DAM and the art of implementing a central brand strategy in a decentralized organization
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DAM and the art of implementing a central brand strategy in a decentralized organization Joost Schriever is International Marketing Manager at Randstad Holding. He joined the company in 1980 and truly knows it inside and out, having been a branch manager, product manager and director of External Relations, among other roles. Together with a colleague, he is now responsible for marketing resource and brand identity management for the Randstad brand worldwide.
Keywords: marketing, branding, strategy, process, communication Abstract More and more organizations are discovering the value DAM adds to their branding and marketing execution. DAM-based tools such as online brand and house style guides, perhaps with an image library and some downloadable materials, are becoming commonplace. Yet our experience at Randstad is that DAM can be and do so much more when you treat it not as a database or IT system but as a process tool or way of working — a kind of Office Suite for marketeers. By enabling us to implement a single, global brand in a local, decentralized organization, DAM enables us to achieve a higher return on investment than we otherwise could. Journal of Digital Asset Management (2007) 3, 124–129. doi:10.1057/palgrave.dam.3650079
INTRODUCTION Randstad introduced DAM in 2002 as part of a move to Marketing Resource Management (MRM). Starting small, we kept adding to the system with one goal in mind: to make it the “must have” tool that our marketeers need to carry out their marketing work. This approach — treating DAM as the backbone of a new operational process — means that today, we can store and retrieve digital information and can also use it to create a whole range of marketing assets.
A CAN-DO MENTALITY
Joost Schriever Randstad Holding nv, PO Box 12600, Amsterdam 1100 AP, The Netherlands. Tel: + 31 (0)20 569 5175 Fax: + 31 (0)20 569 5632 E-mail: joost.schriever@ randstadholding.com
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Before I go into how we have implemented and use DAM at Randstad, let me give you a bit of context that will help explain the choices we made — especially regarding the implementation of DAM. The first thing that you need to know is that, as a staffing and HR solutions company, Randstad really is a people-driven business. Our values are “to know, to serve and to trust” our clients, our candidates/flexworkers and each other with the aim of creating the best match between client and candidate/flexworker. And we are in the top three in our field with, at the
JOURNAL OF DIGITAL ASSET MANAGEMENT
Vol. 3, 3 124–129
time of writing, 2,600 offices in 20 countries in Europe, North America and Asia. Culture-wise, Randstad is a service organization, which means we need staff who can think on their feet and make decisions. We have good processes, but we are not a process company. In terms of both operating structure and mentality, we are a decentralized company that believes that the people in our country organizations know what is best in their market.
FROM GLOBAL TO LOCAL AND BACK AGAIN This context had clear implications when,
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