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3 steps to superpower your DAM system

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3 steps to superpower your DAM system

A digital asset management (DAM) system is a must have for marketing organizations. They can accelerate time to market, cut the work it takes to find the right content and get it approved, while providing a single source of truth and brand messaging.

That’s the promise, but the reality frequently falls far short. Don’t despair. Michelle Tackabery, digital asset management specialist at Oneida Nation Enterprises, has three simple things you can do to superpower your DAM.

1: Capture workflow processes

Tackabery defines workflow processes as, “What you do and how you do it and what steps have to happen in what order to keep all the plates and all your various projects spinning without dropping on someone’s head.”

Why capture them?

Digital asset management is a process whereby assets are ingested into a digital platform or tool. Then metadata is added to the assets, as are user rights and permission related to the assets.

“If you don’t capture how, what, when and where your team is creating marketing assets your DAM solution is not really digital asset management,”  said Tackabery, speaking at The MarTech Conference. “It might as well be a folder on a server, a file cabinet in the hall or a closet full of unused merch. It’s not doing anybody any good.”

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But there is an easy way to capture all that, including what has to happen when and what stuff will stop if certain stuff doesn’t happen by a certain time. 

Dig deeper: We’re implementing DAM! Where do I start?

“All you need to start documenting how things get done is a Word document or an Excel spreadsheet or a PowerPoint deck,” said Tackabery. “If you don’t use Microsoft you can find images online of blank charts and print them out.”

There’s a feature in Microsoft Office called SmartArt that will get you the diagram you need. To get it:

  1. Open a blank document 
  2. Go to the insert menu
  3. Select the Smart Art icon 
  4. In the pop-up window click on ‘process’ option. 

That will show you a huge number of different graphics for capturing processes.

“The one I think that works well is the gear list,” she said. “I like the gears because they demonstrate how many moving parts are going on in a marketing project. Gears rotate in multiple directions and great project managers can keep them going in time to get the entire project completed.”

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Then you go around to each stakeholder and ask them what they do when creating or utilizing content, putting it all into the graphic you’ve chosen. An essential part of that is capturing all the dependencies – the things that must happen for the project to go forward.

Tackabery said there are only a few things you need to ask to get this information: 

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  • Describe a project that almost didn’t happen. 
  • What was the first thing that held it up? 

Once you have all the information, make a process flow template out of each one for every type of project you deal with. This translates the gears sheets into step-by-step flowcharts that you will need to give to your DAM workflow specialist. 

“The good thing about these workflows,” said Tackabery, “is you can also use them to [show] to the larger organization, especially executives, what your team does and how it does it. 

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These workflows will be used by your DAM team to apply workflow rules both in the DAM and any tools you attach on top of it. As a result, files that go into the DAM will retain all the dependencies, usage rights, licenses, copyrights, permissions, and any other important information. 

Also, the team will be able to use this information to add information to archived assets they migrate into the DAM. That makes them searchable in the ways your marketing team uses them in their work. 

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This will let you control access to the DAM, while still letting others use its content.

You only need to give access to the DAM team and the few super users you may have. Everyone else can access it via tools available either from your DAM provider, from your existing digital media solution or other tools. 

Dig deeper: 6 strategies for using a DAM to manage modular content

“It’s a serious mistake to provide your entire marketing team access to the DAM,” said Tackabery. “Doing so treats the DAM like your existing servers and hard drives. Users are likely to treat the DAM just like a folder where they can create their own folders and files, recreating the process, processes and problems that brought you to the DAM in the first place.”

A DAM is first and foremost a content library and archive. DAM specialists possess expertise in  managing, controlling, and administering assets. People without that expertise shouldn’t be mucking about with the system.

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But they still need to access its contents. Thankfully, because of its AI ready architecture, a DAM is built for integration via APIs and Agile workflows with tools that have existed for quite a while and that you already have.

Some of the tools it can work with are marketing asset managers, sales asset managers, enterprise content management platforms, marketing clouds, intranets, content management software, blogging, social media, and other native platforms that you just log into Via browser, calendaring project, asset managers, search engine indexers, semantic web platforms, supply chain and warehouse management, and your partners’ and suppliers’ tools. 

Not as complicated as it sounds

“So here is how you adopt or adapt any one of those tools to work with your DAM,” said Tackabery. “Ready? Pay attention because this is complicated.”

  1. Inside the setup or preferences section of your DAM is an option called API integration. Get an API key from that application. 
  2. Go into the same setup or preferences section of that other tool and get its API code.
  3. Copy that API key and paste it into the API integration box in your DAM. 
  4. (May be optional) You might have to press enter or submit

“After that you will need to step away from your desk and get a cup of coffee, because that was some hard, hard work,” she said. “Make sure to wipe your brow and look tired when you emerge from your office.”

This lets people  get marketing stuff in whatever app makes the most sense for them. “This little step is going to superpower your DAM. It’s going to make assets appear like magic in many, many places.”

3: Evangelize

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“This is about transforming hearts and minds, and it’s probably the most important step of all,” said Tackabery. “It is in fact the only way you can beat the bad odds that have plagued large scale enterprise software adoption projects for years.”

She believes the major reason enterprise software fails at companies is because nobody asked marketing to sell the projects internally.

“The latest statistics available are pre-pandemic,” she said. “So in 2019, ERP Focus reported that 60 % of enterprise resource Platform adoption projects failed. Worse yet 90% of users reported that their project failed to deliver ROI. That is Horrible. Of those 90%, 95% reported that they only spent 10% or less of their entire budget on education, training and change management. It’s shocking when you find out that failure happens when you fail to do something, isn’t it?”

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Do what marketing is best at

Tackabery said the way to prevent this is using your best marketing people to evangelize your DAM.

“And I mean evangelize. I don’t mean entertain, enlighten, or even enervate. I mean evangelize as in preach, as in convert, as in turn into believers. Because you’re in marketing and that’s what you do every day.  You turn suspects into prospects and then you wake up tomorrow and you do it all again.”

This doesn’t have to be as difficult as it sounds. Each step you’ve taken makes the next steps easier. 

Capturing workflows and putting them into your DAM means you now have statistics showing how great your team is at using your DAM and how much faster projects are getting completed. You can use those to evangelize in executive dashboards, reports, infographics and newsletters. 

With the next step you have enabled the viewing, searching and attaching of assets in tools that others across the company can use. 

“Salesforce executives can find the presentation or logo or picture they need to show Off at Whatever meeting they’re in and not have to track down 12 people and wait four hours for it,” she said. 

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Evangelizing means proving to people the DAM isn’t just another piece of software, it’s something that makes their jobs easier. Once they understand that, they’ll become evangelists.


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About The Author

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Constantine von Hoffman is managing editor of MarTech. A veteran journalist, Con has covered business, finance, marketing and tech for CBSNews.com, Brandweek, CMO, and Inc. He has been city editor of the Boston Herald, news producer at NPR, and has written for Harvard Business Review, Boston Magazine, Sierra, and many other publications. He has also been a professional stand-up comedian, given talks at anime and gaming conventions on everything from My Neighbor Totoro to the history of dice and boardgames, and is author of the magical realist novel John Henry the Revelator. He lives in Boston with his wife, Jennifer, and either too many or too few dogs.

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Battling for Attention in the 2024 Election Year Media Frenzy

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Battling for Attention in the 2024 Election Year Media Frenzy

Battling for Attention in the 2024 Election Year Media Frenzy

As we march closer to the 2024 U.S. presidential election, CMOs and marketing leaders need to prepare for a significant shift in the digital advertising landscape. Election years have always posed unique challenges for advertisers, but the growing dominance of digital media has made the impact more profound than ever before.

In this article, we’ll explore the key factors that will shape the advertising environment in the coming months and provide actionable insights to help you navigate these turbulent waters.

The Digital Battleground

The rise of cord-cutting and the shift towards digital media consumption have fundamentally altered the advertising landscape in recent years. As traditional TV viewership declines, political campaigns have had to adapt their strategies to reach voters where they are spending their time: on digital platforms.

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According to a recent report by eMarketer, the number of cord-cutters in the U.S. is expected to reach 65.1 million by the end of 2023, representing a 6.9% increase from 2022. This trend is projected to continue, with the number of cord-cutters reaching 72.2 million by 2025.

Moreover, a survey conducted by Pew Research Center in 2023 found that 62% of U.S. adults do not have a cable or satellite TV subscription, up from 61% in 2022 and 50% in 2019. This data further underscores the accelerating shift away from traditional TV and towards streaming and digital media platforms.

As these trends continue, political advertisers will have no choice but to follow their audiences to digital channels. In the 2022 midterm elections, digital ad spending by political campaigns reached $1.2 billion, a 50% increase from the 2018 midterms. With the 2024 presidential election on the horizon, this figure is expected to grow exponentially, as campaigns compete for the attention of an increasingly digital-first electorate.

For brands and advertisers, this means that the competition for digital ad space will be fiercer than ever before. As political ad spending continues to migrate to platforms like Meta, YouTube, and connected TV, the cost of advertising will likely surge, making it more challenging for non-political advertisers to reach their target audiences.

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To navigate this complex and constantly evolving landscape, CMOs and their teams will need to be proactive, data-driven, and willing to experiment with new strategies and channels. By staying ahead of the curve and adapting to the changing media consumption habits of their audiences, brands can position themselves for success in the face of the electoral advertising onslaught.

Rising Costs and Limited Inventory

As political advertisers flood the digital market, the cost of advertising is expected to skyrocket. CPMs (cost per thousand impressions) will likely experience a steady climb throughout the year, with significant spikes anticipated in May, as college students come home from school and become more engaged in political conversations, and around major campaign events like presidential debates.

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For media buyers and their teams, this means that the tried-and-true strategies of years past may no longer be sufficient. Brands will need to be nimble, adaptable, and willing to explore new tactics to stay ahead of the game.

Black Friday and Cyber Monday: A Perfect Storm

The challenges of election year advertising will be particularly acute during the critical holiday shopping season. Black Friday and Cyber Monday, which have historically been goldmines for advertisers, will be more expensive and competitive than ever in 2024, as they coincide with the final weeks of the presidential campaign.

To avoid being drowned out by the political noise, brands will need to start planning their holiday campaigns earlier than usual. Building up audiences and crafting compelling creative assets well in advance will be essential to success, as will a willingness to explore alternative channels and tactics. Relying on cold audiences come Q4 will lead to exceptionally high costs that may be detrimental to many businesses.

Navigating the Chaos

While the challenges of election year advertising can seem daunting, there are steps that media buyers and their teams can take to mitigate the impact and even thrive in this environment. Here are a few key strategies to keep in mind:

Start early and plan for contingencies: Begin planning your Q3 and Q4 campaigns as early as possible, with a focus on building up your target audiences and developing a robust library of creative assets.

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Be sure to build in contingency budgets to account for potential cost increases, and be prepared to pivot your strategy as the landscape evolves.

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Embrace alternative channels: Consider diversifying your media mix to include channels that may be less impacted by political ad spending, such as influencer marketing, podcast advertising, or sponsored content. Investing in owned media channels, like email marketing and mobile apps, can also provide a direct line to your customers without the need to compete for ad space.

Owned channels will be more important than ever. Use cheaper months leading up to the election to build your email lists and existing customer base so that your BF/CM can leverage your owned channels and warm audiences.

Craft compelling, shareable content: In a crowded and noisy advertising environment, creating content that resonates with your target audience will be more important than ever. Focus on developing authentic, engaging content that aligns with your brand values and speaks directly to your customers’ needs and desires.

By tapping into the power of emotional triggers and social proof, you can create content that not only cuts through the clutter but also inspires organic sharing and amplification.

Reflections

The 2024 election year will undoubtedly bring new challenges and complexities to the world of digital advertising. But by staying informed, adaptable, and strategic in your approach, you can navigate this landscape successfully and even find new opportunities for growth and engagement.

As a media buyer or agnecy, your role in steering your brand through these uncharted waters will be critical. By starting your planning early, embracing alternative channels and tactics, and focusing on creating authentic, resonant content, you can not only survive but thrive in the face of election year disruptions.

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So while the road ahead may be uncertain, one thing is clear: the brands that approach this challenge with creativity, agility, and a steadfast commitment to their customers will be the ones that emerge stronger on the other side.


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Tinuiti Marketing Analytics Recognized by Forrester

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Tinuiti Marketing Analytics Recognized by Forrester

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By Tinuiti Team

Rapid Media Mix Modeling and Proprietary Tech Transform Brand Performance

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Tinuiti, the largest independent full-funnel performance marketing agency, has been included in a recent Forrester Research report titled, “The Marketing Analytics Landscape, Q2 2024.” This report comprehensively overviews marketing analytics markets, use cases, and capabilities. B2C marketing leaders can use this research by Principal Analyst Tina Moffett to understand the intersection of marketing analytics capabilities and use cases to determine the vendor or service provider best positioned for their analytics and insights needs. Moffett describes the top marketing analytics markets as advertising agencies, marketing dashboards and business intelligence tools, marketing measurement and optimization platforms and service providers, and media analytics tools.

As an advertising agency, we believe Tinuiti is uniquely positioned to manage advertising campaigns for brands including buying, targeting, and measurement. Our proprietary measurement technology, Bliss Point by Tinuiti, allows us to measure the optimal level of investment to maximize impact and efficiency. According to the Forrester report, “only 30% of B2C marketing decision-makers say their organization uses marketing or media mix modeling (MMM),” so having a partner that knows, embraces, and utilizes MMM is important. As Tina astutely explains, data-driven agencies have amplified their marketing analytics competencies with data science expertise; and proprietary tools; and tailored their marketing analytics techniques based on industry, business, and data challenges. 

Our Rapid Media Mix Modeling sets a new standard in the market with its exceptional speed, precision, and transparency. Our patented tech includes Rapid Media Mix Modeling, Always-on Incrementality, Brand Equity, Creative Insights, and Forecasting – it will get you to your Marketing Bliss Point in each channel, across your entire media mix, and your overall brand performance. 

As a marketing leader you may ask yourself: 

  • How much of our marketing budget should we allocate to driving store traffic versus e-commerce traffic?
  • How should we allocate our budget by channel to generate the most traffic and revenue possible?
  • How many customers did we acquire in a specific region with our media spend?
  • What is the impact of seasonality on our media mix?
  • How should we adjust our budget accordingly?
  • What is the optimal marketing channel mix to maximize brand awareness? 

These are just a few of the questions that Bliss Point by Tinuiti can help you answer.

Learn more about our customer-obsessed, product-enabled, and fully integrated approach and how we’ve helped fuel full-funnel outcomes for the world’s most digital-forward brands like Poppi & Toms.

The Landscape report is available online to Forrester customers or for purchase here

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Ecommerce evolution: Blurring the lines between B2B and B2C

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Ecommerce evolution: Blurring the lines between B2B and B2C

Understanding convergence 

B2B and B2C ecommerce are two distinct models of online selling. B2B ecommerce is between businesses, such as wholesalers, distributors, and manufacturers. B2C ecommerce refers to transactions between businesses like retailers and consumer brands, directly to individual shoppers. 

However, in recent years, the boundaries between these two models have started to fade. This is known as the convergence between B2B and B2C ecommerce and how they are becoming more similar and integrated. 

Source: White Paper: The evolution of the B2B Consumer Buyer (ClientPoint, Jan 2024)

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What’s driving this change? 

Ever increasing customer expectations  

Customers today expect the same level of convenience, speed, and personalization in their B2B transactions as they do in their B2C interactions. B2B buyers are increasingly influenced by their B2C experiences. They want research, compare, and purchase products online, seamlessly transitioning between devices and channels.  They also prefer to research and purchase online, using multiple devices and channels.

Forrester, 68% of buyers prefer to research on their own, online . Customers today expect the same level of convenience, speed, and personalization in their B2B transactions as they do in their B2C interactions. B2B buyers are increasingly influenced by their B2C experiences. They want research, compare, and purchase products online, seamlessly transitioning between devices and channels.  They also prefer to research and purchase online, using multiple devices and channels

Technology and omnichannel strategies

Technology enables B2B and B2C ecommerce platforms to offer more features and functionalities, such as mobile optimization, chatbots, AI, and augmented reality. Omnichannel strategies allow B2B and B2C ecommerce businesses to provide a seamless and consistent customer experience across different touchpoints, such as websites, social media, email, and physical stores. 

However, with every great leap forward comes its own set of challenges. The convergence of B2B and B2C markets means increased competition.  Businesses now not only have to compete with their traditional rivals, but also with new entrants and disruptors from different sectors. For example, Amazon Business, a B2B ecommerce platform, has become a major threat to many B2B ecommerce businesses, as it offers a wide range of products, low prices, and fast delivery

“Amazon Business has proven that B2B ecommerce can leverage popular B2C-like functionality” argues Joe Albrecht, CEO / Managing Partner, Xngage. . With features like Subscribe-and-Save (auto-replenishment), one-click buying, and curated assortments by job role or work location, they make it easy for B2B buyers to go to their website and never leave. Plus, with exceptional customer service and promotional incentives like Amazon Business Prime Days, they have created a reinforcing loyalty loop.

And yet, according to Barron’s, Amazon Business is only expected to capture 1.5% of the $5.7 Trillion addressable business market by 2025. If other B2B companies can truly become digital-first organizations, they can compete and win in this fragmented space, too.” 

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If other B2B companies can truly become digital-first organizations, they can also compete and win in this fragmented space

Joe Albrecht
CEO/Managing Partner, XNGAGE

Increasing complexity 

Another challenge is the increased complexity and cost of managing a converging ecommerce business. Businesses have to deal with different customer segments, requirements, and expectations, which may require different strategies, processes, and systems. For instance, B2B ecommerce businesses may have to handle more complex transactions, such as bulk orders, contract negotiations, and invoicing, while B2C ecommerce businesses may have to handle more customer service, returns, and loyalty programs. Moreover, B2B and B2C ecommerce businesses must invest in technology and infrastructure to support their convergence efforts, which may increase their operational and maintenance costs. 

How to win

Here are a few ways companies can get ahead of the game:

Adopt B2C-like features in B2B platforms

User-friendly design, easy navigation, product reviews, personalization, recommendations, and ratings can help B2B ecommerce businesses to attract and retain more customers, as well as to increase their conversion and retention rates.  

According to McKinsey, ecommerce businesses that offer B2C-like features like personalization can increase their revenues by 15% and reduce their costs by 20%. You can do this through personalization of your website with tools like Product Recommendations that help suggest related products to increase sales. 

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Focus on personalization and customer experience

B2B and B2C ecommerce businesses need to understand their customers’ needs, preferences, and behaviors, and tailor their offerings and interactions accordingly. Personalization and customer experience can help B2B and B2C ecommerce businesses to increase customer satisfaction, loyalty, and advocacy, as well as to improve their brand reputation and competitive advantage. According to a Salesforce report, 88% of customers say that the experience a company provides is as important as its products or services.

Related: Redefining personalization for B2B commerce

Market based on customer insights

Data and analytics can help B2B and B2C ecommerce businesses to gain insights into their customers, markets, competitors, and performance, and to optimize their strategies and operations accordingly. Data and analytics can also help B2B and B2C ecommerce businesses to identify new opportunities, trends, and innovations, and to anticipate and respond to customer needs and expectations. According to McKinsey, data-driven organizations are 23 times more likely to acquire customers, six times more likely to retain customers, and 19 times more likely to be profitable. 

What’s next? 

The convergence of B2B and B2C ecommerce is not a temporary phenomenon, but a long-term trend that will continue to shape the future of ecommerce. According to Statista, the global B2B ecommerce market is expected to reach $20.9 trillion by 2027, surpassing the B2C ecommerce market, which is expected to reach $10.5 trillion by 2027. Moreover, the report predicts that the convergence of B2B and B2C ecommerce will create new business models, such as B2B2C, B2A (business to anyone), and C2B (consumer to business). 

Therefore, B2B and B2C ecommerce businesses need to prepare for the converging ecommerce landscape and take advantage of the opportunities and challenges it presents. Here are some recommendations for B2B and B2C ecommerce businesses to navigate the converging landscape: 

  • Conduct a thorough analysis of your customers, competitors, and market, and identify the gaps and opportunities for convergence. 
  • Develop a clear vision and strategy for convergence, and align your goals, objectives, and metrics with it. 
  • Invest in technology and infrastructure that can support your convergence efforts, such as cloud, mobile, AI, and omnichannel platforms. 
  • Implement B2C-like features in your B2B platforms, and vice versa, to enhance your customer experience and satisfaction.
  • Personalize your offerings and interactions with your customers, and provide them with relevant and valuable content and solutions.
  • Leverage data and analytics to optimize your performance and decision making, and to innovate and differentiate your business.
  • Collaborate and partner with other B2B and B2C ecommerce businesses, as well as with other stakeholders, such as suppliers, distributors, and customers, to create value and synergy.
  • Monitor and evaluate your convergence efforts, and adapt and improve them as needed. 

By following these recommendations, B2B and B2C ecommerce businesses can bridge the gap between their models and create a more integrated and seamless ecommerce experience for their customers and themselves. 

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