X

T-Mobile, the second largest wireless provider, had been using a digital asset management (DAM) system to manage and distribute their marketing content. However, the existing DAM system had functionality limitations that prevented it from scaling with T-Mobile's business growth. The situation was further complicated when Sprint merged with T-Mobile, bringing two additional DAM systems into their combined technology stack. The challenge was to consolidate these three disjointed DAM platforms into a single, optimized solution that could support content operations across the entire organization.

Timberlake Cabinetry, a company that sells cabinets directly to major home builders through a network of builder service centers and distributors, faced a significant challenge with their existing content management system (CMS). The sales team at Timberlake relied heavily on the marketing department for sales materials that communicated the value of their products. However, the limited search functionality in their existing CMS made it difficult for the sales representatives to find the content they needed. As a result, they often resorted to asking the marketing team to locate files for them. This resulted in the marketing team fielding dozens of file requests every week, creating an inefficient and unsustainable workflow.

Water Research Foundation (WRF) aimed to increase subscriber engagement by making its leading water research more accessible. However, their previous website was cumbersome and required a highly motivated user to find what they needed. The platform also lacked comprehensive personalization capabilities. The challenges for this project were two-fold: technical integration and a simplified user experience. WRF was transitioning from older, outdated systems to newer platforms, which posed significant data connections and migration problems. The migrations included moving from Sharepoint to Acquia DAM, from ASP.NET to Drupal 8 CMS, and from Microsoft IIS to Acquia Cloud Personalization. Additionally, creating an engaging and useful user experience was a challenge. With thousands of research materials untagged and unstructured, content organization was only the start. Delivering the site as a customizable tool for subscribers to get the most out of the research was also key.

Skullcandy, a global consumer electronics company, was facing a significant challenge in managing and sharing product content and digital assets with its hundreds of SKUs and over 500 distributors and retailers worldwide. The company was using internal systems like Dropbox and email for content management, which proved to be inefficient, unreliable, and time-consuming. The process of sharing, storing, and managing content was cumbersome and wasteful of valuable resources. Moreover, the idea of creating an in-house solution was deemed more problematic and maintenance-heavy than beneficial.

Benenden Health, a not-for-profit private healthcare provider, had invested in Asset Bank for managing their 11,000 assets. However, over time, as the company expanded and team members changed, the system became more of an archive than a functional tool. The lack of defined access to folders led to a disorganized and confusing system, causing employees to resort to the network drive for storage and retrieval. The brand team recognized the potential of Asset Bank as a valuable tool if given a much-needed overhaul to make it more manageable and user-friendly. The challenge was to ensure that Benenden Health was getting a return on their investment with Asset Bank and to maximize its potential.

Clarion Housing, one of the largest housing providers in England, was facing significant challenges with their existing file system. The system was unable to perform all the functions they required, which was affecting their efficiency and productivity. Some of the key issues they faced included the inability to add metadata, which resulted in poor search results, limited user numbers, poor interoperability with other systems, and the inability to set time periods for image life. These limitations were hindering their ability to effectively manage and share their digital assets, including images, documents, logos, and video content.

Accufix Surgical Inc., a specialty orthopedic device developer and distributor, faced a significant challenge in tracking and managing their surgical trays, each worth between $45,000-65,000. The trays, which are part of the Accu-Joint® Hemi implant system, go through numerous steps from checkout to surgery, necessitating a comprehensive tracking solution. The company was also facing the imminent sunset of their existing asset management solution. Despite having this solution, Accufix Surgical® was grappling with several issues, including lack of customizability, inability to report on their workflows, and lack of customer support. These challenges necessitated the search for a new platform that could address these issues and provide a more efficient and effective way of managing their assets.

Conseil Scolaire Catholique de District des Grandes Rivières (CSCDGR), a private school system based in Ontario, Canada, was facing a significant challenge in tracking their educational assets. With over 6,200 students attending their 29 elementary schools, 8 high schools, and 3 alternative education centers spread across an area of approximately 25,000 square kilometers, the school system had a large number of assets being transferred from school to school and between multiple cities. Their existing method of using an Excel spreadsheet to track assets, particularly iPads, was proving to be inefficient and inadequate. The school system was struggling to keep track of what equipment they had, where it was located, and what needed to be replaced or updated on a regular basis.

The Election Supervisor’s office, responsible for managing elections across 29 precincts and 5 early voting sites, was facing significant challenges in managing and tracking a wide variety of assets such as computers, election hardware, and equipment kits. Their previous method of tracking, which involved the use of an Excel spreadsheet, was proving to be inefficient, insecure, and unreliable. The office was grappling with issues such as time-consuming asset tracking, maintaining a rigorous chain of custody for sensitive election equipment, allocating assets to specific employees and locations, and managing a disintegrated repair process. These challenges were not only affecting the efficiency and productivity of the office but were also creating a gap in accuracy due to human error.

The case study revolves around a leading electrical construction company on the West Coast, managing over 40,000 assets across two locations. The assets include construction tools and IT devices. The company was grappling with the challenge of tracking these assets, which was a time-consuming process. The manual workflows for tool tracking often led to discrepancies between the report and the tools being returned. The company was also experiencing tool fade, i.e., the loss of tools without a clear understanding of what was happening to these items. The average cost of replacing these tools ranged from $20,000 to $50,000. The auditing process was another challenge. The company would print a report of the tools needed for the job, handwrite the names of items or take pictures of their barcodes, a process that would take an entire day's work for 2-3 people. However, without a way to aggregate this data and create audit trails, they were unable to find any data trends from these audits or pinpoint the source of the problem.

A prominent State Government Agency was struggling with the management and tracking of its vast IT assets. The agency was using Excel spreadsheets and Lansweeper software, which were proving to be inefficient. The main workflows of the agency included assigning assets to employees, changing asset locations, conducting repairs, maintaining assets, and disposing of IT assets. These tasks were notably cumbersome without a proper government asset management system. The agency faced challenges such as inadequate asset tracking due to outdated information, complex workflows, limited visibility due to the lack of a centralized platform, and software license mismanagement leading to unnecessary costs and potential legal risks.

The Muskegon Area Intermediate School District (MAISD) in Muskegon, Michigan, has been serving students in Muskegon, Oceana, Ottawa, and Newaygo county public schools since 1962. The district's mission is to support the achievements of their students and educators, with a vision to be the premier source for quality educational leadership, programs, and services. A key component of their success is the effective utilization of technology. However, the district's Technology Services department was facing a significant challenge. The IT Director discovered that the department's asset tracking system was inefficient and outdated. The system primarily consisted of numerous spreadsheets scattered across multiple departments, making it difficult to manage and track the district's expensive IT equipment. The department was losing valuable time due to this inefficient system and lacked a tool that could enforce accountability for their assets. It was clear that the current system was not sustainable and an upgrade was urgently needed.

RISE™Robotics, a leading manufacturer of high-performance and cost-effective electric linear actuation solutions, faced significant challenges in tracking each component that goes into their cylinders. Prior to implementing Asset Panda, the team relied on spreadsheets to track the change history of cylinder repairs. This method proved inefficient and problematic, especially when multiple people tried to update the same spreadsheet simultaneously or when additional versions were created. This manual and ineffective tracking system reduced efficiency and caused a lack of visibility into the service engineers' work. Furthermore, the team could not effectively track every piece of inventory used as repairs were completed. Another challenge was the inability to easily track the ages or necessary calibration of the tools and equipment used during the repair process.

YouthBuild Philly, a charter school that empowers young adults between the ages of 17-20, was struggling with asset management. The school had a vast inventory of assets including IT equipment, furniture, workforce training equipment, and vehicles. However, they were losing track of these assets and found it difficult to manage their inventory using spreadsheets. The lack of a robust asset management system made it challenging to keep track of what was on their books and conducting inventory was a daunting task. The school needed a solution that was customizable, user-friendly, and cost-effective to help them manage their assets more efficiently.

12RND, now known as UBX, is a boutique fitness facility with a national footprint of franchises in Australia. As the company began to scale its model, it faced a significant challenge in maintaining brand consistency across its franchises. The brand style guide was loosely defined and open to interpretation, resulting in inconsistent marketing collateral that did not effectively promote the franchise. The rapid growth planned for the network necessitated a solution that would make the onboarding of franchisees as frictionless as possible and strengthen the value proposition. Prior to implementing a solution, the central team at 12RND had to manually check each franchisee's social media accounts daily, negotiate with the franchisee, redesign and approve new posts, and then re-upload them. This process was time-consuming and inefficient, hindering the company's growth and expansion efforts.

Aussie Home Loans, a leading name in Australia's financial services sector, faced a significant challenge in managing its marketing operations. With over 950 individual stakeholders, primarily brokers, the central marketing team had to ensure that these brokers had the right tools and processes to promote their business while adhering to Australian financial service compliance requirements. The existing solution, which had been in use for a decade, was proving to be time-consuming and expensive, especially for minor tweaks to marketing collateral. The process involved re-briefing a designer to make changes and re-upload assets, leading to slow turnarounds and broker frustration. Furthermore, Aussie had recently undergone a rebranding, and there was a strong need to maintain brand consistency across hundreds of brokers doing their local area marketing.

The Australian National University (ANU), a leading higher education provider in Australia, was facing significant brand fragmentation issues. The central graphic design studio was overwhelmed with requests and lacked the capacity to handle new work. This situation was further complicated by the impending launch of a refreshed brand identity. ANU wanted to avoid the brand inconsistency issues they had experienced in the past. However, they were aware that not all ANU staff were as proficient with InDesign as their central design studio. The challenge was to find a technology solution that could help them manage their design struggles, ensure brand consistency, and reduce the workload of the central design team.

Bakers Delight, Australia’s most successful bakery franchise, faced a significant challenge with their incumbent, print-oriented, local marketing production system. The existing platform was difficult to use, especially for vital POS elements like basket labels. It was impossible to extract data from the system to demonstrate ROI, and the platform did not support marketing channels like social and digital. The franchise network was requesting over 1,800 custom scope artworks annually from the corporate local marketing team, leading to high quantities of off-brand collateral. The local marketing team was spending all their time producing artwork instead of planning and operationalizing local marketing with individual franchisees to improve sales and community connection and awareness. The lack of data available from the incumbent system and the fast turnaround required for individual artwork requests made it difficult to forecast workload.

Celerion, a clinical research organization with over 40 years of experience, was facing challenges in managing administrative tasks and employee onboarding. The company, which helps pharmaceutical and biotech clients get their drugs to market, was struggling with manual work for administrative tasks. They initially contacted Smartsheet to develop a project management toolkit. However, the onset of the COVID-19 pandemic brought about the challenge of keeping track of all employees working remotely and in the office. Furthermore, in May 2022, Celerion was approached by a new client who needed to run a study involving 200 participants across two sites, adding to their operational challenges.

Climate Pledge Arena, a central hub for sports and entertainment in Seattle, and the Seattle Kraken, a National Hockey League team, were facing challenges in managing their event schedules and ticket sales. The arena's marketing team was tasked with driving ticket sales and ensuring smooth execution of all events. Similarly, the Seattle Kraken's Sales and Service team aimed to boost season-ticket and single-game ticket sales, as well as sales of premium suites for games and other events at the arena. Both teams were using traditional spreadsheet software and email for event management and communication, which proved to be inefficient and time-consuming. The pandemic-related scheduling difficulties further complicated their project management. Additionally, the marketing team was using email and online drop box applications to store and share creative assets, which was also a cumbersome process.

Durham University, one of the world's oldest and highest-ranked universities, faced a significant challenge in managing its marketing efforts. The central marketing team was tasked with supporting various objectives from different departments within the university. However, with a conservative budget and their own KPIs to meet, the team was more reactive than proactive, leading to strained relations with other departments. The marketing team was often seen as 'brand police' and 'blockers' when it came to creating local collateral, causing frustration among stakeholders. Additionally, the team was dealing with an increasing workload and a solution that failed to provide the flexibility they needed for template development across the organization. After overhauling the university's brand look and feel, the team realized they needed a budget-friendly, flexible platform that offered a self-service option for easy and flawless brand rollout across the university.

McLaren Racing, a prominent player in the fast-paced world of Formula 1 racing, was facing challenges in streamlining its marketing operations. With a busy calendar of 22 races and eight keystone events in 2022, the company was constantly seeking ways to enhance efficiency both on and off the track. One of the key challenges was the coordination of show car bookings, which was a complex and manual process involving branding, staffing, security, and shipping. The logistics of preparing and moving show cars required a lot of time and resources. Additionally, McLaren's digital content team was tasked with providing real-time images of the drivers, team personnel, garage set-up, and on-track action to fans, partners, and the media. However, the process of uploading, cataloguing, and distributing footage was manual and time-consuming, often taking days to deliver images to partners.

McLaren Racing, a renowned name in the Formula 1 racing industry, faced a significant challenge in managing and delivering race day content to its fans and partners. With racing cars reaching speeds of up to 350 km/h, thousands of pictures are taken at each event to capture key moments. The content team at McLaren Racing was tasked with uploading, cataloguing, and distributing this footage from each race. However, all asset management tasks were manual, slowing down marketing operations and affecting partner initiatives. The manual process of reviewing, sorting, and uploading images into partner folders for specific stakeholders would sometimes take several days. The challenge was further compounded by the massive size of McLaren's image archives.

Monash University, a global institution with a presence on four continents and over 75,000 students, faced a significant challenge in maintaining brand consistency across its numerous channels. With ten faculties and hundreds of staff members interacting with the brand and creating collateral, it was difficult to ensure everyone remained compliant. The central marketing team was overwhelmed with the volume of requests, especially following a re-brand. The university needed a solution that would allow them to present their brand consistently, at the scale required by an institution of their size. They sought a solution that would empower their staff to become brand ambassadors and champions while maintaining brand consistency.

Red Hat, a leading provider of open source, enterprise IT solutions, was facing a significant challenge due to its exponential growth in the Asia-Pacific region. The company was investing substantial resources into producing and distributing marketing material, a process that was proving to be time-consuming, repetitive, and costly. This was overloading the brand and marketing teams and leading to inconsistent execution of the corporate brand. The quality of ad-hoc marketing materials produced by external vendors was poor, which further affected the brand's image. The company was also struggling with brand governance, especially as the production and distribution process in the region was leading to a gradual dilution of the Red Hat brand. Managing the brand on a global scale across several countries and languages, while catering to local marketing needs, was proving to be a complex task.

Webex, a global leader in cloud-based collaboration solutions, faced challenges in managing its business processes and assets to support its growing customer base and company expansion. The company was using a variety of tools for project management, but these were not standardized across the organization. This lack of uniformity led to inefficiencies and difficulties in maintaining visibility across all business activities. Furthermore, manual outreach to customers was time-consuming, and the company needed a more efficient way to provide access to its vast array of assets, which included over 1,900 items in 10 languages.

deSingel, an internationally recognized arts center based in Antwerp, Belgium, faced a significant challenge in managing and promoting its diverse range of programs and community-focused initiatives. The center's content, which includes musical theatre productions, dance events, art residencies, and research programs, is dynamic and targets a wide range of audiences both online and offline. This required a well-coordinated communications department and a high volume of brand and marketing content that was both diverse and distinctly recognizable. The center was already working with Bynder partner and automation specialists, Catena Company, to speed up the design of marketing materials. However, they needed a solution to help them centralize, manage, and distribute their diverse mix of digital assets and brand campaigns.

Schroders, a global investment manager with over 500 billion assets and 5,000+ employees in over 30 countries, faced a significant challenge in scaling and improving their creative operations while ensuring brand consistency. The company's marketing team, which consists of over 500 people, required a solution that could automate and scale the production of creative assets beyond just the creative team. This would allow the team to focus on higher-value creative tasks while meeting the high demands of the marketing team. Additionally, Schroders needed a solution that could centralize and drive efficiencies during the day-to-day creative process—from briefing and feedback rounds to the eventual sign-off of assets. The company also sought to optimize and automate their creative production with a templating model, allowing for more self-sufficiency beyond the creative team.

Amorepacific Group, South Korea’s largest cosmetic company, operates over 40 popular beauty and health brands and manages over 650,000 digital assets. The challenge was to manage these digital assets efficiently on a global scale, especially as the company expanded into new markets and shifted towards direct-to-consumer online sales due to the pandemic. The company had previously tried a digital asset management platform, but it was complex, costly, and difficult to use, leading to low user adoption. As the company pivoted to online sales, the lack of a central platform to manage digital assets began to hinder progress. The goal was to find an intuitive system that could manage digital content at a global scale, catering to different brands in multiple global markets, with language options including English, Korean, and Chinese.

Bantam Materials, a company dedicated to cleaning up the ocean with their Prevented Ocean Plastic brand, faced a significant challenge in managing and sharing their visual assets. The company, which sources waste plastic bottles from developing countries to turn into RPET flake for use in packaging by well-known brands, needed to share their story effectively. They captured images and videos during their visits to recyclers in Indonesia, South America, and North Africa, highlighting areas where plastic pollution was prevalent. However, these assets were disorganized, saved on servers, desktops, and Dropbox with no formal system in place for organization. Searching for a specific asset could take up to 45 minutes. With offices in the UK, Ireland, and Canada, and working with recyclers worldwide, Bantam needed a global solution to manage thousands of incoming photos and videos. They needed a tool to curate content for different audiences and share assets easily.