Shopper Marketing - July 2016 - 86


REPORT: DIGITAL ASSET MANAGEMENT

necessary infrastructure," says Callahan.
The larger retailers typically have (or are
building) systems that facilitate direct data input if manufacturers want to go that route.
For that option, Shotfarm's Lapchick offers
this scenario: A sporting goods manufacturer
has two major sales seasons and 15 major accounts. Feeding all of the necessary content
to those accounts takes roughly 3,000 hours,
or 1.5 employees. But the vast majority of the
workload must occur over two six-week windows. "And, there are 110 additional accounts
to worry about," Lapchick concludes. "So how
do you staff for that?"

tracking and analysis shops such as Clavis, San
Francisco-based Content Analytics and Profitero, Dublin, Ireland, provide assistance.
Before launching a new information portal
in summer 2015, Target told product suppliers that it was losing millions in sales because
only 50% of item setups were error-free and
implored them to "elevate the importance of
implementing your own data quality and process improvements."
And now retailers and other content providers like Amazon and Google are beginning to
realize that analytics are a carrot they can use
to entice manufacturers to provide better content. (Google wants to beef up
the content in its Google Shopping network).

" Most manufacturers probably have
90% of this data in-house already -
they just don't know where to find it. IT
probably knows where it's all hidden."

Tips for Getting Started

If it hasn't been made clear yet,
fully acknowledging the vital
need to develop a strong process for digital asset management right now is the simple, but
Kara Romanov, managing editor, Consumer Goods Technology
critical, first step. Continuing to
allocate resources based on current sales volume will likely cost you future
Walmart, for one, has been trying to
sales. (It might also be why your current onstreamline the process for manufacturers,
line sales are so low.) Some companies are still
Toporek says. It has identified a number of
tapping one or two people to "take care of epreferred content service providers. It's also
commerce" for the entire organization.
built up the internal team and later this year
In his three years at Jarden, Callahan helped
will roll out a new supplier portal that makes
the e-commerce team grow from two people
it easier for vendors to enter information dito 15. He then moved to Groupe SEB - and
rectly, he says.
another two-person staff. "But we have a lot
4. Maintain consistency and accuracy. Keepof cross-functional support for Amazon and
are doing very well there," he says. "And the
ing your content correct and up to date calls
company knows we now have to focus on all
for vigilance and diligence. That's where data
86

y SHOPPER MARKETING JULY 2016



Table of Contents for the Digital Edition of Shopper Marketing - July 2016

Contents
Shopper Marketing - July 2016 - Intro
Shopper Marketing - July 2016 - 1
Shopper Marketing - July 2016 - 2
Shopper Marketing - July 2016 - 3
Shopper Marketing - July 2016 - Contents
Shopper Marketing - July 2016 - 5
Shopper Marketing - July 2016 - 6
Shopper Marketing - July 2016 - 7
Shopper Marketing - July 2016 - 8
Shopper Marketing - July 2016 - 9
Shopper Marketing - July 2016 - 10
Shopper Marketing - July 2016 - 11
Shopper Marketing - July 2016 - 12
Shopper Marketing - July 2016 - 13
Shopper Marketing - July 2016 - 14
Shopper Marketing - July 2016 - 15
Shopper Marketing - July 2016 - 16
Shopper Marketing - July 2016 - 17
Shopper Marketing - July 2016 - 18
Shopper Marketing - July 2016 - 19
Shopper Marketing - July 2016 - 20
Shopper Marketing - July 2016 - 21
Shopper Marketing - July 2016 - 22
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Shopper Marketing - July 2016 - 24
Shopper Marketing - July 2016 - 25
Shopper Marketing - July 2016 - 26
Shopper Marketing - July 2016 - 27
Shopper Marketing - July 2016 - 28
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Shopper Marketing - July 2016 - 31
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Shopper Marketing - July 2016 - 98
Shopper Marketing - July 2016 - 99
Shopper Marketing - July 2016 - 100
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Shopper Marketing - July 2016 - 140
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