by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
web sites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
FLEXO Magazine : October 2009
20 FLEXO OCTOBER 2009 www.flexography.org nature is visible, they are far more careful. The other benefit of this accountability is that managers can easily see what approvals have been made on time. In large product organizations---where career rotation programs are common, especially in the marketing, pack- age design, brand management and product development functions---the average brand or product manager remains in their position for somewhere around two years. That makes it awfully difficult to maintain a living "institutional memory of those approaches and ideas that drive productivity and over- come many of the everyday challenges that inhibit success in the creative process. Early adopters are coming to find that CWM platforms are serving as able substitutes, allowing creative manag- ers to see previous projects and track common changes across brands or products, allowing them to effectively "learn from previous experiences in a way that would otherwise be difficult or impos- sible. And by storing creative content digitally (and in a single repository), managers gain additional benefit through the centralization of assets and redeployment of existing creative across different media. The savings benefit has been particularly significant with regard to agency costs, which tend to add an additional $150 to $500 in expense for every new creative format---even those representing minute changes from previous ver- sions. Embedding DAM capabilities in CWM tools, respondents said, is thus a paramount consideration in selecting a CWM provider. "You can share files in between, and really take advantage of the graph- ics, the images and the artwork to its full extent, saving on agency costs, said one pharmaceuti- cal product manager. The DAM library "decreases spending with the design agency and graphic houses, just by owning and re-using the already created piece, added a product design manager for a food and beverage company. Tying the asset library to the broader creative workflow also ensures greater consistency of images, graphics, text and other creative material across brand media. And that's im- portant, respondents said, since brand equity is built not only with reputation---but also through recognition. "Color, design and graphics are the essence of the brand and a large part of what drives the consumer to choose it, said a CPG product design consultant. "So, granular control over these elements is absolutely essential. A single interface for workflow management and asset management also eases the timing and synchronization of marketing with product and campaign launches. This ease of use also enables simpler forecasting, allowing managers bet- ter visibility into when individual components will be ready for launch. "If you put out the promotional material, packaging or samples before the product is ready, you're just burning money, said one packaging designer. "It is absolutely critical that the marketing effort be combined with the presence of the product on the shelf. CWM solutions ease this process by allowing the brand or product manager to retain control of every creative aspect associated with the launch. THE FUTURE OF CWM The current opportunity for CWM adoption is clear. Increas- ingly complex (and expensive) product development and launch requirements have fostered demand for solutions that shrink cycle times, reduce both overhead and variable costs and improve the quality and effectiveness of output through the creative execution cycle. In all these regards, current CWM solutions are already in place and demonstrating unique value to the leading-edge companies that have adopted them. But growth opportunities remain. Specifically, respondents said that in the future, they will look to CWM solutions to: Grow even more sophisticated and extensible to a wider array of design and development challenges, all while remaining easy-to-use for virtually every mem- ber of the creative project team. The continuing expansion of Web- accessed "software-as-a-service solutions, in particular, was noted as a desirable offering given asso- ciated flexibility and cost benefits Expand their current focus from product development and pack- aging functions to other areas of interest to creative professionals, including "upstream processes, like product development, and fur- ther "downstream into marketing and promotional execution Grow increasingly versatile in meeting the needs of disparate departments within large product organizations. A unified backend, respondents said, would remain absolutely critical, though slight variations in user interface and high-level functionality would be of use to driving broader adoption across multiple product lines, brands and functional or- ganizations. Such specialization will also make it easier, many said, for organizations to communicate the value of such solutions to feature- and cost-concerned procure- ment departments Tie their measurement and reporting mechanisms even closer to other enterprise systems, including customer relationship management (CRM), enterprise resource planning (ERP) and sales force automation (SFA) systems Integrate closely with marketing resource management (MRM) tools that manage scheduling, routing, budgeting and planning for the high-level marketing process Editor s Note: This article was adapted from the whitepaper "Creative Workflow Management: Bringing Science to the Art of Brand Execution," written by the Winterberry Group and sponsored by Eastman Kodak Co. Tying the asset library to the broader creative workflow also ensures greater consistency of images, graphics, text and other creative material across brand media. INDUSTRY INDICATORS
Sustainable Fall 2009