Keep track of your digital assets and eliminate your disconnected content silos. Let your content grow and perfect your digital presence thanks to integrations with all relevant systems. From product development to intelligent interaction with your customers in borderless possibilities of the new omni-channel world.
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Sharedien gives you maximum scalability and flexibility, no matter what volume and types of content you are working with. With our headless approach, there are no limits for you, from R&D to output to the relevant communication channels with the maximum integration capability into existing and future systems. Stay up-to-date with Sharedien with future-proof platform capabilities.
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With Digital Rights Management from Sharedien, you avoid illegal uses and costly legal disputes by actively managing the licences of your digital content. Keep track of your licences copyright properties of your assets. Protect your assets, your budget and the rights of your creative partners.
Perfect for high-performance digital applications, headless architecture offers a profound way to implement your usual or desired interface without compromise. With a headless architecture, you gain full control over your digital assets and relevant integrations across multiple systems and harness the full power of all your marketing technology.
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Once the need for a digital asset management system has been identified, a few questions arise first. How do you find the right provider? What needs to be taken into account? Who should be involved in the decision? Who can help us with the selection?
This guide summarises the key points and provides a structured process that can be applied to the selection of any new technology. The foundation of any successful system implementation is proper preparation. We show how to do it!
At the beginning, it is important to thoroughly assess the situation and to be clear about who is actually involved in the creation, editing and distribution of content - this also includes external parties such as photographers, agencies or freelancers. This does not mean that all these users must necessarily participate in the selection process, but it is an important first step in understanding what individual tasks and requirements need to be considered. However, not only the users themselves, but also the division managers such as the marketing or product manager have their own interests in the project.
The core team - the group of people who ultimately work together on the project, define business cases, collect, describe and prioritise requirements and finally evaluate the potential system providers on this basis - is made up of all these stakeholders. Team building is a critical first step, as it sets the course for how well change management will succeed in the implementation phase and beyond.
In addition to the internal team members, it always makes sense to bring in an experienced consultancy that has proven market and project knowledge. This can ensure that truly relevant providers are shortlisted and that the appropriate software integrators are also evaluated at an early stage and that strategic and organisational support can be provided both during the evaluation and the implementation later on.
You now already know who all is involved in the content processes and have identified the responsible persons who can document the tasks of all these users and pick up their requirements for the new system accordingly. It is important to understand which digital content is needed, created and edited at which point by whom and how, and what happens to it afterwards. The more detailed each individual workflow is documented, the more clarity there is about what a DAM system must be able to do. In addition to pure documentation, it is also important to prioritise the individual requirements in order to understand which core processes should primarily be covered by digital asset management.
In addition to the functional requirements, however, strategic considerations also play a major role. For this reason, the management must also be included in the requirements definition. Otherwise, one quickly runs the risk of selecting a system that optimally covers the status quo but reaches its limits after only one or two years. This can happen if strategic plans such as new market entries or business areas are not included in the decision.
Of course, the IT department must also be involved. After all, the new digital asset management system must later be implemented in an existing environment, which results in its own requirements and demands on the interfaces, for example. Taking into account compliance requirements and the strategic orientation of the management, for example, the first decision for the appropriate technology is already made here. The question of whether an on-premises solution or software-as-a-service determines the further direction of the choice of provider and should therefore be clarified at an early stage.
Once the requirements and thus the relevant use cases have been determined, a decision can be made together with the market experts as to which providers will be shortlisted. As a rule, no more than three providers should be shortlisted in order to keep the effort as low as possible.
It is important that the shortlisted providers cover the prioritised requirements as well as possible, so that user acceptance is not jeopardised and at the same time it is ensured that the most important workflows and processes can be effectively supported with these systems.
The evaluation of the relevant providers takes place in intensive workshops in which the systems are presented and put to the test. In order for the providers to be able to prepare their pitches optimally, they must receive some information in advance. This is usually recorded in a so-called Request for Proposal (RFP) and includes, among other things:
In addition to the functional coverage of the systems, the internal workshop participants should also pay particular attention to the user experience and performance. Another important aspect is the providers' roadmap. The planned developments and enhancements should ideally meet their own current and future needs.
In the follow-up, the systems are evaluated and the commercial points are also included in order to create a well-founded decision matrix. On this basis, those responsible can make a final selection that is justifiable from a functional and process point of view as well as from a strategic and economic point of view. At this point, the team should also get more detailed information about the possible integration partners, because in most cases software providers do not implement their systems themselves, but have a partner network that accompanies this project phase. When choosing the right integration partner, criteria such as regional proximity, resource capacities and sympathy, among others, play a major role.