-time collaboration, review, approval, and digital
distribution of brand marketing materials throughout the marcom asset
lifecycle reduces time to market, realizes higher quality, and lowers net-cost of
marketing communications.
Integrated lifecycle management of new-product launches and digital
marcom assets maximizes speed-to-market of consistent brand-marketing
communications while reducing overall labor content, redundancies, and costs
of marketing communications.
On-Demand DAM and media services in global marketing operations
increases the revenue potential of new-product launches as well as lowering
total operations costs of marketing.
How do we summarize this white paper?
Lack of systems undermines strategy execution
GISTICS Research of 10,000 firms worldwide reveals that
the lack of systems—information technology—can hobble
the launch of a new product or campaign.
Lack of systems can also contribute to the failure to
execute an otherwise winning marketing strategy. This
paper examines the system requirements for an effective
product launch as well as the execution of an integrated,
multichannel marketing strategy.
ROLE OF A DAM-ENABLED marketing REPOSITORY
This white paper calls attention to the pivotal role that
a marketing repository can play in reducing the time to
market for a new product or service.
In particular, we show how greater speed, coordination,
and consistency in the creation and distribution of
marketing content and brand resources contribute to the
successful launch.
A DAM-enabled marketing repository not only speeds
the delivery of selling images, content, and marketing
support material to the front-line sales organization, but
a marketing organization also can use this repository to
customize content to a distribution partner’s requirements,
localizing materials for a particular language or culture, and
personalizing materials to individual buyers.
Hosted services provide benefits beyond the core function
of software:
• Faster startup: Three weeks versus three to nine months
for licensed software.
• No security compromises
• No meaningful security differences between hosted or
licensed enterprise-class solutions.
• Access to scarce resources: Greater, more immediate
access to IT support services via internal IT groups.
• Outside the firewall: Fewer issues when bringing on new
users (partners, press, customers)
• Expensed item: Monthly payment for service versus
capital expense and CFO-level authorization.
INTENDED READERS
The figure below depicts the primary readers to whom
we have addressed the bulk of this paper. Our research of
marketing operations indicates that Marketing has primary
ownership of marketing content and that MIS/IT may or
may not own the technical systems of repositories.
HOSTED VERSUS LICENSED SOFTWARE
This paper also examines
the business value of
“renting” a hosted marketing content service
rather than “buying”
licensed software and
maintaining it with internal resources.
Purchase and
maintenance of complex,
rapidly evolving media
services and multimedia
database technologies
make licensed software
impractical for many
marketing operations.
Hosted marketing
content repositories
can provide enterpriseclass media services at a
substantially lower cost
than licensed software —
50 percent to 90 percent
less expensive when
analyzed across a threeyear solution lifecycle.
D A M - e n ab l e d M A R K ET I N G RE P OS I TOR I ES S P EE D NEW P RO D U C T L A UN C HES A N D
ENH A N C E E X E C UT I ON OF MULT I C H A NNEL M A R K ET I N G STR A TE G I ES
How has Baxter International used on-demand DAM to
support its marketing operations? (Part I)
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
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GLOBAL MARKETING AND COMMUNICATIONS
Baxter International represents one of the leading
pharmaceutical and life science firms in the world,
employing 48,000 professionals and producing $12B in
annual sales.
In the summer of 2006, the head of global
communications and her colleagues concluded that
their homegrown intranet with 16-plus media libraries,
rudimentary exact-keyword search, and manual file
transformation services had become “unmanageable.” Over
the years, the number of photos on this intranet had grown
to more than 42,000, and thousands more were scattered
across shared drives, CD-ROMs, and laptops.
Nearly everyone in communications and marketing
loved to use the high production value photos in the annual
report, but individual market managers did not like to see
photos of their products or patient scenarios misused. In
the medical care industry, most professionals can instantly
spot a renal (kidney) care patient scenario from another
scenario. Inappropriate use not only diminished brand voice
consistency, but also induced content owners to hoard their
media assets—lest they lose control of them on the allinternal-users-welcome intranet.
Also over the years, advances in digital photography
produced higher resolution photos and, thus, larger file
sizes that precluded using corporate email systems with
their policy prohibiting file attachments greater than six
megabytes.
A little deeper examination revealed that many photos
had become orphaned: no one in the firm knew anything
about the intellectual property rights of these photos. In
some cases, the photos contained the likenesses of real
patients whose privacy Baxter was required to protect or
face penalties and fines.
Lack of asset provenance emerged as real risk that
demanded action sooner rather than later. Thus, a key
short-term priority entailed the procurement of new assets
with unlimited worldwide use rights by Baxter and the
association of available clearances and waivers with each
asset.
STARTED WITH THE IDEAL FUTURE-STATE SYSTEM
The core team of design, communications, and IT
professionals with more than 70 years of combined work
experience developed a matrix of the features and functions
they would need.
In large part, they started the process with a thorough
examination of many DAM, content management, and
related systems, correlating named functions or services
of a particular system with the needs of their creative and
marcom groups.
Operating in a regulated industry compelled them to have
well-documented business processes and clear roles and
responsibilities.
A preexisting, homegrown corporate intranet, years
in its evolution, provided a precise, well-defined, and
comprehensive metastructure for Baxter’s lines of business,
product lines, marketing support materials, and content
ownership—all very helpful in understanding several
business requirements of a DAM service strategy.
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SERIE S//MANAGEMENT ADVISORY
With basic DAM functions and services in mind for
its global marketing community, the core team identified
the following criteria that a new DAM system and vendor
should satisfy:
• Centralized Web-accessible collections available to any
Internet-connected user around the world
• Assured scalability of system storage and number of users
because “Who knows where we’ll be in five years!”
• Natural language search that enables nontechnical
marketing or creative partners to find needed materials,
using common terms and phrases
• Simple, effective cataloging tools with pulldown menus
and checkboxes, enabling nonlibrarian marketing folks to
create and manage their own collections
• Fully transparent asset user histories detailing who
viewed, downloaded, or uploaded each asset by date,
time, and location, satisfying regulatory requirements for
security and audit controls
• Public and private areas in which to put unannounced
product materials, providing particular individuals tightly
controlled and monitored access to a collection or just
one item in an otherwise “dark” inaccessible collection
• Open “parking lot” area that enables external vendors
to upload and tag works in process and finished art,
cataloging assets with predefined terms and metadata
without gaining access to the whole system or repository
• Two IT service delivery modes with SaaS that support
fast time to value with a hosted capability and deployed,
on-premise software that Baxter could bring in-house
SOURCING SAAS CAPABILITIES
In many situations, the number of options and tradeoffs
in enterprise DAM software overwhelms even the most
experienced marketing professionals.
With more than 48,000 employees around the world,
Baxter enjoys a deep bench of talent; some of its IT and
communications executives have worked at Baxter 20 or 30
years.
When it came time to winnow down a group of 30
potential DAM software and service providers to a short list
of three or so, the core team at Baxter pulled in an internal
expert in purchasing supply management.
It also helped that this sourcing specialist had extensive
experience as a multimedia designer and project director
for complex multimedia applications. He understood big,
complex workflows, the need for simple and powerful user
interfaces, and the business-critical demand for dead-simple
administration of a large system by just one or two people.
When the core group was asked to identify their criteria
in selecting a DAM service provider, three criteria stood out:
• Vendor personnel: Knowledgeable, responsive, willing to
work with the Baxter team. In a phrase: A good fit.
• Simple maintenance footprint: No installed software,
easy to set up new users and reconfigure interfaces to
meet specific needs, all done by existing personnel—“just
the two us.”
• Easy to cost-justify: Simple monthly fee for an
enterprisewide subscription with simple accounting: no
extra up-charges for adding new users or creating new
collections.
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GISTICS
5
How has Baxter International used on-demand DAM to
support its marketing operations? (Part 2)
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
MEDIA SERVICE PLATFORM
ECONOMIC RETURNS
In November 2008, Baxter International began using the
OpenText On-demand DAM system for Baxter’s Digital
Media Collections.
Starting with a small, fully cleared collection of photos
from the annual report, the core team used the preexisting
business unit, product line hierarchies, and common
marketing terms from the corporate intranet to begin
configuring the DAM.
It still took “lot and lots” of work to think through the
metadata and taxonomy (sets of keywords to describe the
contents or suggested contexts of use for a particular file).
The sourcing specialist with his multimedia design and
production experience helped in rounding out the needed
metadata, clarifying how Web content teams and creative
agencies think about workflows, works in process, and
various approval processes.
In particular, the collaboration tools of the DAM media
service platform have begun to show real promise among
the creative users. A growing number of users have begun
using the Acrobat annotation and markup tools and the
version tracking of the DAM to speed up collaborative
reviews and approvals.
Another real timesaver comes with dynamic imaging.
The creative or marketing manager uploads a finalized,
approved high-resolution photo to Baxter’s Digital Media
Collections or DAM, denoting among other things
where others may use the image (Web, printed collateral,
presentation, proposal, etc.).
Thus, a single digital master sits in the system. As other
users find it and want to use it, upon checking it out of
the collection, specialized imaging software transforms a
digital copy of the full-resolution digital master into the
user-specified format, colorspace (four-color printing, online
RGB, etc.), and dimensions or size. While the system keeps
a record of each rendition and who made it when, the
system does not store the down-sampled rendition.
Called dynamic imaging, this one capability saves,
according to GISTICS industry benchmarks, an average of
21 minutes of a graphics production specialist’s time at a
fully burdened labor rate of $59.40 per hour—or $20.79 each
rendition.
Most firms typically use four or five renditions: highquality color printing for brochures, medium high-quality
color for presentations and digital signage, medium quality
for proposals, and low-quality color for use on the Web.
The Digital Media Collections have also sped the
development of companywide standards for photographic
styles and production values and have also imparted a more
unique and distinct brand voice to each Baxter product. An
online style guide and tutorials also help in this effort for
making brand Baxter more crisp, consistent, and credible—
the three Cs of brand voice resonance.
Less than six months after Baxter International created its
Digital Media Collections, the system was managing about
3,000 cleared, high-resolution photos, presentations, posters,
and brand style templates, supporting 1,500-plus users
worldwide.
The Digital Media Collections contain eight major
collections and 11 subcollections for three business units
across five global regions. As they like to say, “We have a
governance scheme.”
Each major collection has one or two designated
editors from the marketing or communications groups
of the business unit or product line who upload the
high-resolution files, apply the right metadata, associate
clearance documentation or waivers, define use policies, and
handle end-user requests.
So far the biggest and clearest return on investment came
when corporate renovated the lobby and reception areas
at four facilities, reusing photos and illustrations from the
annual report.
Next up? The core team leader believes that the Digital
Media Collections will continue to evolve, expanding
support to field marketers and sales.
It has the potential of becoming a real performance
support system for more effective engagement with
customers.
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6
GISTICS
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
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P a r t ia l Li s t o f Fi r m s U s i n g Op e n T e x t
On-demand DAM
American Greetings
Properties
ASPCA
Bacardi & Company
Birkenstock
BNSF
Bupa
Crisp Branding Agency
Discovery Communications
DPR Construction
Environmental Defense
Extreme Networks
ExxonMobil
Family Health International
Gartner Studios
Gaylord Entertainment
Company
Group Health Cooperative
HFA/Goodyear
Hands-On Mobile
K12
Kennametal
Marriott International
MasterCard
Mattel
Mentor Corp
Mentor Graphics
Monster Worldwide
National Multiple Sclerosis
Society
Nationwide Insurance
Oliver Marketing
Paramount Farms
Pfizer
Precor
Royal Caribbean / Celebrity
Cruises
Russell Investments
Scripps Networks
Shell Vacations
The St. Joe Company
Sybase
Tourism Whistler
Trust for Public Land
University of Puget Sound
White & Case, LLP
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executive white paper
What comprises the differentiated value proposition for
on-demand DAM from OpenText?
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
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Analyst’s Summary of opentext on-demand dam
FOR Marketing operations of medium to large enterprises
WHO NEED More efficient ways for marketing staff and partners to access marketing content
WHO WANT Easy, flexible ways to reuse their digital assets—images, designs, presentations, spreadsheets, documents, PDFs, videos, and animations—and finished marketing materials
WHO SEEK
Hosted delivery of a true enterprise-class platform that can support tens of thousands of users without adding more hardware or installing new software
WHO APPRECIATE The ability to use a hosted DAM to prototype a subsequent full-scale, on-premise DAM platform, including enterprise-class metadata, use cases, and workflows
GISTICS finds that OpenText On-demand DAM provides the greatest return on investment of marketing assets, as well as the fastest time to value in the industry.
OpenText On-demand DAM delivers these returns by using documented best practices for rapid configuration and customization that
ENSURE Rapid provisioning of a superior user experience, as well as the reallocation of internal cost savings to other revenue-generating investments (more advertising, more media, etc.), and
UNLIKE
Homegrown on-premise DAMs such as SharePoint, Filemaker, or databases that lack
o Fast time to value with out-of-the-box enterprise-class functionality, including shopping carts, high-quality image transformation, and managed delivery of encrypted packages
o Best practice methodology for customizing a DAM for enterprise marketing operations
o Superior user experience resulting in lower costs of training, support, reconfiguration, and metadata management
OR UNLIKE
Installed on-premise DAMs from Adam, MediaBeacon, or Cumulus Enterprise that
o Require significant capital investments for hardware, software, installation, and IT service management
o Lack fast time to value with on-demand enterprise-class functionality
o Don’t provide proven best-practice methodologies for customizing a DAM to the needs of enterprise marketing operations
OR UNLIKE
WCM-DAM Suites from EMC-Documentum, Oracle-Stellent, and Day that require
o Significant capital investments for customization and months to deploy
o Expensive professional service teams to configure, install, and customize for enterprise marketing operations
OR UNLIKE
OR UNLIKE
o Several full-time staff to maintain and support daily operations
Media service providers Schawk, Corbett/LinQ, or SGS International that
o Lock customers into the media services and technologies of one provider
o Limit fuller integration with corporate security and identity management models
SaaS DAM services from Getty Images, Feedroom, or Ascent Media that
o Specialize in narrow industry niches and related use-case workflows
o Don’t provide proven best-practice methodologies for customizing a DAM to the needs of enterprise marketing operations
o Lack flexible configurations for adding new media services such as review and approval, automated publishing, and presentation library management
GISTICS concludes that OpenText On-demand DAM increases the operational productivity of marketing, sales, and Web production and creative teams within the diverse and demanding marketing operations of medium and large enterprises.
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SERIE S//MANAGEMENT ADVISORY
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GISTICS
7

Yes! I want to order the Journal of
DAM Best Practice Compendia
More and more of today’s companies face the unique challenge
of managing their media assets, many of them turning to digital
asset management systems. With DAM they reduce the time
and money they spend producing and protecting their digital
content.
One DAM method varies from one industry to the next.
Palgrave Macmillan’s Journal of Digital Asset Management
now offers a set of innovative Best Practice
Compendia.
Whether you want to protect your brand, bring
new properties to the publishing supply chain,
experiment with social media, or transform
your business into a multimedia platform, you
can bypass the archives and go straight to the
compendium that’s most relevant for you and
your business.
Editor Michael Moon curated each collection.
Check out our five new titles
NOTE: Active hyperlinks in PDF version
Best Practice Compendium for Metadata and Taxonomy - 17 Articles
Best Practice Compendium for Publishing Supply Chain - 18 Articles
Best Practice Compendium for Marketing Supply Chain - 17 Articles
Best Practice Compendium for Broadcast, Cable, Radio and TV - 14 Articles
Best Practice Compendium for Social Media - 12 Articles
Order Form
For more in-depth information about the Journal of
DAM Best Practice Compendium, visit
www.palgrave-journals.com/dam/compendia.html
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Thought Leadership...Executed Worldwide
...................
4171 Piedmont Avenue, Suite #210
Oakland, CA 94611 USA
Tel +1.510.450.9999
Fax +1.510.450.0954
[email protected]
www.gistics.com
...................
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What global trends will impact marketing operations at large and
small enterprises?
What single factor most affects revenue growth and the success of
integrated marketing?
What operational strategy do most CMOs pursue to achieve
competitive advantage?
What constitutes a marcom supply chain?
What is one of the largest and most overlooked costs of a marketing
operation?
What metric do many CMOs use to measure the performance of
staff and partners?
How do analysts quantify the value of integrated supply chains?
10
ESSENTIAL QUESTIONS ADDRESSED IN THIS SECTION:
PAGE
9
GISTICS
SERIES//MANAGEMENT ADVISORY
K ey Trends in Market ing Operat io n s
SECTION I
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Business Case for
On-Demand DAM and Media
Services in Global
Marketing Operations
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...................
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
What global trends will impact marketing operations
at large and small enterprises?
STRATEGIC SOURCING OF MARKETING SPENDS
Several factors compel marketing management to improve
operations. The figure below depicts three key trends
affecting marketing operations management.
GLOBALIZATION OF MARKETING
The term globalization connotes the integration of the
marketing process with global business requirements.
Marketing strategies must now expand to include
cultural norms, buying criteria, and selling propositions for
dozens of international locales and partners.
Marketing operations can no longer operate in just three
time zones; rather, global operations must work 24 hours a
day, 365 days a year.
In practical terms, marketing must localize brochures,
presentations, and multimedia content for 25 to 50 major
languages. Marketing teams must schedule, collaborate, and
review print, broadcast, and multimedia material among
themselves and dozens of creative and production partners.
Globalization of marketing has made marketing
operations more complex, cumbersome, expensive to
manage, and, consequently, slower.
best practices, high levels of workflow automation, and the
disciplines of continuous quality improvement.
ACCOUNTABILITY WITH PROCESS TRANSPARENCY
Overall, senior management demands higher levels of
accountability from each department or partner to produce
tangible business results.
This demand for accountability entails the development
and tracking of key performance indicators (KPIs)—factbased reports of progress towards explicit goals and
milestones.
This demand also requires technical systems for
collecting accurate data and summarizing these data into
meaningful reports (KPIs).
Demonstrating and documenting higher levels of
accountability require the systemization of heretofore
informal and undocumented processes and procedures and
the production of timely data and reports.
In practical terms, higher accountability means
greater control of work underway throughout marketing
operations—process transparency.
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
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MARCOM SUPPLY-CHAIN INTEGRATION
Many secondary, unintended
consequences continue to flow from the
broad adoption of the Internet.
Notably, Internet adoption has
necessitated the digitization of marcom
supply chains. Electronic systems
now manage thousands of requests for
proposal, media-insertion orders, and
invoices, as well as the production,
distribution, review, and final
authorization of marketing materials.
With sudden clarity and alarm,
management can see inefficient
workflows and processes and call for
corrective action. As a result, many
firms now pursue an aggressive strategy
of outsourcing inefficient, non-core
activities and processes.
Many marketing operations outsource
collateral creation, localization, print
production, and fulfillment. Progressive
operations now outsource entire business
functions, such as creative services,
publishing, and Web site management.
This outsourcing of business
functions results in what analysts call
marcom supply-chain integration and
the application of strategic sourcing
disciplines to marketing procurements.
Marcom supply-chain integration
emphasizes the outsourcing of complex
workflows to centers of excellence:
business operations that incorporate
THREE L A R G E TREN D S NOW D R I V E THE EMER G EN C E OF M A R K ET I N G
O P ER A T I ONS M A N A G EMENT, THE A P P L I C A T I ON OF P RO C ESS
A UTOM A T I ON TO P R A C T I C ES OF M A R K ET I N G
Globalization
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
10
GISTICS
marcom
supply-chain
integration
mArKetInG
oPerAtIons
mAnAGement
3trends4MOM.1.1c
©2009 GISTICS Incorporated
All rights reserved.
Accountablity
with process
transparency
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
executive white paper
What single factor most affects revenue growth and the
success of integrated marketing?
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Competition, Innovation, And Customer Demand
Each year, most companies make small, incremental
improvements in how they find and serve customers.
Some companies, of course, achieve significant
breakthroughs. As a result, they win new market share,
capture new profit, and beat their competitors.
Competition, innovation, and changing customer
demand only accelerate the rate of change, resulting in the
shortening of product lifecycles. Shorter lifecycles represent
new challenges for the marketing executive today.
The marketing executive must both conceive a brilliant
strategy and execute this strategy with a narrower margin of
error.
The figure below depicts a generalized model of the
value-creation process—how companies find and serve
customers—and the heightened role of the marketing
launch.
Quarterly Results And The Successful Launch
The successful launch emphasizes execution—the
organizational capacity to produce hundreds or thousands of
tactical results with unerring consistency and predictability.
A flawed, ineffective launch leads to several negative
consequences: missed quarterly revenue targets and loss of
stature among the executive team.
The successful launch not only represents the
commitment and passion of able marketing executives and
their various teams, it also emphasizes well-designed and
managed systems.
Consistent, brilliant execution of strategy rests upon
human AND technical systems.
Integrated Marketing Rises To The Challenge
In the past, integrated marketing meant aligning advertising,
publicity, and point-of-purchase programs to communicate a
single, unified voice of a brand—what a firm offers and why
a customer should want to buy it. Not surprisingly, this
strategy produced higher sales generally, at a lower cost per
sale.
However three recent developments have placed new
demands on integrated marketing:
• Waning effectiveness of mass media to create new
consumer demand
• Massive consolidation of markets
• Increasing role of the Internet in the buying decisions of
customers
The marketing executive now allocates a growing portion
of his or her budget to promotions, point-of-purchase
programs, and alternative media. This reallocation has made
media planning and buying more complex and longer to
complete.
Market consolidation means that global enterprises must
now execute global marketing launches across multiple
channels and multiple geographies, customizing and
localizing marketing materials as required.
The Internet and wireless revolutions have only just
begun. As a few firms have demonstrated, smart promotions
that target online brand advocacy can produce exponential
sales growth.*
The Successful Launch for Multichannel Markets
Ever-shortening product lifecycles, when combined with
global competition, innovation, and changing customer
requirements, make the successful launch even more
fraught with danger.
Many companies have, or will soon, exceed their
organizational competency to successfully launch new
products across multiple markets and channels.
This white paper examines how the marketing executive
can harness new technical systems, emphasizing a set of the
emerging best practices for managing the successful launch
in the era of multichannel markets.
*See the GISTICS publication, Strategies for Promotional Excellence—Best practice
for designing smart integrated promotion.
THE EFFE C T I V E P RO D U C T L A UN C H D R I V ES Q U A RTERLY RE V ENUE G ROWTH , RE Q U I R I N G
O P ER A T I ON A L E X C ELLEN C E I N M A R K ET I N G SER V I C ES
MAJOR LAUNCH: Products, Campaigns, Partnerships, Business models
The global launch involves
hundreds to thousands
of people who must
perform their designated
tasks in very narrow time
frames. Failing that, flawed
execution of an otherwise
brilliant strategy means
missed launch dates and
market opportunities.
Offer—market
development
Demand
creation
Sales
conversion
Satisfaction
fulfillment
Strategic
development
Value-Creation Process
CyTime.Brand.Theater.E.1.2 ©2008 GISTICS All rights reserved.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
SERIE S//MANAGEMENT ADVISORY
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
GISTICS
11
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
What operational strategy do most CMOs pursue to
achieve competitive advantage?
competitive advantages in its selected markets. This
includes the creation of the following:
• New markets and revenue streams
• New customers of existing and new offerings
• Larger and more frequent orders from customers
• Greater loyalty and acceptance of system lock-ins
• Higher barriers to market entry
Each business will emphasize one or more of these
competitive advantages over others, reflecting economic
conditions, corporate life cycles, business processmaturities, etc.
One fact, however, remains constant: the demand to
change with little or no forewarning.
This calls attention to two more critical operational
capabilities: business agility and organizational change
management.
Business agility describes the ability to reconfigure
processes and workflows within day or less. This
capability requires an on-demand IT service management
infrastructure and the technical capability to rapidly
integrate new services to the all important brand theaters
of the firm. For many marketing operations, this means
securing much of needed application software “as a
service.”
Organizational change management describes the
systems, processes, and accountabilities for facilitating
the rapid deployment of new systems, processes, and
accountabilities. In many respects, organizational change
management will determine medium to long-term success
in volatile markets punctuated by all manner of disruptive
innovations and economic discontinuities.
MARSHALS AVAILABLE RESOURCES
Strategy constitutes a mechanism for directing available
resources to achieve maximum competitive strategy.
Most chief marketing officers (CMOs) know that
this mechanism comprises systems, processes, and
accountabilities for directing the resources of a complex
marketing operation
The figure below depicts key dimensions of strategy,
emphasizing how CMOs formulate strategy an integrated
system where each element interacts and affects all other
elements of the system.
Brand integrity defines an operational capability of a
marketing operation: how marketing staff and partners
create and execute marcom with clear brand values,
consistent expressions, and credible messages. Brand
integrity succeeds when customers and other stakeholders
develop deep, resonant emotional connections with the
brand and the brand’s community of users and advocates.
Strategic differentiation entails the translation of
customer insights and buying criteria to marcom, eliciting
desire or need for the offered product or service. Strategic
differentiation succeeds by achieving leadership in its
market category.
Market coverage describes the delivery of promotions and
marcom to all the key touchpoints with customers and trade
partners, integrating digital online channels, traditional print
and broadcast channels with point of purchase promotions
and packaging. Market coverage succeeds with the
convergence of all marcom at points of purchase, creating an
“echo effect” in the market.
Marcom supply-chain orchestration describes the
increasing levels of process integration among industry
partners, emphasizing more agile sourcing
M A N Y F A C TORS C ONTR I B UTE TO A SUST A I N A B LE C OM P ET I T I V E
and procurement of creative service,
A D V A NT A G E
marketing content, and production.
Marcom supply-chain orchestration
succeeds by producing productivity
dividends: new money for strategic
spendings.
Digital brand interaction describes the
newest and fastest growing operational
USE SYSTEMS, PROCESSES, AND ACCOUNTABILITIES TO MARSHAL THESE RESOURCES OF A MARKETING OPERATION
capability, provisioning contextualized
content and interactive services to
BRAND
STRATEGIC
MARKET
MARCOM
DIGITAL BRAND
INTEGRITY
DIFFERENTIATION
COVERAGE
SUPPLY-CHAIN
INTERACTION
customers and other stakeholders.
ORCHESTRATION
Successfully executed, this produces self• Deep customer insights • Present at key buyer
• End-to-end process and • Digital content and Web
• Brand-value clarity
service satisfaction.
touchpoints
workflow integration
services management
• Buyer’s recognition of a
• Brand-expression
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
CMOs
SUSTAINABLE COMPETITIVE
ADVANTAGE.
Innovation and marketing create value.
Operational capabilities enable a firm to
create innovation, drive new offerings to
market, facilitate the buying and using
process, and maintain infrastructure
and systems enabling core operational
capabilities.
Marketing’s operational capabilities
enable the firm to create and sustain
desire or need
• Leadership in market
category
consistency
• Brand-message
credibility
system
• Online and offline
• Strategic sourcing of
media integration with
creative and production • Comprehensive multipoints of purchase
modal search and
• Consolidated item-detail
metadata schema
• Synergies of multi-party,
reporting of:
-channel and -media:
• On-demand digital ser- Efficiency
“echo effects” and viral
vices for self-directed
- Effectiveness
word-of-mouth
customers
- Business impact
AND PRODUCE THESE EXTERNAL PERFORMANCE RESULTS
Emotional
Connection
“Wow” and
Visceral Delight
Greater Portion of
Commanding
Position in Market Strategic Spending
Self-Serve
Satisfaction
THUS ACHIEVING THESE SUSTAINABLE COMPETITIVE ADVANTAGES
New markets
and revenue
streams
New customers for
existing and
new offerings
Larger and more
frequent orders
from customers
Greater loyalty
lock-ins
Barriers to
Market
CMOMandates.B.2.9 ©2008 GISTICS. All rights reserved
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
12
GISTICS
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
executive white paper
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
What constitutes a marcom supply chain?
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
LOOSE-KNIT NETWORKS EXPOSED
NOISY MEDIUM DISTORTS STRATEGY
Chief marketing officers (CMOs) and their teams develop
a marketing strategy and execute that strategy across
multiple markets, regions, communications media, and
suppliers or partners.
The figure below depicts the inherent complexity
of executing a brand-marketing strategy with clarity,
consistency, and credibility.
Each entity with its respective channel can distort or
diminish an otherwise brilliant brand-marketing strategy.
CMOs now seek ways to use technology and systems to
“drive out the noise” in their marketing communications.
This paper explores several operational strategies for
minimizing the distortion of global, multichannel brandmarketing strategies.
A n e t w o r k o f s u pp l i e r s t r a n s f o r m m a r k e t i n g g o a l s a n d s t r a t e gi e s i n t o m u l t ic h a n n e l
c o m m u n ica t i o n s , t a r g e t i n g k e y c u s t o m e r t o u c h p o i n t s
MARKET INTERFACE
MARCOM SUPPLY-CHAIN
ABOVE THE LINE
Broadcast
Production
Studios
PostProduction
Cable/
TV Networks/
Syndications
Local
Broadcast
Editorial
Creation
Printing
Distribution
Webmaster/
Telemedia
Developer
Internet
Service
Provider
Points of
Presence on
Web
PostProduction
Cable/
TV Networks
Broadcast/
Fulfillment
Periodicals
Publisher/
Ad Sales
Online
Internet
Application
Designer
Consumer
Chief Marketing Officer
Brand Manager
Integrated
Product Manager
Marketing Manager Communications
Agency Network
Manager Corporate
Communications
• Sales Manager
• Agencies
Direct
Response
Firms
Business
Packaging
Design Firm
CAD Artwork
Producer
Assembly
Manufacture
Warehousing
Distribution
Printing
Direct Mail/
Onsite Visits
Detailers/
Rack Jobbers
Point-of-Sale
Coupons/
Gift Cards
Printing
Houses
Fulfillment
Centers
Onsite
Producers
Staff and
Talent
Business Collateral
Direct Sales
Channel
Sales
Collateral/
Presentations
Industrial
Channel Merchandising
Localization Teams
Chains and
Mass
Merchants
BELOW THE LINE
• Local Agencies
• Local Staff
• Regional Marcom Agencies
Merchandising
Programs
Catalog Resellers
Catalog
Houses
Production
Groups
CUSTOMER SEGMENTS
Infomercials
Strategy Team
•
•
Industrial •
Supply- •
•
Chains
Public Sector
Events and Trade Shows
Event
Management
Firm
Exhibit
Production
Customer Loyalty / Trade Promotion
Promotion
Firm
Printing
Warehousing and
Fulfillment
Centers
Specialty
Print/
Manufacture
Local/
Onsite
Assemblage
Artwork
Production
Outdoor/Environmental
Billboard/
Mechanical
Design Houses
Production
Branded Merchandise/Licenses
Toy/Game
Manufacturer
Product
Design/
Marketing
Manufacturing
Distribution
ChainsMediaSpace.C.2.2 © 2008 GISTICS All rights reserved.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
SERIE S//MANAGEMENT ADVISORY
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
GISTICS
13
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
What is one of the largest and most overlooked costs of a
marketing operation?
GLOBAL LAUNCHES ENTAIL LARGE TEAMS AND MYRIAD
HANDOFFS—POTENTIAL DELAYS
WHERE AUTOMATION MAKES SENSE
A closer examination of potential chokepoints within a
major launch suggests how automation might provide timeto-market gains.
The figure below depicts many of the actors who
contribute to the overall success of a marketing launch.
This figure does not depict, however, duplication of staff and
handoffs of global marketing operations.
Pressed with absolute deadlines, each contributor must
perform designated tasks in very narrow time frames.
Working across multiple time zones, the demands of
a global launch can quickly become a 24-hour process
management challenge.
Every doubling of the number of contributors squares
the number of opportunities to miss key deadlines and,
ultimately a market launch date.
Large teams spread throughout a global market spend
significantly more time coordinating and double-checking
their work than small teams in smaller, unified markets.
Effective automation of the distribution of digital assets
and repository-assisted localization of these assets enable
large, globally distributed, and otherwise clumsy teams to
respond with the agility of a small business with tightly
focused teams.
The logic of distributed media services and marketing
centralization often breaks down when you ask the
question, “Exactly what can we automate?” GISTICS’
analysis of successful automation projects in the area of
marketing operations indicates that a firm should deploy
automation from the bottom up, targeting a few strategic
chokepoints in preestablished and operational workflows.
Large, top-down deployments, such as ERP or CRM,
encounter many unforeseen obstacles and often fail to
achieve their business goals after years of significant
investment.
This white paper advocates the automation of media
services and, in particular, six or seven activities that most
firms must perform in a major marketing launch. Thus,
this recommendation defines digital asset management as a
business strategy for speeding global market launches while
reducing the hard and soft costs of a launch.
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
P l a n n i n g , r e vi e w s , a n d app r o va l s c o n s t i t u t e t h e g r e a t e s t l o s s o f p r o d u c t ivi t y i n
m a r k e t i n g o p e r a t i o n s , g r e a t e r s t i l l f o r g l o ba l p r o d u c t l a u n c h e s
Outside
counsel
Call
center
Packaging
Advertising
Marketing
Promotion
agency
Finance
Field
sales
Co-Packer
Product
development
Branding
Legal
Shipping
Focus
group
Brand
manager
Production
company
Networks
Distribution
manager
Logistics
Quality
assurance
In-house
Research
development
Advertising
Technology
consultation
Delivery
distribution
Government
Creative
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
GISTICS
Auditors
Traffic
manager
Factory
14
Demand
planning
Inside
sales
Licensing
Executive
5
Groups
Product
Subgroups
31
Individuals
248
Potential (P2P)
relationships
30,628
Daily interactions
along each discrete P2P
relationship
Total daily
interactions
per launch
0.2
73,507
Interaction
error rate
2%
Errors
per launch
1,470
Fatal errors
per launch
15
Days of
time to market lost
15
ProductLaunchTeam.1.4 © 2008 GISTICS, All rights reserved.
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
executive white paper
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
What metric do many CMOs use to measure the performance
of staff and partners?
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Control, Collaboration, And Consistency
The chief marketing officer of a global enterprise grapples
with many issues and challenges.
Most successful CMOs make the execution of strategy
their number one priority. This execution entails having
the right people in the right jobs and having the systems for
managing the marketing process.
GISTICS’ analysis of CMOs who consistently achieve
strategic business results through systematized processes
has identified repeatable, predictable ways of producing
consistent, high-quality tactical results.
GISTICS’ research also reveals that many otherwise
successful strategies failed to produce results due to a lack
of systems for managing the marketing function.
The figure below depicts three criteria by which a CMO
can measure the efficiency of the marketing process.
Although cost remains a key concern, time (or how long
it takes to produce a result) often takes priority over money.
Time to market emphasizes how quickly a firm can
identify customer requirements, develop an appropriate
offering, and bring it to market.
This speed often requires that a firm master collaboration
with existing and prospective customers as well as key third
parties, consultants, and trade partners.
Important in the past, the product launch has emerged as
the defining event for the enterprise.
At no other time does marketing have such a crossfunctional visibility of its role in a company, or a more
direct link between its activities and to increased sales, than
in a new product launch.
For these reasons, a marketing services platform must
enable an enterprise to capture, codify, and propagate best
practices for reducing time to market for a major launch.
Time to synchronize emphasizes how quickly a brand
producer can marshal multichannel resources for maximum
effect at the point of purchase.
The synchronization of “land, sea, and air” assets of a
marketing campaign means that the single voice of a brand
spans the entire spectrum of the media and channels used,
creating an echo effect, where the brand voice reverberates
throughout the market.
In practical terms, this means that brand managers
collaborate with their channel partners in developing a
point-of-sale experience that facilitates the buying process of
customers.
Time to version emphasizes the technical and
logistical capacity to customize marketing programs and
brand messages for particular seasonal opportunities or
distribution channel partners, localize products and brands
to a culture or society, or personalize offerings and brands to
individuals, customer groups, or lifestyle profiles.
Role of the Marketing Services Platform
Speed, control, and consistency in the creation and
distribution of brand resources and marketing content
contribute to a successful launch.
Manufacturing and distribution rely on ERP or supplychain management to speed the production and delivery of
products to markets.
Customer service and sales rely on CRM (customer
relationship management) or SFM (sales force management)
systems to speed an appropriate response to a customer
request, including how to buy and use a product or service.
Marketing and brand management require similar
enterprise-class IT platforms to speed strategy execution—
the creation, production, and delivery of brand resources and
marketing content to the sales force, distribution partners,
and customers.
Hig h e r s p e e d t o m a r k e t e m p h a s i z e n e e d f o r g r e a t e r l e v e l s o f p r o c e s s c o n t r o l ,
c o l l ab o r a t i o n w i t h f i e l d o p e r a t i o n s , a n d c o n s i s t e n cy o f b r a n d - v o ic e
C Y C L E
METRICS
The CMO of a global enterprise seeks systems and
processes for reducing cycle time for marketing
services while maintaining control, coordination,
and consistency of the voice of the brand.
T I M E
1
2
3
Time to market
Time to synchronize
Time to customerize
From concept to channel
or store shelf
Multichannel resources
at points of purchase
Brand stories
and digital services
• Customer
requirements
• Collaborative
development
• Product launch
• Domestic
• Countries
• Market segments
• Localize to a culture
or ethnic group
• Customize to a
channel, season,
or aftermarket
• Personalize to a
customer or tribe
CRITERIA
CONTROL
COLLABORATION
CONSISTENCY
BRM3step.2.4-bw © 2007 GISTICS, All rights reserved.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
SERIE S//MANAGEMENT ADVISORY
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
GISTICS
15
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
How do analysts quantify the value of integrated supply chains?
BEYOND COUNTING BEANS
GISTICS’ research of enterprise content services reveals a
baseline metric for understanding economic gains: huge hard
and soft dollar returns from speeding cycle times across the
value-creation process.
The figure below depicts several dimensions of cycle-time
metrics from a digital supply-chain strategy for enterprise
content.
Value-creation process emphasizes the five basic phases
in which firms create markets and products, find and serve
customers, and prepare for the next round of development.
Faster transit of these phases without compromising quality
can translate into new value creation and competitive
advantage.
Major launches constitute one of the most important
and visible events for marketing: evidence of whether
an investment in marketing produced a return or not.
Synchronized event-marketing debuts and reducing time
to market for major launches can produce huge boosts in
incremental sales.
Enhanced customer value emphasizes more powerful
ways of co-creating new value with customers and partners.
This calls attention to the importance of content
integration, a key facet of a digital content supply-chain
strategy.
Faster time-to-value in this context frames two factors
regarding how quickly an organization realizes value from a
digital content strategy.
Higher productivity of staff and trade partners results
from the automation of manual processes, elimination
of redundant activities, and sharper insights about
how to improve end-to-end processes of marketing
communications.
Areas of value suggest that higher productivity and faster
time-to-market can translate into process improvements,
reduction of fixed and variable costs, greater overall market
coverage from the same level of marketing expenses, and
incremental sales from faster and more complete product
launches .
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
T I ME TO V A LUE UN D ERS C ORES S P EE D , Q U A L I T Y, A N D C ONTROL OF s u pp ly - c h ai n P RO C ESSES
ENHANCED CUSTOMER VALUE: Multi-Vendor Solutions, Content, Digital Services
NEW REVENUE: Products, Campaigns, Partnerships, Business Models
Offer—market
development
vendor
Demand
creation
Sales
conversion
Satisfaction
fulfillment
external market
customer
V a l u e - C r e a t i o n
Time to Value Scenarios
T1
Strategic
development
vendor
P r o c e s s
Time to market 1
T2 Time to market 2
Higher productivity
• Higher productivity of staff
and trade partners
• Fewer steps in end-to-end processes
• Elimination of redundant activity
• Transparency leading to insight
and improvement
Cycle time gain
Areas of value
• Process improvement
• Variable and fixed-cost
reduction
• Increased market coverage
and faster time to market
• Balance sheet enhancement
TimeToValue.3.6 ©2008 GISTICS All rights reserved.
Quantification of time to value often requires several analytic tools, including activity-based costing of marketing collateral, analysis of activity interactions within a
particular content supply chain, and lifecycle models for digital assets.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
16
GISTICS
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
executive white paper
...................
19
20
21
22
What types of digital files should management consider putting into
an asset repository?
What distinguishes various types of digital assets?
What makes a computer file into a digital asset?
What user functions of a digital supply-chain strategy speed the
collaborative creation of digital assets as well as the reuse of these
assets across multiple projects?
What constitutes a corporate repository of digital assets and finalform marketing content?
18
ESSENTIAL QUESTIONS ADDRESSED IN THIS SECTION:
PAGE
17
GISTICS
SERIES//MANAGEMENT ADVISORY
Int roduc t ion t o DA M
SECTION II
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Business Case for
On-Demand DAM and Media
Services in Global
Marketing Operations
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
...................
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
What types of digital files should management
consider putting into an asset repository?
ALL THE BITS FIT TO PRINT OR PRESENT
PACKAGING
Management should consider any digital file (or digitized
image) that a field-marketing executive would appreciate
seeing or using as a good candidate for storing in an asset
repository. The figure below depicts the four general
categories of marketing materials and the four states or
conditions in which most brand resources exist.
Packaging includes artwork for a box or carton as well
as ready-to-print use instructions, labels, and shipping
containers. A consumer brand marketer would add CAD
drawings and artwork for point-of-purchase displays and
merchandising aids.
MULTIMEDIA
BRAND IMAGES
Brand images consist of the most visible and, therefore, the
most important type of brand resources to manage. These
images may include logos and wordmarks, product photos,
and illustrations—any of which may cost $500 to $20,000 to
re-create if lost or misplaced. However, inconsistent brandvoice remains the greatest cost of not finding the right brand
image.
COLLATERAL
Collateral consists of ready-to-print brochures, data-sheets,
direct mailers, and newsletters.
Multimedia consists of PowerPoint presentations, Flash
animations, QuickTime or Windows videoclips, audio MP3s,
and ready-to-use HTML pages and support graphics.
FOUR CONDITIONS
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Any reusable file may exist in any of four conditions:
final-form PDFs, use-as-is media parts (photos or images
formatted for a particular medium and dimension or
recorded audio files), editable documents or media files
(PowerPoint presentations, Word documents, Photoshop
images, etc.), and source digital assets (from which all
marketing materials derive).
Any digital document or reusable file that marketing might use in a collaboration with ad agencies, PR
firms, field sales, or channel partners
BRAND IMAGES
• Logos and
wordmarks
• Product photos
• Illustrations
Final form
materials
• Direct mailers
• Newsletters
• Instructions
• Labels
• Regulated copy
Re-use “as is”
media parts
Editable
documents
and media parts
• Brochures
• Data sheets
• CAD drawings
Source
digital
assets
MarcomAssetTypes.1.5bw © 2007 GISTICS All rights reserved.
COLLATERAL
PACKAGING
MULTIMEDIA
• Animations
• Audio MP3s
• Presentations
• Video clips
• Webinars
Marcom digital asset repository
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
18
GISTICS
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
executive white paper
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
What distinguishes various types of digital assets?
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Inventory Of Digital Assets
A digital asset management strategy optimizes the creation,
Asset type
Education
assets
Information
assets
use, reuse, and reexpression of the following types of digital
objects:
Description
Sources
Online courseware optimized
for the connative and cognitive
abilities of individual students;
often represents compound
media and knowledge objects
Subject-matter experts,
teachers, and communities
of practice or expertise;
lectures, courseware,
classroom discussions, probefurther links and references,
lab notes, footnotes,
annotated bibliographies,
interviews, audio and video
recordings of performances
•Database-served
Production data systems of
record, data warehouses,
and database information
services
•Customer records
Rows and columns of
structured data conditioned
and engineered for secure
presentation through a browser
Units of work
–Web pages
–JIT documents/PDFs
•Streaming media
Audio, video, animation
•Shared objects
2D/3D models, maps, visualizations
•Discussion
Teleconference, threaded postings,
live chat
Transactions, interactions
•Product data
Sales histories, forecasts, pricing,
inventories
Comments
•Specialized user interfaces optimized
to learning process of individuals
•Complex systems required for
managing royalties, attributions,
institutional rights, and international
clearances
•Hotspots: English as a second
language (ESL) curriculum teaching,
brand management, and technical
systems support
•Prerequisites of database hygiene and
trained information users
•Robust data typing schema (XML)
•Management information
Budgets, financial statements
•Brand resources
Subscriptions, traffic, dwell-time
interactions
IT assets
Tangible and intangible assets
including computing and
communications equipment,
installed software, capitalized
professional services, systems
and software configurations,
warranty coverage, and
business-continuity services
MIS/IT departments of the
firm as well as ASPs/MSPs or
co-located equipment
Collections of unstructured
data in digital formats (binary
large objects, BLOBs) and
physical formats (mechanical
devices, models, props)
Knowledge workers
throughout the firm and
its value chain of suppliers,
distributors, and affiliates
•Digital formats
–
–
–
–
–
–
–
Knowledge
assets
Media assets
•Metadata
•Installed and configured hardware or software
•Promised/guaranteed service-
level agreements
CAD files
eDocs, PDFs
Email, WP files
Scanned images
Slide presentation files
Spreadsheets
Web pages, interfaces
DAM solutions for IT assets:
•Configuration management
•Policy management
•Update management and version
control
•Identification and retrieval of only
useful materials
•Searching the contents of digital files
•Digitization and characterization of
material; application of metadata
•Rights and permissions management
•Physical formats
–
–
–
–
–
–
–
Components used in brand
resources (ads, brochures,
Web sites), publications, and
entertainment products (music,
voice, video)
Designers, producers,
authors, and developers of
print, broadcast, online, and
media-based products or
services
Artwork, artifacts
Business records
Letters, faxes
Manuscripts, sheet music
Maps, drawings
Movies, stills, film
Props, costumes
•Ads
– Online
– Broadcast, CATV
– Print
•CD, DVD, cassettes
•Documents, publications
•Reusability of media across multiple
media
•Cross-platform compatibility
•Rights and permissions management
– Online, eDistributed
– Print, ePrint
Social assets
Software
code assets
Digital files or packets that
mediate or facilitate person-toperson communications, live or
time-shifted (store and forward)
Conversations or
correspondence by
telephone, email, fax, or
SMS
•Messages
•Threaded discussions
•DAM interfaces to unified messaging
systems
•Search tools including voice mining,
audio pattern recognition, semantictext patterns
Reusable pieces of software
programming (objects),
class libraries, programming
frameworks, lines of legacy
programming instruction, and
automation scripts
MIS/IT professionals,
contractors, software
vendors, and open source
user groups
•Software objects, including
source code
•Class libraries and frameworks
•Programming tools and utilities
•Integrated development
environments
•Standards-based development (Java)
•Reuse starting with design spec
for “maintainability” (minimum
documentation as to function)
•Incentives, design rules, and versioncontrol practices playing critical roles
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
SERIE S//MANAGEMENT ADVISORY
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
GISTICS
19
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
What makes a computer file into a digital asset?
benefits of reusing those few mas­terworks they could easily
commission each year.
The figure also illustrates key concepts of a digital asset.
A digital master represents a multipurpose reusable digital
file with embedded metadata derived from four systems or
tools:
• Authoring tools to create the file
• Business systems to manage accounting and intellectual
property rights
• Digital asset repositories to manage the file with its
metadata and creation workflows
• Cross-media publishing systems to use or express the
digital master in a finished work
Adobe Systems‘ open-source initiative facilitates the
creation of digital masters. Called the eXtensible Metadata
Platform, or XMP, it provides a powerful and extensible way
of embedding metadata in files.
This platform allows one party to copy a digital master
to a second party, enabling recip­ients to get the file and
embedded metadata in a way that their business systems or
asset repos­itories can immediately recognize and import.
Engineered for reuse and reexpression
A thorough audit of the digital files that a firm creates
reveals that only a small percentage of those files have a
reasonable potential for reuse.
Yet GISTICS’ research of thousands of media-producing
firms reveals that the systematic reuse of preexisting media
and related digital objects can significantly reduce costs,
errors that necessitate reworks and make-goods, and timeto-market cycles.
For a few firms, an enterprise-wide reuse strategy hinges
on a particular type of digital asset—the digital master.
As the name suggests, it represents a file on which its
creator expended extra effort to provide for the highest
levels of reuse.
In this context, a reuse strategy turns on three
prerequisites.
First, potential users must be able to quickly and easily
locate and retrieve the file, necessitating a robust search
capability.
Second, the creators must optimize the file for broad
reuse by a range of users.
Third, the owners of the
m e t ada t a t r a n s f o r m s r e u s ab l e digi t a l f i l e s i n t o a s s e t s
file must take measures to
protect their intellectual
property rights—their
investment in creating and
managing the file for reuse
Creative applications
by others.
Authoring tools
GISTICS
FI
LE
AT CON
TR TE
IB NT
UT S
ES AN
D
AN FI
D LE
W AT
OR T
KF RIB
LO UT
W ES
DA
TA
E TA D ATA
NS
Publishing
systems
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
20
M
IO
NS AT
IO IC
PT IF
RI PEC
SC S
DE AL
B IC
JO CHN
TE
D
Whether it resides in the file header,
alongside the content file as an XML
“stub” (text file) or in a DAM system,
metadata unlocks the economic value
of digital assets.
TA D ATA
E
M
CONTENT
DATA
AN
Corporations spend billions
on the development of
artwork and brand-related
material.
In many cases, the owners
of these brand resources
cannot envision others
reusing their finished works
and direct their design firms
and internal creative-services
departments to create lessreusable digital objects (oneshots). The figure to the right
depicts several important
concepts about the reuse of
digital assets.
While only a small
percentage of all creative
work warrants the
investment to create digital
assets, most corporations
do not realize the economic
Business
systems
SS
NE A
SI AT
BU D
S, ING
ON T
SI UN
IS O
M CC
ER A
, P ND
TS S A
GH LE
RI RU
the digital ASSET
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Asset
repository
DigitFileNexus.1.5bw ©2009 GISTICS, All rights reserved.
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
executive white paper
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
What user functions of a digital supply-chain strategy
speed the collaborative creation of digital assets as well as the reuse
of these assets across multiple projects?
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
USER GROUPS AND FUNCTIONS OF DAM
USERS OUTSIDE CORPORATE SECURITY PROVISIONS
A digital asset management or DAM system serves three
basic user groups within enterprise operations.
The figure below depicts various types of users within the
three broadly defined user groups and the core functions of a
DAM system.
A repository of digital assets often serves hundreds or
thousands of users outside the security perimeter and
firewalls of corporate IT operations.
Thus, security and identity management become another
vital point in selecting the right solution. As a matter
of meeting market requirements, most DAM solution
providers meet or exceed all criteria for security and
identity management for commercial clients in regulated
industries; some DAM solution providers meet the most
stringent requirements of Department of Defense and supersecure military operations.
THREE GRO UPS O F U S ER S
The three general groups of users served by a repository
of digital assets become a vital point in selecting the right
solution.
Each user group (and often unique types of users within a
group) will require customized user interfaces.
Not all DAM systems enable or support the high degree
of customization that global content services require.
This requirement will become critical when provisioning
DAM and related media services to non-technical users
within a large organization, international offices, and
suppliers throughout a content supply-chain.
CRITICAL GLOBAL BUSINESS REQUIREMENTS
unification with collaboration and workflow
This paper outlines a general strategy for integrating digital
supply-chains for enterprise content. This means that the
digital asset management function must integrate with
other content management systems (Web, documents,
business records) as well as collaboration and project
management systems. The unification of collaboration
platforms with a DAM delivers numerous synergies and
accelerators throughout the digital content supply-chain.
GISTICS’ research of global content operations has identified
the following selection criteria as essential:
• User interface: Optimizations
D A M SER V ES A D I V ERSE G ROU P OF USERS
for multiple user types,
including creative, marcom
USERS OF DIGITAL ASSETS AND FINAL-FORM CONTENT
staff, field sales, and superuser
administrators.
CONTENT CONSUMERS
CONTENTCREATORS
USERS
CONTENT
CONTENT USERS
• Multilingual: Support for major
• Agencies
• Marketing
• Distribution
languages common to Europe
• Graphic designers
• Sales
• Press and analysts
and Asia.
• Photographers
• Training
• Public
• Multimodal search: Simple
•
Publishing
group
•
Trade
partners
and advanced modes including
• Video producers
• Web specialist
searches within search results
(also known as drill-down
search) and dynamically
updated presorted collections
(everything related to a brand
or market region, categorized in
a collection).
• Rights management: Full
protection for multiparty
copyrights and trademarks,
especially important if a
firm licenses rights-protected
imagery, video, or music.
FIND
Moreover, reuse of film, video, • Attribute
and music often entails a
• Keyword
country-by-country clearance
• Business
relation
and royalty payment scheme.
DAM repositories must provide multiple
user interfaces, metadata views, and
user permissions, addressing user
requirements of various user classes and
individuals.
Digital Asset
Repository
VIEW
• Collections
• Albums
• Online/
offline
• Project or
transaction
data
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
SERIE S//MANAGEMENT ADVISORY
INSPECT
• Zoom
• Crop/
frame
DOWNLOAD ANNOTATE
• Check out
• Open
across
network
• Place FPO
• Translate
format
•Decompress
DAM.Reposit_functions.2.6bw
©2007 GISTICS
All rights reserved.
ROUTE
• “Sticky
• Actions
notes”
requested
• Email
• Signoffs
• File header
data
ARCHIVE
ADMINISTER
• Store and
restore
near-line
and offline
volumes
• Bulk
catalog
• Indexing
workbench
• Pick’n’pack
fulfillment
for
CD-ROMs,
cassettes,
film
BASIC REPOSITORY FUNCTIONS
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
GISTICS
21
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
What constitutes a corporate repository
of digital assets and final-form marketing content?
LARGE MULTIMEDIA DATABASES
LIFECYCLE FOR DIGITAL ASSETS
Broadly defined, a corporate asset repository manages large
collections of rich media, information, and other types of
digital assets.
Access to this database enables a variety of knowledge
workers to find, retrieve, edit or amend, or route files (or
secured access to a file) to another knowledge worker or
group.
The term rich connotes a complex file type that may
contain multiple structures (color, complex layouts,
typographic design), motion graphics (video, audio, or
animation), and large quantities of data with many
gigabytes.
A corporate asset repository augments the functions of
data warehouses, document management systems, and Web
content managers—characterized in the figure below as
legacy data sources.
The figure below also depicts a portion of the lifecycle
through which most digital assets move: create, manage,
distribute, and consume.
The CREATE phase entails the design and production of
media or the editing and reuse of preexisting media.
The MANAGE phase involves a generally small
administrative team that collects, catalogs, and organizes
reusable media or final-form, use-as-is content.
The DISTRIBUTE phase involves search and review by
hundreds or thousands of different users with permission to
access the corporate repository.
The CONSUME phase involves the download,
decryption, local storage, and play, print, or insertion of
final-form, use-as-is content (photos or images sized and
formatted for a specific medium).
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C OR P OR A TE A SSET RE P OS I TOR I ES P RO V I D E A FOUN D A T I ON FOR A UTOM A T I N G D OZENS OF M A R K ET I N G
O P ER A T I ONS T A S K S
CREATE
MANAGE
DISTRIBUTE
CONSUME
Digital asset
creators and
brand stewards
media services platform
Brand resources
and final-form
marketing content
media
consumers
Corporate
identity
Media
automation
applications
Agencies
middleware
Creative
services
Publishing
services
Technical
illustrations
enterprise
asset
repository
RDBMS
Licensing/
clearances
(metadata
storage)
Trade
partners
middleware
Print
• Advertisements
• Collateral
• Inserts
• Outdoor
• Publications
• Point of purchase
Broadcast
• TV/CATV
• Radio
• Digital/HDTV
• Event
Customers
InVestors
& AnAlYsts
online
• Web
• Intranet/extranet
• CD-ROM
• Kiosk
trADe
PArtners
hard goods
• Packaging
• Merchandise
• Licensed products
• Apparel/uniforms
emPloYees
& PuBlIC
Publications
legacy data sources
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
22
GISTICS
external suppliers
CorpMediaRepository.E.1.7
©2007 GISTICS
All rights reserved.
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
executive white paper
...................
...................
SECTION III
SERIES//MANAGEMENT ADVISORY
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Business Case for
On-Demand DAM and Media
Services in Global
Marketing Operations
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
DA M S t rat egies f or Market ing Opera t i o n s
PAGE
ESSENTIAL QUESTIONS ADDRESSED IN THIS SECTION:
24
What is an AV media logistics center?
25
What is a multimedia presentation center?
26
How can an inside salesperson in a lare firm rapidly acquire sales
presentations and videos for an online sale pitch meeting, saving
$29,899 per year?
27
What is the value of saving one hour a week for 500 field sales
executives?
28
What are the key elements of on-demand delivery of DAM?
29
What type of system will a firm need to automate the global delivery
of marketing materials, sales presentations, and training to field staff
and partners?
30
How can activity-task automation speed final-form marketing content to
market and lower costs, unlocking the full value of multipurposed
digital assets?
GISTICS
23
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
What is an AV media logistics center?
ONLINE COLLATERAL STORE
Business Case for Collateral Store
Marketing departments spend hundreds of billions of dollars
developing and distributing brochures, data sheets, slide
show presentations, and other collateral to their sales forces,
distribution partners, and prospective partners.
In most cases, the marketing department provides these
materials at little or no cost. In a few instances, they may
charge for materials or debit a co-op fund.
Typically, a marketing department provides print and
electronic collateral to the following parties:
• Account representatives
• Inside sales
• Teleservice representatives at regional call centers
• Dealers and retailers
• Advertising and promotional agencies working with their
dealers and retailers
• International distributors and agents
• Affiliated websites and Web development teams
• eTailers
• Corporate web sites and intranet developers
Many vendors market regularly updated products into the
consumer, industrial, or business-to-business markets (cars,
appliances, apparel). This practice often creates a tightly
bound selling window of weeks or a few months. Each day
that a marketer delays in getting promotional material or
sales collateral to the front line translates into lost sales—
sales that will disappear and likely not ever occur.
For example, if a software vendor sells $100 million of its
products into international markets and versions its product
every 12 months, it will have an effective selling window of
eight or nine months. Few customers will buy, install, and
configure a software product with only three or four months
left in its revision cycle; they will wait for the new version.
If this vendor reduces the time it takes to get market­ing
materials in their appropriate forms to international partners
by two weeks, this cycle-time improvement translates into
more than $3 million in increased revenue—99 percent of
which constitutes profit for this category of low-cost-ofgoods, high-selling-price product.
Other examples of high payback derived from cycle-time
reductions of marketing collateral abound. They include
supplying promotional materials to retailers for special
holiday and weekend sales and inventory closeouts, as well
as numerous co-branding and co-marketing opportunities
and highly discounted spot market advertising and directmail opportunities.
Any one of these parties may have a pressing, short-term,
and usually opportunity-based need for selling materials.
Getting the right material to the right person at the right
time defines the charter for the corporate collateral eStore.
Integrated Logistics and Fulfillment
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The corporate collateral eStore
o n l i n e c o l l at e r a l s t o r e s c o n n e c t f i e l d o p e r at i o n s t o
links demand to its
p r o m o t i o n s a n d g l o ba l f u l f i l l m e n t c e n t e r s
base of suppliers that may provide
digital or physical objects.
Promotions Center
Digital
Departmental or
Ideally, the collateral eStore
Producers
Outsourced eService
Advertisements
Broadcast
buys materials from external
Materials
• Insert your logo
Corporate AV
suppliers only after receiving an
• Domestic formats
• TV spots
Marketing
• International formats
order for specific collateral pieces.
•Event openers &
Agencies
intermissions
Communications
This timeframe highlights the
Brand Identity
•Corporate "B"
need for a just-in-time assembly or
Creative
• Business forms
roll materials
replication facility linked to an
services
• Signage
• Radio spots
order process­ing and a pick-and• Logos & wordmarks
• Special effects
pack fulfillment capability.
Video post• Placement rules
production
Brand
Such an operation requires a
asset
complex, sophisticated extra­netAccount
repository
Web
based application—an opportunity
reps
developers
now targeted by DAM solution
Inside sales
vendors and applica­tion service
CorpMediaFulfillment.1.2
providers using DAM tools
© 1999 GISTICS All rights reserved.
Call center
TSRs
to deliver enhanced service.
Fulfillment Center
Web
The magnitude of demand for
External
Dealers/
viewer
JIT Assembly/
Order
Fulfillment
collateral development and
Suppliers
Retailers
Replication
Processing
Logistics
fulfillment will drive this category
Promotion
DIGITAL
• Imprint/emboss
•Chargebacks
•Pick 'n' pack
agencies
to emerge as one of the largest and
•Software
• Silkscreen
– Co-op fund
• Bill of materials
applications
most rapidly growing in the DAM
•Slip sleeves
– MDF account
• Backorder
International
Etailers
• Clip art
• Mastered
– Sales territory
• Packaging
market.
distributors
HARD GOODS
• Merchandise
– Clothing
• Specialty items
– Cups
– Pens
reproduction
– CD-ROM
– Audio CD
– DVD
– Videocassette
– Audio cassette
– Posters
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
24
GISTICS
– Product group
• Card charges
– Mastercard/Visa
– AmEx
Affiliated
websites
• Freight forms
preparation
• Export license
processing
– Smart card
Physical
Fulfillment
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
executive white paper
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
What is a multimedia presentation center?
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Reference and Presentation Library Functions
Business Case for Reference and Presentation Library
Companies can offer a reference and presentation library
through a DAM-enabled repository.
The figure below depicts how a sales support and field
operations group uses a centralized brand asset repository to
better serve field executives and channel partners.
The library contains prebuilt presentations that address
a spectrum of market needs: corporate overviews, product
offerings, customer success stories, industry data and
analysis, discussion of policies, and training materials.
The library also manages a collection of collateral that
may include annual reports, data sheets, and white papers—
all suitable for one-off printing from a laser printer, a shortrun digital press, or traditional offset printing.
The library will organize for speedy retrieval a host
of media assets, both static and dynamic, including
animations, audio clips, charts and illustrations,
photographs, and video clips.
The library may contain prebuilt templates for popular
media composition tools such as Adobe Illustrator,
Microsoft PowerPoint, QuarkXPress.
For companies that have secured appropriate site licenses,
the library will contain downloadable software applications
and licensed/for-sale items such as characters, music, and
reports.
This library delivers the highest return on investment for
sales organizations with short windows of opportunity
and long-term revenue streams that derive from those
opportunities, such as pharmaceuticals, semiconductor
parts, and subscriptions.
For companies that have annually updated products
such as software, the ability to propagate sales materials
to the global network of resellers pays handsome returns.
For vendors that must promote around seasonal events and
unpredicted topical happenings, the library enables a field
organization to swarm a market and cap­ture short-lived and
one-shot opportunities—incremental sales with very little
added cost.
H o w a r e f e r e n c e a n d p r e s e n t a t i o n l ib r a r y c r e at e s m o r e f ac e - t o - f ac e t i m e w i t h c u s t o m e r s
DIGITAL
PRODUCER
Agencies
Creative
services
REFERENCE AND PRESENTATION LIBRARY
DEPARTMENTAL
SERVER
Sales support
and operations
Product
marketing
Corporate
partners
Market
analysts
Presentations
Collateral
Media Assets
• Corporate
• Customer
successes
• Industry
• Policy
• Product
• Annual reports
• Brochures
• Datasheets
• White papers
• Animations
• Audio
• Charts
• Illustrations
• Photos
• Video clips
Application
Templates
Software
Licensed/
For Sale
• Illustrator
• Flash
•PowerPoint
• QuarkXPress
• Rainbow
Corporate
brand
asset
repository
•Database
• Media
assembly and
editing
• Office
• Reports
•Software
Publications
Corporate
intelligence
CorpMediaSales.1.4bw
©2007 GISTICS Incorporated
All rights reserved
Client
office
Events
Web sites
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
SERIE S//MANAGEMENT ADVISORY
FIELD SALES
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
GISTICS
25
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
How can an inside salesperson in a large firm
rapidly acquire sales presentations and videos for an online sales pitch meeting,
saving $29,899 per year?
G u id e d s e l f - s e r vic e acc e s s c o n s t r ai n e d t o app r o v e d a s s e t s r e d u c e s s a l e s s u pp o r t
d e m a n d s , m ai n t ai n s a u n i f i e d s a l e s m e s s ag e , a n d i m p r o v e s t h e q u a l i t y o f c u s t o m i z e d s a l e s
c o l l at e r a l
Locate presentation
Download and review for accuracy
Locate product demo video
Download video
240
times per year @
$65
0
10
20
30
0
10
20
30
40
50
60
70
80
90
60
70
80
90
AUTOMATION SAVINGS
ACTIVITY
LABOR TASKS
Locate presentation
Download and review
for accuracy
Locate product demo
video
Download video
Rework minutes
Total minutes
Labor cost total
MATERIAL COSTS
CD duplication
List management
Packaging
Postage
Handling
Freight
Bandwidth
Storage
Storage media
Misc.
Total per piece
Total per month
ANNUAL COSTS
Images per year
Annual labor hours
Annual labor costs
Annual material costs
Total annual cost
SAVINGS
Annual labor hours
Annual cost
40
MANUAL
50
AUTOMATED
=
per hour and
$0
2 days
improved
time to market
per month
+
$29,899
in materials and
annual savings
freight per distribution
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
NOTES
(minutes)
30
2
Find presentation on network or a specific workstation–ask colleagues
Multi modal DAM search interface provides quick file location
15
0
Copy file to workstation, open and review to ensure correct version
Thumbnail search results and metadata ensure correct file is selected
30
2
Find video on network or offline tape library, ask colleagues
Full video search provides quick asset location
15
1
Copy entire video file and view to ensure correct file
Quicktime preview ensures correct file is selected
30
120
$130.00
0
5
$5.42
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.0020
$0.0001
$0.00
$0.00
$0.00
$0.04
Physical manufacturing from master CD-ROM
240
480
$31,200
$0
$31,200
240
20
$1,300
$1
$1,301
Number of image requests per year
Minutes spent repeating tasks due to errors
$65/hour–fully burdened cost
Access charge by list management firm
Padded envelope
Standard first-class USPS rate
Outsourced to lettershop fulfillment firm
Physical parcel shipping
Download of assets
Cost of occupied bytes on server storage system
Cost of removable storage media (archive)
20 sales meetings per month
Number of labor hours expended on this activity per year
Hard dollar savings
460
$29,899
A.C.Sales.preso.video.1.1bw ©2007 GISTICS Incorporated, All rights reserved.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
26
GISTICS
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
executive white paper
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
What is the value of saving one hour a week
for 500 field sales executives?
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
HARVARD BUSINESS SCHOOL STUDY
According to the prestigious Harvard Business School study
of industrial selling practices, a sales executive who makes
one additional call per week to a baseline number of calls,
yields a substantial increase in incremental sales. In one
documented case, one additional weekly sales call produced
$3.2 million in new sales.
The figure below depicts a fully developed reference and
presentation library. The retrieval function of a marketing
content repository should include the ability to retrieve
individual slides within a presentation deck. This singleslide search function can double the productivity of a
repository lacking such a feature.
A S A LES E X E C UT I V E C A N RE I N V EST T I ME S A V I N G S TO M A K E ONE MORE M A J OR A C C OUNT C A LL P ER
WEE K
REFERENCE & PRESENTATION LIBRARY
DEPARTMENTAL
SERVER
Sales support
and operations
Presentations
Collateral
Media Assets
• Corporate
• Customer
successes
• Industry
• Policy
• Product
• Annual reports
• Brochures
• Datasheets
• White papers
• Animations
• Audio
• Charts
• Illustrations
• Photos
• Video clips
Application
Templates
Software
Time to prepare ONE
new major account
presentation per month
MANUAL
AUTOMATED
1.25
vs.
0.33
hours
hours
Times
•Database
• Media
assembly and
editing
• Office
• Illustrator
• Flash
• PowerPoint
• QuarkXPress
• Rainbow
Corporate
brand
asset
repository
500
Licensed/
For Sale
• Reports
•Software
salespeople @ $150 per hour
750
days of labor per year or
$900,000
Client
office
in annual labor savings
+
Events
FIELD SALES
Web sites
1 Day
time-to-market reduction
per major launch
Sales.Exec.Pres.lib.1.3bw ©2007 GISTICS Incorporated, All rights reserved.
ACTIVITY
Locate base presentation
Locate and place product/
feature images and diagrams
Acquire and place prospect
and partner logos
TOTAL MINUTES
MANUAL
AUTOMATED
15
5
50
15
10
0
75
20
NOTES
Multimodal search function of DAM reduces time to
identify the right asset
Thumbnail previews and textual descriptions (metadata)
ensure correct file downloads
Partner and prospect logos already prepared and resident in DAM
Sales.Exec.Table.1.2bw ©2007 GISTICS Incorporated, All rights reserved.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
SERIE S//MANAGEMENT ADVISORY
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
GISTICS
27
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
What are the key elements of on-demand delivery of DAM?
WORKFLOW AUTOMATION OF MARKETING ACTIVITIES
On-demand delivery of DAM enables the progressive
deployment of technical systems that automate activities
and tasks performed by one or more members of a
marketing department.
The figure below depicts four key elements of an
on-demand DAM system.
Marketing resource producers commission, design,
produce, or license digital, print, or audio-visual materials.
An on-demand DAM system provides all of these actors
with web browser-access to portions of the system and
related services.
Digital asset repositories provide centralized management
of reusable material—digital assets. The repository keeps
track of who uses what as well as who changed or modified
a particular photo, image, document, or other digital file.
The repository also enforces certain business rules—such as
rights and permissions—controlling who can access, modify,
or use an individual digital asset.
The infrastructure of an on-demand DAM offers levels
of security often unattainable with internally deployed
systems, middleware for integration with other services
such as business rules, distributed storage, and a metadata
directory that facilitates searches, as well as rights
management.
The on-demand DAM suite of servers provide a platform
for the creation of consistent brand-marketing messages
through the collaborative sharing of assets among the entire
marcom supply chain. It also allows the presentation,
distribution and selling of that message around the world,
24x7 with executive presentation services and e-storefronts.
BUSINESS RESULTS FROM an on-demand dam
A hosted digital asset management solution simultaneously
accomplishes two business ends: faster cycle time for the delivery of marketing services and lower costs realized through
labor reductions and fewer external expenses.
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
FOUR S Y STEM C OM P ONENTS P RO D U C E F A STER C Y C LE T I ME A N D C OST RE D U C T I ONS FOR A M A J OR
L A UN C H
BRAND AND MARKETING
MANAGEMENT
Corporate
creative
services
Advertising and
marketing
agencies
Marcom
Asset
inventory
+
skjfsjfsj
sfjskfsj
cvpftrlk
+
Document
management
Graphics
server
Faster
cycle time
Web content
management
e-Commerce
server
• Control
• Coordination
• Consistency
Fixed-form
content
management
Publishing and
documentation
Collaboration
content
management
skjfsjfsj
sfjskfsj
cvpftrlk
Licensing
agencies
Content
distribution
network
Trade
partners
MarkServPlatElemenlts 1.4
©2009 GISTICS, All rights reserved.
MARKETING
RESOURCE
PRODUCERS
• Digital assets
and content
• Published materials
• Audio-visuals
DIGITAL ASSET
REPOSITORY
GISTICS
+
Portal
server
Collaboration
server
Webinar
server
• Check in/out
• Distributed
• Version control
• Storage
• Real-time
• Business rules
• Security
• Business rules
(rights and permissions)
• Business rules
=
Cost
reduction
• Labor
• Materials
• External cost
Video
server
ENTERPRISE
CONTENT
MANAGEMENT
MEDIA
SERVERS
(automated tasks)
(workflow)
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
28
Document
server
IT INFRASTRUCTURE
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
executive white paper
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
What type of system will a firm need to automate the global
delivery of marketing materials, sales presentations, and
training to field staff and partners?
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Enterprise-Class DAM
The figure below depicts several key functions of an
enterprise-class DAM system.
Reuse standards entail aligning creative services
and marketing communications agencies to produce
reusable and reexpressible material—digital assets, not
just content. This alignment requires a combination of
incentives, training, user support, and advocacy by trusted
and respected members of the various media-producer
constituencies. Often the professional-services group of a
DAM vendor becomes the change-management facilitator,
imparting best practices, studio guidelines, and training
curricula.
Metadata standards for an enterprise means full support
for all industry standards, such as PRISM, SCORM, or
Dublin Core. Metadata typically includes keywords,
numerical values, and other alphanumeric text strings that
describe a particular asset, its origins, and the rules for using
the asset.
Most DAM systems facilitate the manage­ment of some
portion of metadata required by the enterprise. However,
when an asset leaves the DAM system, most of the
metadata does not accompany it.
Here new technologies and DAM system designs
converge to solve the absence of portable metadata.
First, the DAM system must support XML-tagged
metadata—an enhanced database function.
Second, the DAM system must support mul­tiple
metadata standards, not just one. These metadata standards
often use different tags (such as Author, Creator, Composer,
or Artist) to describe the same data item.
Third, the DAM system must link common elements of
these various metadata standards to eliminate duplicate data
items.
Fourth, the DAM system must incorporate new metadata
standards such as Dublin Core, SCORM, PRISM, and +BRV
without disturbing existing metadata schemas (tags) or data
items.
For these reasons, an enterprise-class DAM system must
support a metadata container—have a sophisticated database
function for supporting all current and future metadata
standards.
Asset repositories must manage more than just images
and photos. An enterprise-class DAM system must support
hundreds of file formats and data types, including static
images (photos, digitized images of business records),
dynamic graphics (animations, music, sound effects), simple
text-only documents, complex or compound documents
(QuarkXPress, PowerPoint, InDesign), knowl­edge assets
(CAD drawings, annotated 3-D objects), and myriad other
types.
An enterprise-class DAM system will also provide a
plug-in architecture for customized fil­ters for exotic file
types. Lacking this archi­tec­ture, an enterprise-class DAM
system will leave large portions of a potential user body
unsupported.
Retrieval engines must go beyond keywords—data items
that the creator or archivist attached to each digital asset.
An enterprise-class DAM system must integrate keywords
with visual and audio search by example. These advanced
search technologies use visual and audio vocabularies,
enabling users to click and retrieve items by visual or sonic
similarities.
Production data sources include accounting, inventory
and rights management.
Image servers must support dynamic, just-in-time
production of purpose-built files. However, an enterpriseclass DAM system must integrate these image servers as a
repository function (check-in/out and version control) that
the firm can distribute across the network and at locations
nearest to high-volume users or Web servers.
t e c h n ica l da t a m o d e l f o r m a r k e t i n g c o n t e n t s t r u c t u r e s
Reusable file
Metadata
container
OFF
OFF
ON
OFF
OFF
OFF
OFF
OFF
OFF
OFF
OFF
OFF
Asset
inventory
Search
Live data
Dynamic
imaging
• File attributes
•
•
•
•
High-res
for print
Workflow status
Subject matter
Keywords
Business rules
• Metadata
• Visual patterns
and attributes
Medium-res
for slides
Low-res
for Web
• Profile, credits
OFF
DigiMasterResources.1.2bw
©2007 GISTICS Incorporated
All rights reserved.
OFF
OFF
OFF
ON
REUSE
STANDARDS
METADATA
STANDARDS
• PRISM
• Dublin Core
• SCORM
DIGITAL ASSET
REPOSITORY
PRODUCTION
DATA SOURCES
IMAGE
SERVER
• Check in/out
• Version control
• Business rules
(rights and permissions)
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
SERIE S//MANAGEMENT ADVISORY
RETRIEVAL
ENGINE
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
GISTICS
29
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
How can activity-task automation speed final-form
marketing content to market and lower costs, unlocking the full value of
multipurposed digital assets?
Dynamic Imaging Of Digital Assets
The figure below depicts one possible scenario for generating
dozens or even thousands of purpose-built promotions from
one digital asset.
In particular, the scenario emphasizes the localization
of a promotion for three separate formats: a high-resolution
graphic for a printed sell-sheet, a medium-resolution graphic
for a presentation slide, and a low-resolution image suitable
for a Web page.
The digital asset shown below consists of a potentially
huge, multilayer digital file created with de facto industrystandard tools such as Adobe’s Creative Suite.
Most of the individual layers in a digital file contain text
for a particular market, season, or customer. In the example
below, a single digital asset can produce final-form images in
the Spanish and English languages.
The layers may contain identical, modified, or altogether
different images of the car. Each version could contain
alternate colors, special car accessories, promotional
messages, a spokesperson of a particular ethnicity or
lifestyle, or different background textures and colors.
The digital repository of an enterprise content
management system catalogs each layer of the asset,
potentially thousands of elements embedded in or linked to
the digital asset. This linkage enables a firm to produce a
variety of outputs (PDFs, Web pages, or RGB images suitable
for a slide presentation) in three ways:
• A graphic designer can search an asset repository for the
appropriate components and have the system dynamically
assemble the desired page or graphic.
This capability would potentially free 100 to 200 hours of
the graphic designer’s time per year—time that the designer
might otherwise have to spend to create each item.
• A field sales executive could log onto a marketing
content repository using relatively low-speed Internet
access. He or she would search by keyword or by an example
selected from a visual vocabulary that includes groups of
similar-looking items. Having identified those elements
necessary to build a flyer or slide, the field sales executive
clicks a “Build it now” button on the Web page. This
scenario represents a dramatic reduction in time to market
for promotional messages and channel support materials.
• A prospective customer at a commerce Web site could
identify a sales coupon, promotional poster, or photo of
interest. After the customer enters a few descriptive data
items, the media server could retrieve and publish the
desired item, inserting into the graphic the latest pricing
information or information provided by the prospective
customer (name, model number). This type of selfservice approach provides the same sort of cost savings as
mentioned above without a designer or salesperson having
to render the service.
Each of these three scenarios represents an opportunity
for dramatic cost reductions and time-to-market
acceleration. GISTICS’ analysis of localizing activity for
a promotion such as that illustrated reveals that it takes
approximately 93 minutes using manual means versus 13
minutes using a marketing content repository media server.
Automating this single activity can produce $31,200 in
annual labor savings and a three-day reduction in time to
market for a major product launch.
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
M e dia s e r v e r s t r a n s f o r m a m u l t ip u r p o s e d digi t a l a s s e t i n t o a s e l l i n g i m ag e i n a f r ac t i o n
of the time of manual production means
Spanish version
ESPECIAL
¡Solamente hoy!
High-res
for print
Medium-res
for slides
Low-res
for Web
93
English version
SPECIAL
Today only!
MANUAL
High-res
for print
Minutes
AUTOMATED
vs.
13
Minutes
Medium-res
for slides
Low-res
for Web
DIGITAL ASSET
ACTIVITY TASK
OUTPUT
CYCLE TIMES
ManvsAuto.1.0bw ©2007 GISTICS Incorporated, All rights reserved.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
30
GISTICS
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
executive white paper
...................
33
34
What are the total lifecycle costs for workgroup-class DAM,
comparing costs of office deployment of DAM versus an on-demand
DAM service?
What are the total lifecycle costs of departmental DAM, comparing
costs of an internally deployed DAM versus on-demand delivery of
DAM?
What are the total lifecycle costs of large enterprise DAM,
comparing costs of internally deployed DAM versus the on-demand
deliver of DAM?
32
ESSENTIAL QUESTIONS ADDRESSED IN THIS SECTION:
PAGE
31
GISTICS
SERIES//MANAGEMENT ADVISORY
Sol ut ion L if ecy c le: Tot al C os t of Ow ne r s h i p
SECTION IV
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Business Case for
On-Demand DAM and Media
Services in Global
Marketing Operations
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
...................
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
What are the total lifecycle costs for workgroup-class DAM,
comparing costs of office deployment of DAM versus an on-demand DAM service?
WORKGROUP-CLASS DAM
User Base: 20 creative users and 250 local-network
consumer users. Outsourced solution can serve globally
distributed users
STARTUP
DAM Software - Internal Deployment
YEAR 1
APPLICATIONS & SOFTWARE
2-month deployment
YEAR 1
NOTES
DAM software licenses / Outsourced platform setup fee
$18,000
Server Operating system licenses
SUBTOTAL
Outsourced DAM Services Solution
$800
2-week deployment
NOTES
License fees for DAM system software
$5,000
License fees for server operating systems
N/A
$18,800
Solution setup fee
No licensing fees - integrated platform
$5,000
LABOR & CONSULTING
NOTES
Strategy, design, and implementation project management
$25,000
Planning, budgeting, tracking and project management
Internal technical staff - configuration
$28,800
2 months, .75 FTE at $120/hour
N/A
No internal development resources required
16,000
2 months, .25 FTE at $200/hour
N/A
N/A
$16,000
2 week project, 1 FTE at $200/hour
N/A
Standardized metadata model templates provided
$6,400
2 week project, 1 FTE at $80/hour
DAM vendor professional services - consulting firm
Taxonomy & metadata schema - consulting firm
User training
SUBTOTAL
NOTES
$1,200
$92,200
HARDWARE & NETWORK INFRASTRUCTURE
$4,000
$9,000
Dedicated storage hardware
$15,000
1 day training, 1 FTE at $150/hour
$5,200
NOTES
DAM software servers
Planning, budgeting, tracking and project management
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
NOTES
4 DAM servers, $4,500/each
N/A
No hardware setup costs - integrated platform
500 gigabytes - additional network storage
N/A
No hardware setup costs - integrated platform
SUBTOTAL
$24,000
$0
TOTAL STARTUP COSTS
$135,000
$10,200
OPERATIONS
YEAR 1
YEAR 2
YEAR 3
3 YR TOTAL
YEAR 1
YEAR 2
YEAR 3
3 YR TOTAL
APPLICATIONS & SOFTWARE
DAM & server software maintenance fees
$3,300
$3,600
$3,600
$10,500
N/A
N/A
N/A
N/A
$0
$0
$8,000
$8,000
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
$28,800
$28,800
$28,800
$86,400
$3,300
$3,600
$11,600
$18,500
$28,800
$28,800
$28,800
$86,400
Portion of workgroup manager’s time
$35,036
$38,220
$38,220
$111,476
N/A
N/A
N/A
N/A
Software support and maintenance
$64,682
$70,560
$70,560
$205,802
N/A
N/A
N/A
N/A
Asset ingest, indexing and error correction
$13,475
$14,700
$14,700
$42,875
$13,475
$14,700
$14,700
$42,875
$113,194
$123,480
$123,480
$360,154
$13,475
$14,700
$14,700
$42,875
$1,375
$1,500
$1,500
$4,375
N/A
N/A
N/A
N/A
Software upgrades
Outsourced service user fees
SUBTOTAL
LABOR & CONSULTING
SUBTOTAL
HARDWARE & NETWORK INFRASTRUCTURE
Server hardware updates and upgrades
SUBTOTAL
TOTAL OPERATIONS COSTS
$1,375
$1,500
$1,500
$4,375
$0
$0
$0
$0
$117,869
$128,580
$135,580
$383,029
$42,275
$43,500
$43,500
$129,275
TOTAL STARTUP & 3 YEAR OPERATIONAL COSTS
$518,029
$139,475
The table above compares the total three-year costs of buying and using a workgroup-class DAM solution, delivered as internally deployed on-premises software and
externally provisioned on-demand system.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
32
GISTICS
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
executive white paper
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
What are the total lifecycle costs of departmental DAM,
comparing costs of an internally deployed DAM versus on-demand delivery of DAM?
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
DEPARTMENTAL CLASS DAM
User Base: 65 creative users and 350 regionally-distributed consumer users. Outsourced solution can serve
globally distributed users.
STARTUP
DAM Software - Internal Deployment
YEAR 1
APPLICATIONS & SOFTWARE
Outsourced DAM Services Solution
4-month deployment
YEAR 1
NOTES
1-month deployment
NOTES
DAM software licenses / Outsourced platform setup fee
$75,000
License fees for DAM system software
$10,000
Application & web server software licenses
$31,750
License fees for web and application server software
N/A
Solution setup fee
No licensing fees - integrated platform
Database management software licenses
$11,429
License fees for DBMS software
N/A
No licensing fees - integrated platform
Backup, archive & disaster recovery software licenses
$8,750
License fees for backup and archive software
N/A
No licensing fees - integrated platform
Server Operating system licenses
$3,200
License fees for server operating systems
N/A
No licensing fees - integrated platform
SUBTOTAL
$130,129
$10,000
LABOR & CONSULTING
NOTES
Strategy, oversight & project management
Planning, budgeting, tracking and project management
Internal technical staff - configuration & customization
$50,000
$153,600
NOTES
4 months, 2 FTE at $120/hour
$0
$4,800
Planning, budgeting, tracking and project management
1 month, .25 FTE at $120/hour
DAM vendor professional services - consulting firm
$32,000
4 months, .25 FTE at $200/hour
N/A
No fees
Taxonomy & metadata schema - consulting firm
$16,000
2 week project, 1 FTE at $200/hour
N/A
Standardized metadata model templates provided
$6,400
2 week project, 1 FTE at $80/hour
User & administrator training
SUBTOTAL
$2,560
$258,000
HARDWARE & NETWORK INFRASTRUCTURE
4 day project, 1 FTE at $80/hour
$7,360
NOTES
NOTES
DAM system & database servers
$8,000
4 DAM servers, 2 DB servers, $2,000/each
N/A
No hardware setup costs - integrated platform
Web servers
$4,000
2 web servers, $2,000/each
N/A
No hardware setup costs - integrated platform
Dedicated storage hardware
$3,500
2 terabytes - additional network storage
N/A
No hardware setup costs - integrated platform
SUBTOTAL
$15,500
$0
TOTAL STARTUP COSTS
$403,629
$17,360
OPERATIONS
YEAR 1
YEAR 2
YEAR 3
3 YR TOTAL
YEAR 1
YEAR 2
YEAR 3
3 YR TOTAL
APPLICATIONS & SOFTWARE
DAM & server software maintenance fees
$10,001
$15,000
$15,000
$40,001
N/A
N/A
N/A
$0
$0
$20,000
$20,000
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
$64,500
$64,500
$64,500
$193,500
$10,001
$15,000
$35,000
$60,001
$64,500
$64,500
$64,500
$193,500
Software upgrades
Outsourced service user fees (65 users, $75/month each)
SUBTOTAL
N/A
LABOR & CONSULTING
Program management
$65,337
$98,000
$98,000
$261,337
N/A
N/A
N/A
N/A
Software support and maintenance
$78,404
$117,600
$117,600
$313,604
N/A
N/A
N/A
N/A
Asset ingest, indexing and error correction
SUBTOTAL
$32,668
$49,000
$49,000
$130,668
$32,668
$49,000
$49,000
$130,668
$176,409
$264,600
$264,600
$705,609
$32,668
$49,000
$49,000
$130,668
$4,000
$6,000
$6,000
$16,000
N/A
N/A
N/A
N/A
$4,000
$6,000
$6,000
$16,000
$0
$0
$0
$0
$190,410
$285,600
$305,600
$781,610
$97,168
$113,500
$113,500
$324,168
HARDWARE & NETWORK INFRASTRUCTURE
Server hardware updates and upgrades
SUBTOTAL
TOTAL OPERATIONS COSTS
TOTAL STARTUP & 3 YEAR OPERATIONAL COSTS
$1,185,239
$341,528
The table above compares the total three-year costs of buying and using a departmental DAM solution, delivered as internally deployed on-premises software and externally
provisioned on-demand system.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
SERIE S//MANAGEMENT ADVISORY
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
GISTICS
33
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
What are the total lifecycle costs of large enterprise DAM,
comparing costs of internally deployed DAM versus the on-demand delivery of DAM?
ENTERPRISE CLASS DAM
User Base: 250 creative users and 5000 consumer users
distributed globally
STARTUP
DAM Software - Internal Deployment
YEAR 1
APPLICATIONS & SOFTWARE
DAM software licenses / Outsourced platform setup fee
Outsourced DAM Services Solution
7-month deployment
YEAR 1
NOTES
$250,000
3-month deployment
NOTES
License fees for DAM system software
$20,000
Solution setup fee - includes all configuration
Application & web server software licenses
63,500
License fees for web and application server software
N/A
No licensing fees - integrated platform
Database management software licenses
40,000
License fees for DBMS software
N/A
No licensing fees - integrated platform
Backup, archive & disaster recovery software licenses
35,000
License fees for backup and archive software
N/A
No licensing fees - integrated platform
Server operating system licenses
16,000
License fees for server operating systems
N/A
No licensing fees - integrated platform
SUBTOTAL
$404,500
LABOR & CONSULTING
$20,000
NOTES
NOTES
Strategy, oversight & project management
$110,000
Planning, budgeting, tracking and project management
Internal technical staff - operational and interface development
$201,600
7 months FT, 1.5 FTE at $120/hour
$31,200
7 months FT, 1.5 FTE at $120/hour
DAM vendor professional services - consulting firm
$112,000
7 months, .5 FTE at $200/hour
$34,667
7 months, .5 FTE at $200/hour
$0
Planning, budgeting, tracking and project management
3rd party high-availability network integration Consulting firm
$18,000
3 week project, 1 FTE at $150/hour
N/A
Content & information architectures - consulting firm
$48,000
3 week project, 2 FTE at $200/hour
$16,000
2 week project, 2 FTE at $200/hour
Taxonomy & metadata schema - consulting firm
$64,000
8 week project, 1 FTE at $200/hour
$32,000
4 week project, 1 FTE at $200/hour
Asset / content migration services firm
$72,000
12 week project, 2 FTE at $75/hour
$72,000
12 week project, 2 FTE at $75/hour
User & administrator training
$72,000
6 week project, 2 FTE at $150/hour
$24.000
2 week project, 2 FTE at $150/hour
SUBTOTAL
$697,600
HARDWARE & NETWORK INFRASTRUCTURE
Built-in solution capability
$204,800
NOTES
NOTES
Internal data center modifications required for DAM operations
$35,000
Improved network bandwidth - fibre channel etc.
N/A
No internally maintained infrastructure - hosted
DAM system & database servers
$25,000
4 DAM servers, 4 DB servers at $3,125 each
N/A
No hardware setup costs - integrated platform
Application & web servers
$28,000
3 App servers, 4 web servers at $4,000 each
N/A
No hardware setup costs - integrated platform
10 terabytes - fast RAID - fibre channel
N/A
No hardware setup costs - integrated platform
Dedicated storage hardware & backup robotic tape drives
$200,000
Load balance, cache, fail-over hardware
SUBTOTAL
TOTAL STARTUP COSTS
OPERATIONS
$40,000
4 LB switches at $6,000 each, 2 caches at $8,000 each
$328,000
$0
$1,430,100
$224,800
YEAR 1
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
YEAR 2
YEAR 3
3 YR TOTAL
YEAR 1
YEAR 2
YEAR 3
3 YR TOTAL
APPLICATIONS & SOFTWARE
DAM & server software maintenance fees
$25,914
$61,700
$61,700
$149,314
N/A
N/A
N/A
N/A
$0
$0
$50,000
$50,000
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
$144,000
$192,000
$192,000
$528,000
$25,914
$61,700
$111,700
$199,314
$144,000
$192,000
$192,000
$528,000
Program management
$102,900
$245,000
$245,000
$592,900
N/A
N/A
N/A
N/A
Software support and maintenance
$197,568
$470,400
$470,400
$1,138,368
N/A
N/A
N/A
N/A
Data integrity & metadata model maintenance
$115,248
$274,400
$274,400
$664,048
N/A
N/A
N/A
N/A
Library services - ongoing asset ingest & indexing
$123,480
$294,000
$294,000
$711,480
$123,480
$294,000
$294,000
$711,480
$30,870
$73,500
$73,500
$177,870
$27,563
$36,750
$36,750
$101,063
$570,066
$1,357,300
$1,357,300
$3,284,666
$151,043
$330,750
$330,750
$812,543
Portion of internal data center overhead & bandwidth charges
$50,400
$120,000
$120,000
$290,400
N/A
N/A
N/A
N/A
High availability network vendor bandwidth charges
$12,600
$30,000
$30,000
$72,600
N/A
N/A
N/A
N/A
Network infrastructure enhancements 7 hardware updates
$10,080
$24,000
$24,000
$58,080
N/A
N/A
N/A
N/A
$73,080
$174,000
$174,000
$421,080
$0
$0
$0
$0
$669,060
$1,593,000
$1,643,000
$3,905,060
$295,043
$522,570
$522,570
$1,340,543
Software upgrades
Outsourced service user fees
SUBTOTAL
LABOR & CONSULTING
Training and user support
SUBTOTAL
HARDWARE & NETWORK INFRASTRUCTURE
SUBTOTAL
TOTAL OPERATIONS COSTS
TOTAL STARTUP & 3 YEAR OPERATIONAL COSTS
$5,335,160
$1,565,343
The table above compares the total three-year costs of buying and using an Enterprise DAM solution, delivered as externally hosted client-licensed software and externally
provisioned on-demand system.
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
34
GISTICS
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
executive white paper
...................
...................
SECTION V
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Business Case for
On-Demand DAM and Media
Services in Global
Marketing Operations
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
A c t iv it y - A ut om at ion B enchm ark s
f or Media S er v ic es P lat f or m s
PAGE
36
37
38
39
40
41
43
44
45
SERIES//MANAGEMENT ADVISORY
ESSENTIAL QUESTIONS ADDRESSED IN THIS SECTION:
How does a media services lifecycle reveal the true cost of
marketing collateral?
How can the automation of just six activities in a global marketing
operation save $548,215 in costs and add 35 days to a typical
product-sales lifecycle?
How can a media services platform save $63,991 and 88 time-tomarket days in reviewing prior year’s campaigns?
How can a media services platform save $123,309 and 111 timeto-market days in location of images, artwork, and style guides, a
typical design activity of the marcom supply chain?
How can a media services platform save $96,595 and 192 timeto-market days in acquiring digital rights clearances, a typical
management activity of the marcom supply chain?
How can a media services platform save $123,253 and 138 timeto-market days in sourcing a rights-cleared image for a point-ofpurchase display?
How can a media services platform save $75,688 and 420 timeto-market days in acquiring needed approvals at both the local and
global levels?
How can a media services platform save $65,379 and 255 timeto-market days in updating a product brochure to reach six local
markets?
How can an on-demand MAM system save $105,034 and 79
time-to-market days in shipping a complete set of “ready to print”
collateral with high-resolution artwork to global partners?
GISTICS
35
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
How does a media asset lifecycle reveal the true cost of marketing
collateral?
LIFECYCLE PHASES
A c t ivi t y - ba s e d c o s t i n g o f m a r c o m m a t e r ia l s
r e v e a l s a n o f t e n o b s c u r e a n d e xp e n s e - l ad e n
p r o c e s s ca l l e d a m a r c o m a s s e t l i f e cyc l e
GISTICS defines the digital asset lifecycle as a set of phases
through which an organization creates, uses, and archives a
reusable digital file. The figure to the right depicts major phases
and three to thirteen key activities performed at each phase.
Ideation consists of those activities normally associated
with concept development or communications planning.
Research entails gathering facts and artifacts. Specify involves
the definition of a marketing communication—the who,
what, where, etc. Quantify applies rationale to the marketing
communication. Write-up entails the development of a creative
brief. Propose then involves a review. Authorize often entails a
purchase requisition or formal budgeting device.
Create phase consists of 13 activities, most identified
with self-explanatory terms. The localize activity represents
a deceptively simple term: localization activity may take
place concurrently in 20 to 80 regional offices or agencies!
We demonstrate elsewhere in this paper that digital asset
management can reduce localization costs by as much as 90
percent.
Manage phase consists of database administration and
asset-activity analysis. This phase also requires a least one
“librarian” who sets up and manages a list of search keywords
and related metadata (specialized descriptions for each asset).
For international operations, the manage phase multiplies in
complexity due to multiple languages, file formats, and fonts.
Distribute phase consists of self-explanatory activities
with the exception of encrypt—the application of anti-piracy
provisions such as watermarking and specialized locks or access
methods.
Consume phase consists of some self-explanatory activities
as well as three that need definition. Version-acquire means the
ad hoc formatting of a file upon downloading it; customerize
entails the automated personalization or customization of file,
incorporating live data from a customer database; warehousedispose deals with recycling printed or manufactured materials.
Analyze phase consists of activities of asset-activity analysis
and forward-correcting advice for the creation of more usable or
valuable media assets.
Archive phase consists of self-explanatory activities required
for regulatory compliance (Sarbanes-Oxley, etc.).
MARCOM ASSET
LIFECYCLE MODEL
BROCHURE
IDEATE
Research
Conceptualiztion
Specify
Quantify
Validate
Propose
Plan
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Review
Rewrite
Authorize
CREATE
Compose
Design
License
Activity-Based Costing
Material
costs
Labor
costs
Overhead
costs
Cycle
time
Notify
Retrieve
Review
Annotate
Approve
MANAGE
Upload
Ingest
Catalog
Store
Clear rights
Declare
Track
Audit
Archive
DISTRIBUTE
Search
View
Download
Render
Encrypt
Collection
Package
Promote
LOCALIZE
Locate
Plan
Confirm
Translate
Regionalize
Validate
Rework
Publish
CONSUME
Order
ACTIVITY-BASED COSTING
Version-acquire
The figure also suggests that a closer examination of the phases
and activities of the digital asset lifecycle can reveal the costs
of performing (or not performing) an activity. Later in the
paper, we use an approach akin to activity-based accounting to
estimate the savings and cycle time gains an organization can
expect from a digital asset repository.
Decrypt-unlock
Customerize
Print-play
Process royalties
Warehouse-dispose
ARCHIVE
Query
Analyze
Report
Certify
Journal
Archive
Destroy
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
36
GISTICS
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
executive white paper
How can the automation of just six activities in a global
marketing operation save $548,215 in costs and add 35 days to a
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
typical product-sales lifecycle?
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
small savings accrue into huge gains
MARCOM ASSET
LIFECYCLE MODEL
IDEATE
Research
Conceptualization
Specify
Quantify
Validate
Propose
Plan
Review
Rewrite
Authorize
CREATE
Compose
Design
License
Notify
Retrieve
Review
Annotate
Approve
MANAGE
Upload
Ingest
Catalog
Store
Clear rights
Declare
Track
Audit
Archive
DISTRIBUTE
Search
View
Download
Render
Encrypt
Collection
Package
Promote
LOCALIZE
Locate
Plan
Confirm
Translate
Regionalize
Validate
Rework
Publish
CONSUME
Order
Version-acquire
Customerize
Decrypt-unlock
Print-play
Process royalties
Warehouse-dispose
The creation of marketing materials entails hundreds of people and thousands of media
components and text files.
The figure to the left depicts the activity lifecycle of marcom assets; the call-outs
below depict net savings for the automation of simply typical activities of an enterprise
marketing operation—activities that we will analyze in greater detail in the following
pages.
[
$63,991 net savings
[
$123,309 net savings
[
[
[
for a marcom specialist who assembles print ads and collateral used in global
markets, supporting annual review and next-year planning
for a marketing manager who collects and sends media components and eSign
templates to the ad agency, speeding the creation of new brochures
$96,595 net savings
for a rights specialist who clears intellectual properties of a third-party
promotion, speeding approvals for global distribution among regional teams
$123,253 net savings
for an ad agency production artist who locates high-resolution images for reuse
in a new point-of-purchase display, saving the cost of a reshoot
$75,688 net savings
for a regional marketing coordinator who secures approvals of 60 localized
brochures, speeding the delivery of brochure artwork to local market printers
ARCHIVE
Query
Analyze
Report
Certify
Journal
Archive
Destroy
[
$65,379 net savings
for a regional marketing coordinator who distributes design templates and
content, speeding the update of brochures for six local markets
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
SERIE S//MANAGEMENT ADVISORY
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
GISTICS
37
How can a media services platform save $63,991 and 88
time-to-market days in reviewing prior year’s campaigns?
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
MARCOM ASSET
LIFECYCLE MODEL
Marcom staff, agency, and CMO review print ads and collateral from previous year’s global
campaign to develop messaging plans for the next quarter for one product line.
IDEATE
LABOR TASKS (minutes)
Research
Conceptualization
Specify
Quantify
Validate
Propose
Plan
Review
Rewrite
Authorize
MANUAL
AUTOMATED NOTES
Find and retrieve 35 ads and collateral
pieces for each product in line
480
35
Find ads on network and workstations; engage colleagues for
assistance DAM search by product and campaign allows rapid access
Find and retrieve marketing plan,
creative briefs, communication plan,
and market research reports
550
30
May entail extensive data analyses, requests made to staff and
agencies, and updates and addenda DAM search by product,
campaign, team, and publication type provides rapid access
Collect, organize, and package
materials
460
20
Aggregate files; draft index and instructions; burn CD or post to FTP
site DAM system assigns asset to a unique collection - accessible
globally
Distribute package to review team
120
5
Correspond with team members; label and ship CDs or email FTP
instructions DAM system messages team members with link to
established collection
Conduct team review, markup, and
editing
390
45
Hold in-person meetings, phone conferences, extended email threads
DAM system manages participant markup and nonlinear change
tracking
Acquire final approval; lock package
80
15
Review and discuss via email and/or phone with approval DAM
system tags final collection as “approved”
Reworks due to errors
160
0
Inappropriate source materials, poor versioning
2240
150
CREATE
Compose
Design
License
Notify
Retrieve
Review
Annotate
Approve
MANAGE
Upload
Ingest
Catalog
Store
Clear rights
Declare
Track
Audit
Archive
SUBTOTAL (minutes)
CYCLE TIME
Calendar days required to complete
LABOR COSTS ($)
Chief marketing officer (CMO)
DISTRIBUTE
Marketing manager
15
4
AUTOMATED
Locate
Plan
Confirm
Translate
Regionalize
Validate
Rework
Publish
$22.50 $75 per hour fully burdened rate
$7.50
$22.50 $75 per hour fully burdened rate
$37.50
Agency account supervisor
$33.00
$8.25 $165 per hour billing rate
Agency traffic manager
$22.00
$11.00 $110 per hour billing rate
Blended labor rate
LABOR COSTS SUBTOTAL
MATERIAL COSTS ($)
Order
Version-acquire
Customerize
Decrypt-unlock
Print-play
Process royalties
Warehouse-dispose
ARCHIVE
Query
Analyze
Report
Certify
Journal
Archive
Destroy
$10.00
$8,260
$373 Per review effort
MANUAL AUTOMATED NOTES
$3.00
$0 5 CDs burned by marketing manager at $0.60 per CD
$34.00
$0 4 mailings at $8.50 average corporate rate
Agency billing (ship, process)
$75.00
$0 3 mailings by agency at $25 service fee each
MATERIAL COSTS SUBTOTAL
ANNUAL COSTS ($)
Reviews per year
Annual labor costs
$112.00
$0.00 Per review effort
MANUAL AUTOMATED NOTES
8
8
$66,080
Annual material costs
TOTAL ANNUAL COSTS
ECONOMIC GAINS ($)
$0
$0
$66,976
SAVINGS
$3,024 Given 125 users, 5-year cost recovery model, and $270K system cost
$6,009
PERCENT
$63,095
95.48%
Percent reduction in costs, automated vs. manual
$896
100.00%
Percent reduction in costs, automated vs. manual
Total material cost savings
TOTAL ECONOMIC GAIN
INTANGIBLE GAINS
$2,985
$896
Incremental DAM utility cost
Total labor savings
$63,991
VALUE EFFECT
88
Days gained in time-to-market for this content per year
Stakeholder service
30%
More stakeholders served with this content per year
Brand touchpoints
50%
More brand touchpoints fulfilled by this content per year
Brand consistency infractions
85%
Fewer off-brand messages with this content per year
Legal compliance infractions
95%
Fewer compliance infractions related to this content per year
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
GISTICS
$10.00 $100 per hour billing rate
$149.25 Represents proportional hourly rate of team involved
Freight, courier, express mail
Cycle time
38
$25.00 $250 per hour billing rate
$221.25
Physical media (CD/DVD)
CONSUME
Difference based on portion of work completed by each actor
$50.00 $1,000 per hour fully burdened rate
Agency creative director
Agency production assistant
LOCALIZE
Per review effort
$11.25
Project specialist, contractor
Search
View
Download
Render
Encrypt
Collection
Package
Promote
Time required to complete and distribute ONE collection
MANUAL
$100.00
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
executive white paper
How can a media services platform save $123,309 and 111 timeto-market days in location of images, artwork, and style guides, a typical design activity
of the marcom supply chain?
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
MARCOM ASSET
LIFECYCLE MODEL
Marketing manager locates and collects images, artwork, logos, copy, and style guides and
delivers to agency for use in developing a new collateral piece.
IDEATE
LABOR TASKS (minutes)
Research
Conceptualization
Specify
Quantify
Validate
Propose
Plan
Review
Rewrite
Authorize
MANUAL AUTOMATED
Locate source file candidates
240
15
Find images on network and in vendor asset stores; engage colleagues and vendors for assistance DAM search by keywords,
product, and owner allows rapid access
Identify correct files to distribute
120
10
Copy files to workstation and review files; diverse formats may
require assistance of production personnel DAM thumbnails, previews,
and metadata provide immediate identification
Retrieve, format, and verify files
240
0
Format files to appropriate standards; may require assistance from
production personnel Universal DAM access and system-based rendering avoid necessity of downloading and formatting files
Package files for delivery
120
3
Draft identification and descriptive notes; burn CDs DAM system
allows files to be tagged as members of user-defined collections
while preserving unique identifiers
Deliver files to agency
60
5
Burn, package, label, and address CDs for delivery to agency DAM
system messages agency staff with link to established collection
Confirm correct files have been
delivered
60
5
Contact agency personnel via email and/or phone to confirm correct
files have been delivered DAM system allows agency personnel to
quickly review and message sender with acceptance/confirmation
180
20
Inappropriate source materials, identification, poor version control
1020
58
Time required to locate and distribute one set of images
2
0.15
Per one set of assets
MANUAL
AUTOMATED
CREATE
Compose
Design
License
Notify
Retrieve
Review
Annotate
Approve
MANAGE
Upload
Ingest
Catalog
Store
Clear rights
Declare
Track
Audit
Archive
DISTRIBUTE
Search
View
Download
Render
Encrypt
Collection
Package
Promote
LOCALIZE
Locate
Plan
Confirm
Translate
Regionalize
Validate
Rework
Publish
CONSUME
Order
Version-acquire
Customerize
Decrypt-unlock
Print-play
Process royalties
Warehouse-dispose
ARCHIVE
Query
Analyze
Report
Certify
Journal
Archive
Destroy
Reworks due to errors
SUBTOTAL (minutes)
CYCLE TIME)
Calendar days required to complete
LABOR COSTS ($)
Marketing manager
Difference based on portion of work completed by each actor
$33.75
$48.75 $75 per hour fully burdened rate
Shipping personnel/admin
$6.00
$0.00 $60 per hour fully burdened rate
Agency account supervisor
$16.50
$0.00 $165 per hour billing rate
Agency traffic manager
$11.00
$11.00 $110 per hour billing rate
Agency designer
Blended labor rate
LABOR COSTS SUBTOTAL
MATERIAL COSTS ($)
$43.75
MATERIAL COSTS SUBTOTAL
ANNUAL COSTS ($)
Image distributions per year
Annual labor costs
Annual material costs
$1.20
Total labor savings
$0 2 CDs burned by marketing manager at $0.60 per CD
$17.00
$0 2 mailings at $8.50 average corporate rate
$18.20
$0 Per one set of assets
MANUAL AUTOMATED NOTES
60
60
$113,220
$6,003
$1,092
Incremental DAM utility cost
TOTAL ANNUAL COSTS
ECONOMIC GAINS ($)
$103.50 Represents proportional hourly rate of team involved
$1,887
$100 Per one set of assets
MANUAL AUTOMATED NOTES
Physical media (CD/DVD)
Freight, courier, express mail
$43.75 $175 per hour billing rate
$111.00
$0
$0
$114,312
SAVINGS
$2,160 Given 125 users, 5-year cost recovery model, and $270K system cost
$8,163
PERCENT
$107,217
94.70%
Percent reduction in costs, automated vs. manual
Total material cost savings
$1,092
100.00%
Percent reduction in costs, automated vs. manual
Re-creation costs avoided
$15,000
TOTAL ECONOMIC GAIN
INTANGIBLE GAINS
5% asset loss requiring re-creation of content at $5,000 each
$123,309
VALUE EFFECT
Cycle time
111
Days gained in time-to-market for this content per year
Stakeholder service
30%
More stakeholders served with this content per year
Brand touchpoints
20%
More brand touchpoints fulfilled by this content per year
Brand consistency infractions
80%
Fewer off-brand messages with this content per year
Legal compliance infractions
15%
Fewer compliance infractions related to this content per year
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
SERIE S//MANAGEMENT ADVISORY
NOTES
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
GISTICS
39
How can a media services platform save $96,595 and 192 time-
to-market days in acquiring digital rights clearances, a typical management activity of the
marcom supply chain?
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
MARCOM ASSET
LIFECYCLE MODEL
IDEATE
Research
Conceptualization
Specify
Quantify
Validate
Propose
Plan
Review
Rewrite
Authorize
CREATE
Compose
Design
License
Notify
Retrieve
Review
Annotate
Approve
MANAGE
Upload
Ingest
Catalog
Store
Clear rights
Declare
Track
Audit
Archive
Rights specialist reviews global publicity launch kit and third-party promotional piece for
digital rights clearances to acquire approval for distribution to regional marketing teams.
LABOR TASKS (minutes) MANUAL AUTOMATED NOTES
Locate launch kit files to review
200
15
Locate launch kit assets on network and PCs; engage marketing
managers for assistance DAM search by product and campaign
provides direct access to kit and all its contents
Inspect files and identify all potential
rights issues to investigate
315
45
List all potential rights issues to investigate for each file DAM system
indicates all existing rights; only unspecified need further research
Research and clear photographer rights
180
20
Locate photographer’s contracts; engage marketing and legal for
assistance Existing rights defined in DAM or links to electronic
contract provided by system
Research and clear image owner
copyrights
180
10
Locate image contracts; engage legal for assistance Existing rights
defined in DAM or links to electronic contract provided by system
Research and clear artwork rights
180
15
Locate artwork contracts; engage marketing and legal for assistance
Existing rights defined in DAM or links to electronic contract
provided by system
Research and clear text claims,
disclaimers, guarantees, and warranties
350
40
Locate marketing documentation; engage legal Existing approvals
defined in DAM or links to marketing documents provided by system
Research and clear third-party
statements, research, quotes, and
testimonials
515
60
Locate third-party agreements; engage legal for assistance Existing
approvals defined in DAM or links to electronic agreements provided
by system
Finalize kit as cleared and approved for
global distribution
290
10
Message all parties involved, referencing in detail which assets
are cleared, via email, phone, meetings, and asset markup DAM
system allows entire collection to be tagged as approved for global
distribution, eliminating any further research at local levels
480
0
Incorrectly identified files, contract versions, etc.
2690
215
Time required to complete review of one kit
Reworks due to errors
DISTRIBUTE
Search
View
Download
Render
Encrypt
Collection
Package
Promote
SUBTOTAL (minutes)
CYCLE TIME
Calendar days required to complete
LABOR COSTS ($)
Rights specialist
Marketing manager
Product manager
LOCALIZE
Legal admin
Locate
Plan
Confirm
Translate
Regionalize
Validate
Rework
Publish
Order
Version-acquire
Customerize
Decrypt-unlock
Print-play
Process royalties
Warehouse-dispose
ARCHIVE
$56.25 $75 per hour fully burdened rate
$7.50
$6.00 $75 per hour fully burdened rate
$22.50
$0.00 $150 per hour fully burdened rate
$3.25 $65 per hour fully burdened rate
$10.00 $500 per hour fully burdened rate
Agency account supervisor
$11.00
Agency rights manager
$17.50
LABOR COSTS SUBTOTAL
MATERIAL COSTS ($)
Physical media (CD/DVD)
Freight, courier, express mail
MATERIAL COSTS SUBTOTAL
ANNUAL COSTS ($)
Launch kit reviews per year
Annual material costs
TOTAL ANNUAL COSTS
ECONOMIC GAINS ($)
Total labor savings
TOTAL ECONOMIC GAIN
INTANGIBLE GAINS
$5.50 $110 per hour billing rate
$8.75 $175 per hour billing rate
$140.75
$89.75 Represents proportional hourly rate of team involved
$6,310
$322 Per one launch kit
MANUAL AUTOMATED NOTES
$6.00
$0 10 CDs burned by rights specialist at $0.60 per CD
$42.50
$0 5 mailings at $8.50 average corporate rate
$48.50
$0 Per one launch kit
MANUAL AUTOMATED NOTES
16
16
$100,965
$5,146
$776
Incremental DAM utility cost
$0
$0
$101,741
SAVINGS
$3,024 Given 125 users, 5-year cost recovery model, and $270K system cost
$8,170
PERCENT
$95,819
94.90%
Percent reduction in costs, automated vs. manual
$776
100.00%
Percent reduction in costs, automated vs. manual
$96,595
VALUE EFFECT
Cycle time
192
Days gained in time-to-market for this content per year
Stakeholder service
50%
More stakeholders served with this content per year
Brand touchpoints
40%
More brand touchpoints fulfilled by this content per year
Brand consistency infractions
25%
Fewer off-brand messages with this content per year
Legal compliance infractions
90%
Fewer compliance infractions related to this content per year
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
GISTICS
Difference based on portion of work completed by each actor
$22.50
$50.00
Total material cost savings
40
Per one launch kit
Legal counsel
Annual labor costs
Query
Analyze
Report
Certify
Journal
Archive
Destroy
3
AUTOMATED
$9.75
Blended labor rate
CONSUME
15
MANUAL
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
executive white paper
How can a media services platform save $123,253 and 138 timeto-market days in sourcing a rights-cleared image for a point-of-purchase display?
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
MARCOM ASSET
LIFECYCLE MODEL
IDEATE
Research
Conceptualization
Specify
Quantify
Validate
Propose
Plan
Review
Rewrite
Authorize
CREATE
Compose
Design
License
Notify
Retrieve
Review
Annotate
Approve
MANAGE
Upload
Ingest
Catalog
Store
Clear rights
Declare
Track
Audit
Archive
DISTRIBUTE
Search
View
Download
Render
Encrypt
Collection
Package
Promote
LOCALIZE
Locate
Plan
Confirm
Translate
Regionalize
Validate
Rework
Publish
CONSUME
Order
Version-acquire
Customerize
Decrypt-unlock
Print-play
Process royalties
Warehouse-dispose
ARCHIVE
Query
Analyze
Report
Certify
Journal
Archive
Destroy
Agency production specialist locates source image candidates for use in a new product-oriented point-of-purchase piece and acquires approval for the use of one image candidate.
LABOR TASKS (minutes)
MANUAL
AUTOMATED
Search for correct source image file
215
20
Identify correct version of image
240
5
Retrieve and format file
240
15
Generate mock up POP design layouts
using selected candidate images
120
20
Distribute for review and approval by
marketing manager
30
5
Confirm approval by marketing
manager
60
5
Reworks due to errors
SUBTOTAL (minutes)
CYCLE TIME
Calendar days required to complete
LABOR COSTS ($)
180
0
Find assets on agency network and acquire candidates from client
sources DAM search by keywords, brand, and file type reveals
suitable candidates
Copy to files workstation and review; each file must be checked to
ensure it is up to date and meets messaging and publishing criteria
DAM thumbnails, previews, and metadata provide immediate
determination of suitability, permitting pre approvals, standards
compliance, and version control
Process and format files to appropriate standards; sources may
vary, requiring unique operations for each file DAM provides
system-based rendering, and all source assets conform to the same
base standard, allowing batch processing
Place each image in layout template - Place best image in single
layout; submit layout and images to DAM
Email multiple PDF design mockups to marketing manager Group
newly submitted design mock up and other image candidates as a
collection in the DAM, providing marketing manager a link to DAM
Acquire approval via email and/or phone; multiple requests may be
necessary Approval need only view collection in DAM, then tag an
asset as approved
Inappropriate source materials, poor search pool
1085
70
Time required to complete and distribute one set of mockups
3
0.25
Per one set of mockups
MANUAL
AUTOMATED
Marketing manager
Difference based on portion of work completed by each actor
$11.25
$7.50
$75 per hour fully-burdened rate
$6.00
$0.00
$60 per hour fully-burdened rate
Agency designer
$87.50
$70.00
$175 per hour billing rate
Agency production assistant
$15.00
$45.00
$100 per hour billing rate
Agency traffic manager
$11.00
$5.50
$110 per hour billing rate
$130.75
$128.00
Marketing group admin
Blended labor rate
LABOR COSTS SUBTOTAL
ANNUAL COSTS ($)
Sets of mockups per year
Annual labor costs
$2,364
MANUAL
50
TOTAL ANNUAL COSTS
ECONOMIC GAINS ($)
Total labor savings
Re-creation costs avoided
TOTAL ECONOMIC GAIN
INTANGIBLE GAINS
50
$7,467
$0
$2,160
$118,220
SAVINGS
$9,627
PERCENT
Incremental DAM utility cost
Represents proportional hourly rate of team involved
$149 Per one set of mockups
AUTOMATED NOTES
$118,220
$110,753
93.68%
$12,500
Given 125 users, 5-year cost recovery model, and $270K system
cost
Percent reduction in costs, automated vs. manual
5% asset loss requiring re-creation of content at $5,000 each
$123,253
VALUE
EFFECT
Cycle time
138
Days gained in time-to-market for this content per year
Stakeholder service
40%
More stakeholders served with this content per year
Brand touchpoints
35%
More brand touchpoints fulfilled by this content per year
Brand consistency infractions
40%
Fewer off-brand messages with this content per year
Legal compliance infractions
25%
Fewer compliance infractions related to this content per year
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
SERIE S//MANAGEMENT ADVISORY
NOTES
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
GISTICS
41
How can a media services platform save $75,688 and 420 time-tomarket days in acquiring needed approvals at both the local and global levels?
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
MARCOM ASSET
LIFECYCLE MODEL
IDEATE
Research
Conceptualization
Specify
Quantify
Validate
Propose
Plan
Review
Rewrite
Authorize
CREATE
Compose
Design
License
Notify
Retrieve
Review
Annotate
Approve
MANAGE
Upload
Ingest
Catalog
Store
Clear rights
Declare
Track
Audit
Archive
Regional publication coordinator aggregates and internationalizes content for a product brochure and acquires the required approvals at both the local and global levels before proceeding with publication production and publishing.
LABOR TASKS (minutes)
Aggregate and implement translated
copy, localized imagery, and edits from
legal and regulatory review teams
Conduct global brand review of complete localized publication content
35
Reworks due to errors
190
0
Incorrectly identified files, version control, etc.
SUBTOTAL (minutes)
CYCLE TIME
690
65
$11.25 $75 per hour fully-burdened rate
$15.00 $150 per hour fully-burdened rate
Global brand manager
$26.00
Agency account supervisor
$11.00
$16.50 $110 per hour billing rate
$30.00
$15.00 $150 per hour billing rate
GISTICS
$6.50 $130 per hour fully-burdened rate
$118.50
$93.50 Represents proportional hourly rate of team involved
$1,363
$101 Per internationalized product brochure
MANUAL AUTOMATED NOTES
Product brochures per year
60
Annual labor costs
$81,765
$6,078
$81,765
SAVINGS
$6,078
PERCENT
TOTAL ECONOMIC GAIN
INTANGIBLE GAINS
$75,688
60
92.57%
Percent reduction in costs, automated vs. manual
$75,688
VALUE EFFECT
Cycle time
420
Days gained in time to market for this content per year
Stakeholder service
75%
More stakeholders served with this content per year
Brand touchpoints
80%
More brand touchpoints fulfilled by this content per year
Brand consistency infractions
75%
Fewer off-brand messages with this content per year
Legal compliance infractions
90%
Fewer compliance infractions related to this content per year
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
42
Difference based on portion of work completed by each actor
$15.00
$29.25 $65 per hour fully-burdened rate
Total labor savings
Query
Analyze
Report
Certify
Journal
Archive
Destroy
Per internationalized product brochure
$6.50
TOTAL ANNUAL COSTS
ECONOMIC GAINS ($)
ARCHIVE
3
AUTOMATED
$30.00
LABOR COSTS SUBTOTAL
ANNUAL COSTS ($)
Order
Version-acquire
Customerize
Decrypt-unlock
Print-play
Process royalties
Warehouse-dispose
10
Local legal counsel
Blended labor rate
CONSUME
Time required to complete review of one kit
MANUAL
Local publication coordinator
Agency assembly and production
Locate
Plan
Confirm
Translate
Regionalize
Validate
Rework
Publish
10
Generate derivative of draft layout and downsample for electronic
distribution to review teams (PDF)
Message global brand approvers with link to DAM collection containing draft content and automatically generated and version-controlled
derivative files (PDFs)
110
Global campaign content support
LOCALIZE
150
20
Collect content produced by localization vendor and review teams;
execute replacements and changes in draft publication layout
Translation and review work conducted on independent components
managed by DAM; components remain in source format, separate
files
Edit draft layout to incorporate review changes; may require reworks
for copy fitting or imagery replacements
Implement review edits to independent files, then place in final
layout; ensures source components remain up to date and tagged
as approved
LABOR COSTS ($)
Search
View
Download
Render
Encrypt
Collection
Package
Promote
240
AUTOMATED NOTES
Apply edits from global brand review,
lock publication for final publishing,
and update source elements to capture
review modifications
Calendar days required to complete
DISTRIBUTE
MANUAL
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
executive white paper
How can a media services platform save $65,379 and 255 timeto-market days in updating a product brochure to reach six local markets?
Business Case for
On-Demand DAM and
Media Services in Global
Marketing Operations
GlobalMediaServices.1.3 ©2009 GISTICS All rights reserved
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
MARCOM ASSET
LIFECYCLE MODEL
IDEATE
Research
Conceptualization
Specify
Quantify
Validate
Propose
Plan
Review
Rewrite
Authorize
CREATE
Compose
Design
License
Notify
Retrieve
Review
Annotate
Approve
MANAGE
Upload
Ingest
Catalog
Store
Clear rights
Declare
Track
Audit
Archive
DISTRIBUTE
Search
View
Download
Render
Encrypt
Collection
Package
Promote
LOCALIZE
Locate
Plan
Confirm
Translate
Regionalize
Validate
Rework
Publish
CONSUME
Order
Version-acquire
Customerize
Decrypt-unlock
Print-play
Process royalties
Warehouse-dispose
ARCHIVE
Query
Analyze
Report
Certify
Journal
Archive
Destroy
Regional publication coordinator updates existing publication content to meet new global
publication design standards for a product brochure; applies new design template across six
local markets with unique language, currency, cultural and messaging requirements.
LABOR TASKS (minutes)
MANUAL
AUTOMATED
Acquire new design template and
style guide from global marketing
communications team
90
10
Locate new global master design template; may require assistance
from global teams, even when shared network access is provided
DAM search provides immediate access to files organized into
collections that contain all relevent assets (including style guides)
50
Compare old and new templates to determine element mappings;
attempt to locate localized content for each element (may only exist
in final page layout files and not as independent files)
DAM maintains mappings between elements in old and new layouts
and between master and localized versions of each element
Locate existing content elements that
map to localized versions of elements
used in the new template
600
Generate updated, localized versions
of content elements that satisfy the
new design template
620
80
Re-create localized version of elements where existing versions
are lost or can’t be efficiently segmented from final form finished
publications
DAM maintains mappings between elements and translation
memory allows efficient modification of copy where one-to-one
mappings don’t exist
Aggregate and implement updated
content elements into separate
publication packages for each local
market
340
15
Aggregate and organize elements for review from existing and new
content
DAM tags provide quick updates to both existing and new elements
Acquire approval from global brand
management for each localized
version of the publication in new
design/format
315
20
Prepare, package, and transfer elements to reviewers; generate
review derivatives (PDF)
DAM collections model allows groups of assets to be easily
transferred and routed via hyperlinks and references
Incorrectly identified files, version control, etc.
Reworks due to errors
SUBTOTAL (minutes)
CYCLE TIME
Calendar days required to complete
LABOR COSTS ($)
325
0
2290
175
25
8
MANUAL
AUTOMATED
Time required to complete review of one kit
Per publication design update
Difference based on portion of work completed by each actor
Global brand manager
$32.50
$13.00
$130 per hour fully-burdened rate
Local publication coordinator
$16.25
$42.25
$65 per hour fully-burdened rate
Agency designer
$26.25
$8.75
$175 per hour billing rate
Agency production assistant
$35.00
$14.00
$140 per hour billing rate
Agency traffic manager
$11.00
$11.00
$110 per hour billing rate
$121.00
$89.00
Represents proportional hourly rate of team involved
Blended labor rate
LABOR COSTS SUBTOTAL
ANNUAL COSTS ($)
$4,618
MANUAL
$260 Per internationalized product brochure
AUTOMATED NOTES
Design updates per year
15
Annual labor costs
$69,273
$3,894
$69,273
SAVINGS
$3,894
PERCENT
TOTAL ANNUAL COSTS
ECONOMIC GAINS ($)
Total labor savings
TOTAL ECONOMIC GAIN
INTANGIBLE GAINS
$65,379
15
94.38%
Percent reduction in costs, automated vs. manual
$65,379
VALUE
EFFECT
Cycle time
255
Days gained in time-to-market for this content per year
Stakeholder service
75%
More stakeholders served with this content per year
Brand touchpoints
30%
More brand touchpoints fulfilled by this content per year
Brand consistency infractions
95%
Fewer off-brand messages with this content per year
Legal compliance infractions
80%
Fewer compliance infractions related to this content per year
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
SERIE S//MANAGEMENT ADVISORY
NOTES
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
GISTICS
43
...................
Other white papers available from GISTICS
What differentiates GISTICS as a think tank for market-making?
46
47
ESSENTIAL QUESTIONS ADDRESSED IN THIS SECTION:
PAGE
45
GISTICS
SERIES//MANAGEMENT ADVISORY
A bout G IS TIC S
SECTION VI
...................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Business Case for
On-Demand DAM and Media
Services in Global
Marketing Operations
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
...................
...................
..........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
...................
Thought Leadership...Executed Worldwide
...................
4171 Piedmont Avenue, Suite #210
Oakland, CA 94611 USA
Tel +1.510.450.9999
Fax +1.510.450.0954
[email protected]
www.gistics.com
What differentiates GISTICS as a think tank
for market-making?
S
FOR
Growth-oriented providers of new technologies or disruptive innovations
WHO NEED
More effective ways to create sales in early-stage markets or
disrupted segments within established markets
WHO ACCEPT
That new technologies or disruptive innovations confuse or frighten most
potential buyers, leading to long sales cycles with low sales conversion rates
WHO KNOW
That traditional marketing and business development practices
constitute an ineffective way to find early adopters
WHO WANT
To establish a new market category for their products, services, or platforms
GISTICS
Provides the unique capabilities of a digital think tank for market-making,
DEVELOPING
The strategic business case and investment analyses that justify
buying decisions in early-stage market niches
DEFINING
The problem-determination methods for a buying organization
ATTRACTING
The prospective early adopters and solution providers of
new technologies or disruptive innovations
USING
Rich media (live or prerecorded Webcast presentations or screencast
demonstrations), social networks (user-generated content of blogs, discussions,
podcasts, Webcasts, uploaded videos, etc.), and a robust digital platform.
CLIENTS
Partnering with GISTICS, benefit from
• Breakthrough strategies for market making
• Thought-leadership white papers and Webcasts
• Executive insight portals and master-practitioner teleconferences
• Trusted introductions to key market makers: advanced project directors,
IT project managers, independent consultants, and small solution providers
UNLIKE
Research firms such as Gartner, Forrester, or Frost & Sullivan who define the basic ideas
of a new market category, develop shallow business cases for disruptive new technologies,
and recommend the use of traditional marketing and business development practices
OR UNLIKE
High-tech marketing consultancies such as the Chasm Group who edit their client’s
big-picture strategies, define strategic messaging frameworks, and recommend
(but do not implement) go-to-market strategies consisting of one-off tactical
programs and an ineffective mix of traditional and guerilla marketing practices
OR UNLIKE
Promotion and marketing-service firms who supplement the client’s business
development with strategic messaging, Web site makeovers, direct mail
and newsletters, and other marketing communications activities
ONLY GISTICS
Maximizes sales for new technologies or disruptive innovations in early-stage markets
or disrupted segments of established markets, using structured, scalable, and flexible
programs to meet or exceed client criteria for value, satisfaction, and quality.
OUTED
ATEGORIES
MARKET INFRASTRUCTURE
Academic Papers/
Blogs
100%
nd
s
0%
Demonstrated
Feasibility
Proven
Business Value
Consultants/
Integrators
Established
Solutions
Market-making
T h i n k Ta n k
{
Cumulative Adoption
ms
Newsletters/
Conferences
Trade Pubs/
Business Press
Commodities
Financial
Analysts
Aftermarket
Replacements
Adoption
Curve
AdoptionCurve.E.1.0 ©2007 GISTICS, All rights reserved.
Researcher Early Adopter
Pragmatist
Conservative
Laggard
...................
ECONOMIC ACTORS
........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
...................
Thought Leadership...Executed Worldwide
...................
4171 Piedmont Avenue, Suite #210
Oakland, CA 94611 USA
Tel +1.510.450.9999
Fax +1.510.450.0954
[email protected]
www.gistics.com
GISTICS Incorporated
4171 Piedmont Avenue, Suite 210
Oakland, CA 94611 USA
www.gistics.com
+1.610.450.9999 tel
+1.610.450.0954 fax
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................
....................................................................................................................................................................................................................................................................................................................................................................................................................................................................