Origins of DAM

PvT: Okay. Talk a little bit about digital asset management and whether or not that’s a feasible way for global organizations to manage their corporate brand identities, photos, and videos—their brand assets?

MM: Sure. Well, just for a little bit of a history on that. My firm invented the term “media asset management” in 1994 in our work with Aldus and MediaStation.

Later in 1996 or so, we expanded the term when we wrote the white paper for Apple Computer as part of their Masters of Media Program—a brilliant industry-wide marketing framework that included Adobe, Agfa, Kodak, Quark, and Xerox conceived and executed by Jeff Martin, then the Director of Marketing for their Advertising, Design, New Media, and Publishing division.

Apple commissioned an executive white paper to make the business case for their line of Apple servers. IBM picked up from there and commissioned another white paper and international roadshow—also to make the case for the IBM Content Manager.

In 1998, my partners and I wrote the first full market report on DAM and continued with the reports until 2002.

In 2001, we began our long-standing partnership with Henry Stewart Events and their DAM Symposium.

In 2003, as the Editor in Chief, I started the Journal of Digital Asset Management—with which I continue today.

Strategic Capability

I say this all as preamble, do I consider digital asset management strategic capability? The short answer is, emphatically, yes. You can’t manage a global brand and a pan-regional marketing operations without some form of DAM. In fact, we have published a series of executive white papers on the subject.

Now DAM has a lot of misinterpretations, or misunderstandings in terms of what it constitutes.

DAM, first and foremost, constitutes business strategy for accelerating operational processes within media, entertainment, and publishing, and marketing content processes within global brands. So it’s reducing cycle time, reducing cost, and having a process that’s far more agile or flexible in adapting to change.

I contrast digital asset management with content management. I used to say somewhat tongue in cheek that content management is really ‘crap management’.

Content management deals with more or less self-descriptive files—documents or Web pages for which you do not need a lot metadata to describe its contents, meanings, semantics associations with other content and, more specifically, who owns the content or images—from where did the editorial or copywritten material come, when does it expire, all that.

Digital asset management, in contrast, deal with non-descriptive files, hence the emphasis on metadata and the systematic reuse and transformation of preexisting digital media files. This entails the creation and management of metadata associated with findability, reuse standards, and permissions or digital rights management.

Now a reusable digital file may represent an image, photograph, or publishing template. Digital assets may include text or product claims used in marketing communications, or video clips, MP3 podcasts, and type fonts, or Flash animation. Or elements that contribute to immersive virtual world experiences 3D and 2D models or primitives.

A digital asset might also include software code assets—scripts and programming—and things like IT service management policies and business rules or software libraries and software objects. Or learning objects or reusable pieces curricula that flow into books, instructional DVDs, or online courseware.

So, digital asset management is really about reuse and creating metadata that give you competitive advantage: Cost reduction, time to market, higher quality, greater process agility, and the ability to maintain transparency or governance across an entire marketing supply chain.

As a business strategy, digital asset management starts with a DAM repository—where you put all those bits—and begins to really payoff with an operational group—a DAM service group—that maintains the integrity of metadata, digital asset files, and user productivity.

This brings us to the current state of the art in DAM:  Managing a supply chain for continuous improvement and reduction of cost, cycle time, defects, and opacity of key business processes.

So, I do not consider digital asset management an option, nor a luxury. Just like you have an email system, you must have a DAM. It’s just not an option.

Global marketing strategy

PvT: Okay. What regional considerations must firms accommodate in their global marketing strategy?

MM: Sure. Let’s start by breaking localization into four geographic mental maps.

First, we have what many call pan-regional marketing area. For example, this typically includes Asia Pacific (also called APAC) or in some cases Indo-Pacific where the mental map falls along the lines of English-speaking areas (which would include India, Australia, and New Zealand) And, EMEA—Europe, Middle East, and Africa as well as Latin America (although my Brazilian clients remind me that Brazilians do not consider themselves as Latin Americans!)

In each of those areas, a global marketing organization has to localize the marketing material, both print and online, across dozens of languages and currencies.

There’s a whole new business eco-system that has begun to emerge around facilitating or driving pan-regional localization of marketing content, as well as services related to the pre-sales and post-sales interactions with customers.

Then, the second geographic mental map address cultural markets with a more or less a unified language and currency, emphasizing the challenges how to maintain a global voice and cultural resonance. From an operational perspective, this emphasizes the integration of traditional and newer marketing processes.

So it’s, if you will, a global brand with local flavors. For example, many Americans make the mistake—I should say many North Americans—make the mistake of translating a piece of collateral or web content into German and consider their work done—that it will work well or good enough in Germany, the German-speaking parts of Switzerland, and Austria. In most cases, it does not work.

You don’t need more than 5 minutes in a conversation in the café in any one of those areas to understand that they are incredibly tribal, and they make hyper-acute discernments about haircuts, shoes, facial expressions, so as to establish you’re part of my tribe or you’re not part of my tribe.

What works in the Southern part of Germany doesn’t work in the Northern part of Germany, and it certainly doesn’t work in Switzerland, and it categorically won’t work in Austria; different metaphors, different visuals, different motifs, and different underlying narratives in terms of what it means to be a consumer and in a relationship with the brand and the tribe of brand users.

The third geographic mental map address mini markets within a country—I’ve already tipped my hand by saying micro-localization within a country.

So, for example, my work with clients in the Netherlands led me to discover the hyper-tribal nature of their local markets. I am astounded just in this tiny little country of the Netherlands, the Dutch remain fiercely tribal with respect to the very southern parts of the Netherlands, such a Einhoven, to the greater Amsterdam area, to the northern parts which are more Flemish as opposed to the more French folks in the southern parts. The Dutch make very, very sharp distinctions about, again, haircuts, clothing styles, inflected speech, manners of metaphors, key words and phrases, that all mark out, oh, you’re not one of us; oh, you are one of us.

Neo-tribalism

You know, Marshall McLuhan was right. All this technology of electronic media cools us down, making us very primal and triabal—what he even called Neo-tribalism. Wow, if he could have only seen instant messaging, SMS, and social networking in action, he would smile with great satisfaction of having understood the root sociology of the Networked Age.

As this relates to marketing, it means that marketing has to become much more tribal too–much more specific to the subcultures and niches within an otherwise unified market.

And finally, we come to the fourth geographic mental map of localization.

It has to do with the newer developments of mass customization, shopper marketing, and remix culture.

Shopper marketing drives the idea of segmentation into the floor plans of individual retailers and shopping malls, specifically drawing upon the very rich practice of database marketing and database analytics.

Shopper marketing takes that same analytic principles to the actual physical footprint of each retail store, specifically asking the question, ‘Who are my most profitable customers?’ and ‘How can we stage products micro-theaters, or ‘design moments’ in interior design-speak that engage with very specific shopper demographics.

Say, for example, a married woman with 3 or more children. Single dad with 1 or 2 kids. Divorced or bachelor male, late 40s. And when these individual demographic or psychographic segments walk into a store, they have certain core needs that you could think of as the basic staples. Then around those staples, shopper marketing details higher margin impulse items that we know appeals to that particular shopper demographic. Imagine that these little stages track to particular local high school or college sporting events.

I see this Whole Foods and WalMart—at both ends of the competitive spectrum.

So as a global brand marketer, you must have brand architecture and promotional content that express the basic narratives and core values of the brand while providing enough flexibility, within a robust framework, that will work at the pan-regional, cultural, in-country, and shopper-marketing levels.

So localization now means getting it right down into the individual store.

For marketing organizations, this means that they must specify and source content in ‘liquid’ form. They must have content that various staffers and partners can mix and match into very unique expressions right down to an individual store kiosk, or a trade show booth, or a direct mail piece like a catalog, and so on.