Tag Archives: ADAM

How the DAM Market is Evolving

Pieter Casneuf, the CEO of ADAM Software, gave the keynote presentations at ADAM’s recent Sync! events held in Ghent and New York City. You can view a recording of Pieter’s presentation at the New York City event here.

In these presentations, Pieter reviewed the evolution of ADAM’s software solutions and announced the upcoming availability of ADAM’s cross-channel campaign management application. Pieter’s presentations dealt specifically with ADAM’s products, but they also generally describe how the DAM market space has evolved over the past decade.

Early digital asset management systems were what might be called “premium file systems.” They provided capabilities that focused on the organization, storage, and retrieval of digital content assets. They typically enabled organizations to use metadata to describe assets, provided relatively robust search functionality, and enabled version tracking and control.

In the first decade of this century, these early DAM systems evolved along three basic dimensions. The evolution didn’t follow a strict chronological order, and of course, not all DAM software providers followed the same path.

One evolutionary development was the addition of business process management capabilities to DAM systems. In fact, ADAM was an industry leader in proving these capabilities. Process management capabilities enable organizations to use their DAM software to manage and/or automate the processes and workflows that are involved in the creation, review, and approval of digital content assets.
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CIO Technology Priorities for 2013

Recent research by Gartner, Inc. shows that the priorities of Chief Information Officers (CIOs) for 2013 are shifting toward customer-oriented and other externally-focused technology initiatives. The Gartner report, Hunting and Harvesting in a Digital World: The 2013 CIO Agenda, was based on a worldwide survey of over 2,000 CIOs working in 36 industries in 41 countries.

Here are the top 10 CIO technology priorities for 2013 identified in the Gartner research:

  1. Analytics and business intelligence
  2. Mobile technologies
  3. Cloud computing (SaaS, IaaS, PaaS)
  4. Collaboration technologies (workflow)
  5. Legacy modernization
  6. IT management
  7. CRM
  8. Virtualization
  9. Security
  10. ERP applications

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Will Shopping Apps Replace Print Catalogs?

A recent article in eMarketer was headlined, “Are Shopping Apps Taking the Role of Catalogs?” The article discussed some of the findings of a December 2012 research study by Adobe . One focus of this research was the attitudes of smartphone and tablet shoppers toward mobile shopping apps. Here’s part of what the research revealed about how mobile shoppers are using shopping apps:

Two of these findings stand out to me. First, about 40% of both smartphone and tablet shoppers indicated that using a shopping app strengthens their connection with a brand. Second, 21% of both smartphone and tablet shoppers said they typically download a shopping app to become familiar with a new brand. These findings clearly show that mobile marketing in general and mobile e-commerce in particular are growing in importance. The second finding indicates that a sizeable percentage of shoppers are using shopping apps for discovery or browsing purposes in addition to actually making purchases. When used in this fashion, shopping apps perform the same basic function as online or print catalogs.

So, are shopping apps destined to replace catalogs, particularly print catalogs? I don’t think so, especially in the near future. For many companies, printed catalogs are still an important part of the marketing communications mix. Research commissioned by the United States Postal Service has shown that catalog recipients are more likely to make a purchase than shoppers who don’t receive them, and catalog recipients typically buy more items and spend more money.

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How Marketing Can Reclaim the Strategic High Ground

Late last year, Marketing Week published a thought-provoking article titled “Death of the CMO?” The article highlighted the views of Dominique Turpin, Nestle professor and president of the International Institute of Management Development in Lausanne, Switzerland.

Professor Turpin says that the chief marketing officer position is no longer tenable because most CMOs are simply executing a communications strategy. As Turpin put it, “The chief executive sets the overall strategy, the research and development and innovation teams design the product, and the chief financial officer determines pricing and departmental budgets.” Professor Turpin argues that the CMO should be replaced by a “chief customer officer” whose primary role would be to listen and communicate the views of customers across the company.

Whether or not you agree with Professor Turpin, it seems clear that many CMOs have a significant credibility problem in the C-suite. In a study by The Fournaise Marketing Group , 80% of CEOs said they don’t really trust marketers, and 64% said they have taken away product and pricing powers from CMOs because those functions are too important for business success to let marketers control them.

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The People You Need for a Successful DAM Initiative

In my last post, I reviewed David Diamond’s new book, DAM Survival Guide . A major strength of this book is that Diamond emphasizes the critical importance of the non-technological aspects of a DAM initiative. In his view, a successful DAM project requires a combination of people with the right knowledge and skills, well-designed business processes, well-conceived business policies, and finally, the right technology tools.

On the people side, Mr. Diamond identifies six positions or roles that are essential for a successful DAM project.

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One DAM Book Worth Reading

The implementation of a digital asset management system is a major undertaking for most organizations. At a minimum, implementing a new DAM system will require many people in your organization to learn to use new technology and probably make at least some changes in how they work. Those individuals who are responsible for leading the DAM initiative have the additional burden of planning and managing the project, selecting the DAM software, and winning the support of both senior executives and prospective users.

There are plenty of resources available to help managers navigate the DAM planning and implementation process, but most of those resources address specific aspects of a DAM project (software features, taxonomy, metadata, etc.). Most don’t provide a “big picture” view of what is needed to make a DAM project successful.

DAM Survival Guide (2012) fills this gap and provides an important and valuable resource for those who are responsible for planning and executing a DAM project. Early in the book, the critical point is made that successfully implementing a digital asset management system involves much more than buying and installing digital asset management software. Throughout the book, the author David Diamond emphasizes that people, processes, and policies are equally important to DAM success.

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Taming the Chaos of Distributed Marketing

Distributed Marketing

In a recent survey by the Aberdeen Group, 67% of respondents said their marketing operates in a distributed marketing environment. By the traditional definition, distributed marketing refers to a marketing model in which both a central corporate marketing department and “local” organizations or business units share authority and responsibility for making marketing decisions and performing marketing activities. The stereotypical example of a distributed marketing organization is a franchise network, but distributed marketing models exist in many kinds of organizations.

The reality is, most large companies, particularly global enterprises, use some form of a distributed marketing model. For example, marketing operations is many multinational companies are highly fragmented. Most global enterprises have regional or national marketing organizations in addition to a central corporate marketing department. These regional and/or local marketing organizations often play a significant role in the creation of marketing content and the execution of marketing programs. They usually hire their own language service providers for translation services, and they may also contract with marketing agencies to create original content or adapt “corporate” content for the local market.

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Bridging the Gaps Between Marketing and the C-Suite

A new research report by the Economist Intelligence Unit (EIU) argues that several serious “disconnects” exist between Chief Marketing Officers (CMOs) and other senior company leaders (CEOs, CFOs, CIOs, etc.). Outside looking in: the CMO struggles to get in sync with the C-suite is based on a global survey of marketing and non-marketing executives from 19 industries in 42 countries, and on in-depth interviews with senior executives from major companies.

The EIU report shows that a significant gap exists between CMOs and the rest of the C-suite regarding marketing’s strategic priorities. EIU asked survey participants to identify marketing’s top priority. The filelink:file0 below shows how both CMOs and non-marketing executives responded

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Agile Marketing?

Chief marketing officers and other senior marketing leaders now recognize that agility has become a critical attribute of successful marketing. The interests, values, and preferences of today’s buyers change rapidly, and marketers must be ready to respond effectively to a competitive environment that is always evolving.

The growing need for more adaptable and responsive marketing has given birth to a new marketing discipline that’s known appropriately as agile marketing . Agile marketing is derived from the discipline of agile software development. It is based on several principles, but the primary focus is on rapid prototyping, small-scale experimentation, and breaking marketing activities into small tasks that can be completed in a relatively short period of time (a week or a few weeks in most cases). The ultimate objective of agile marketing is to make marketing more responsive to a rapidly changing customer and competitive landscape.

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Taking the Pain Out of Review and Approval

Last fall, we announced the release of Teamwork 1.1, the latest version of ADAM’s cross-media annotation, proofing, and approval studio tool. Teamwork is specifically designed to work with all types of rich-media files, including text, images, audio, and video. Therefore, Teamwork provides much-needed support for enterprise marketers who are increasingly required to develop and execute multi-channel, cross-media marketing campaigns and programs.

In many large companies, particularly global enterprises, review and approval processes have become more complex and time consuming. The proliferation of marketing channels and media formats, the growing need to “localize” marketing messages and materials, and the increased use of “content marketing” have caused the volume of content that must be reviewed to grow exponentially.

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