Active brand management is critical to driving trust in the marketplace. The brand management maturity model will help you optimize the essential assets of your brand. The brand management maturity model helps Widen CollectiveⓇ customers optimize investments in their brand management practice by examining the five dimensions of strategy, people, process, technology, and impact. Use this tool as a guide to developing your brand strategy to get more out of your marketing investments. Learn more at https://www.widen.com/blog/the-widen-brand-management-maturity-model-your-path-to-greater-roi.

1. Assessing Your Widen CollectiveⓇ
Maturity
A Brand Management Maturity Model
November 4, 2019

2. A tool to understand how your use of the Widen digital asset management
(DAM) solution compares to other Widen customers
A means to benchmark your current Widen Collective maturity at this point in
time and at future milestones
A guide to developing a future strategy
What is the maturity model?
Introduction

3. Develop new
products and
services
Enhance your
customer
experience
Drive revenue
growth
Improve speed
to market
Expand into new
markets
GOALS
Maturity matters
Why does brand management matter?

4. Asset
performance
analytics
CREATE MANAGE DISTRIBUTE ANALYZE
Customer relationship
management
Sales enablement
Marketing
automation
Social media
management
Asset linking
Digitized
brand
guidelines
Automated
creative
workflow
Adobe
Creative
Cloud
Project
management
Brand
asset
management
Curated
content
distribution
Web-to-print
collateral
customization
What a mature Widen Collective
deployment looks like

5. Ad Hoc
Allocated
Dedicated
Strategic
Distinguished
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5
Stages
The Widen Collective maturity
model for brand management

6. No strategy
No dedicated admin
No processes
Final assets only
No measure of impact
Strategic roadmap
10-20% admin time
Documented processes
WIP and final assets
Perceived impact
Governance doc
50% admin time
New user onboarding
Admin schedule
Source files, videos,
layered design files
One integration
Measurable impact
Success factors/KPIs
80% admin time
IT involvement
Process maps
Digitized brand guidelines
Curated portals
2 integrations
DAM-powered web
Strategic decisions
Asset measurement
Stakeholder alignment
100% admin time
Executive sponsorship
Single source of truth
Continuous improvement
Internal/external adoption
Enterprise-wide adoption
Insights inform decisions
Business process
optimization
ROI models
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5
Strategy
People
Process
Technology
Impact
Dimensions

7. Level 1 Level 2 Level 3 Level 4 Level 5
Ad hoc Allocated Dedicated Strategic Distinguished
Strategy
No strategy Strategic roadmap Governance doc Success factors/KPIs Stakeholder alignment
People
No dedicated admin 10-20% admin time 50% admin time
New user onboarding
80% admin time
IT involvement
100% admin time
Exec sponsorship
Process
No documented
processes
Documented processes Admin maintenance
schedule
Process maps of
common workflows
Digitized brand
guidelines
Single source of truth
Continuous
improvement
Internal/external
adoption
Technology
Final assets only Work in progress and
final assets
Source files, videos,
layered design files
One integration
Curated portals
Two integrations
DAM-powered web
Enterprise-wide
adoption
Insights inform business
decisions
Impact
No measure of business
impact
Perceived business
impact
Business impact
measured/tracked
Strategic decision
support
Asset performance
measurement
Business process
optimization
ROI model(s)

8. Get the PDF worksheet and
discovery questions at
Go.widen.com/maturity-model

9. The foundation to brand
management success is having a
clearly defined strategic roadmap
that drives capability improvement
toward a winning aspiration.
1. Strategy

10. Level 1 Level 2 Level 3 Level 4 Level 5
Ad hoc Allocated Dedicated Strategic Distinguished
We don’t have a strategy
for the Collective.
We have a strategy for
the Collective, but have
not revisited it since we
first launched, or it is not
documented.
We have a clearly defined
and documented
strategy for the
Collective, and we review
it annually, at a minimum.
We have a governance
doc that declares the
purpose and guidelines
for the Collective.
Our strategy is shared
with key stakeholders as
they enter the picture.
We define, monitor, and
report on specific
success factors/KPIs for
the Collective.
+ All in Level 3
Our strategy is broadly
implemented, visible, and
understood by executive
leadership.
+ All in Level 4
Strategy

11. People make or break a successful
strategy, and dedication is key to
optimizing DAM and brand
management best practices
2. People

12. Level 1 Level 2 Level 3 Level 4 Level 5
Ad hoc Allocated Dedicated Strategic Distinguished
We don’t have anyone
assigned as the primary
administrator for the
Collective.
We have at least one
person assigned as the
primary administrator for
the Collective and they
allocate at least 10-20%
of their time to
maintaining our site.
We have at least one
person assigned as the
primary administrator for
the Collective and they
allocate at least 50% of
their time to maintaining
our site.
We have a formalized
program for training new
users.
We have at least one
person assigned as the
primary administrator for
the Collective and they
allocate at least 80% of
their time to maintaining
our site.
We have a formalized
process for training new
users.
We have IT involved to
extend the Collective’s
capabilities across our
tech stack.
We have multiple people
assigned as the primary
administrator for the
Collective and at least
one person allocates
100% of their time to
maintaining our site.
We have executive
sponsorship actively
engaged in the
Collective’s success.
+ All in Level 4
People

13. Having a formalized process for the
Collective’s role in your martech
ecosystem is essential for consistent
brand management
3. Process

14. Level 1 Level 2 Level 3 Level 4 Level 5
Ad hoc Allocated Dedicated Strategic Distinguished
We don’t have any formal
processes for using the
Collective.
We have formal
processes for using the
Collective, including how
assets are uploaded and
tagged and users are
managed.
We have formal
processes for using the
Collective, including how
assets are uploaded and
tagged and users are
managed.
We have a routine admin
maintenance schedule.
We have a formalized
training process for new
users.
We have process maps of
common DAM workflows.
We have digitized brand
guidelines and they are
consistently adhered to.
+ All in Level 3
The Collective is
integrated into our
content creation and
distribution processes as
the central source of
truth.
We have a continuous
improvement process for
the Collective.
Processes are generally
adhered to by internal
and external users.
+ All in Level 4
Process

15. Strong brands run more efficiently
when tech capabilities are fully
utilized on a consistent basis
4. Technology

16. Level 1 Level 2 Level 3 Level 4 Level 5
Ad hoc Allocated Dedicated Strategic Distinguished
We just use the Collective
as a static image/media
library for finalized assets.
We actively use the
Collective as a dynamic
library for content
creation and distribution
workflows.
We actively use the
Collective as a dynamic
library for content
creation and distribution
workflows.
The Collective is used to
manage source files and
compound assets such
as videos and layered
design files.
The Collective is
integrated with at least
one other technology
solution.
We use curated portals
for personalized content
delivery.
The Collective is used to
power asset delivery
across our website(s).
The Collective is
integrated with at least
two other technology
solutions.
The Collective is used
across multiple functions
of the business.
+ All in Level 3
The Collective is used
enterprise-wide across all
functions of the business.
We use Widen Insights to
inform business
decisions.
+ All in Level 4
Technology

17. The ability to measure and report on
the impact of your solution is critical
to lasting success
5. Impact

18. Level 1 Level 2 Level 3 Level 4 Level 5
Ad hoc Allocated Dedicated Strategic Distinguished
We have no idea if or how
the Collective impacts
our business goals and
objectives.
We believe the Collective
impacts our business
goals and objectives, but
we don’t actively
measure or track it.
We know the Collective
impacts our business
goals and objectives
because we actively
measure and track it.
Collective reports are
used to inform strategic
decisions impacting our
brand.
Our business depends on
the Collective to run
optimally.
We have a method to
measure the performance
of assets.
+ All in Level 3
We understand the value
the Collective provides to
our business and have
assembled our own ROI
model(s).
+ All in Level 4
Impact

19. Increase revenue
DAM ROI factors
Grow market
reach
Support sales
+ e-commerce
Build/deliver
better content
Build/deliver
content faster
Reduce operating expenses
Return on investment

20. 1. Decreased costs through more efficient work processes
2. Decreased costs through content reuse
3. Decreased costs by reducing rework
4. Increased revenues through more effective marketing
5. Increased revenues through better sales support
6. Increased revenues through reaching a wider audience
7. Reduced risk for lawsuit
The top business benefits of DAM
According to Widen customers
Business drivers

21. Level 1: Total = 5-9 (average = 1-2)
Ad hoc: The Collective is not widely understood or adopted at your organization.
Level 2: Total = 10-14 (average = 2-3)
Allocated: Resources are allocated to ensure the Collective is a part of your workflow.
Level 3: Total = 15-19 (average = 3-4)
Dedicated: Resources are dedicated to ensuring the Collective is an important part of your workflow.
Level 4: Total = 20-24 (average = 4-5)
Strategic: Resources are consistently devoted to ensure the Collective is critical to your business strategy.
Level 5: Total = 25 (average = 5)
Distinguished: The Collective’s role in your operations puts you among the best-in-class.
Understanding your score
Cumulative assessment

22. Best practices at each level,
tips for advancement, and
how Widen can help

23. Level 1 Level 2 Level 3 Level 4 Level 5
Ad hoc Allocated Dedicated Strategic Distinguished
Best practices at each level should be applied cumulatively across all the levels as you progress.
Meet with your customer
success manager
quarterly to discuss
recommendations and
review progress.
Designate an owner
responsible for regular
site administration.
Form a DAM coalition and
meet quarterly.
Partner with HR for
training new users.
Engage with the Widen
community to share best
practices and lessons
learned.
Sustain an active DAM
coalition, including
leadership involvement in
your success plan.
Best practices: People

24. Level 1 Level 2 Level 3 Level 4 Level 5
Ad hoc Allocated Dedicated Strategic Distinguished
Best practices at each level should be applied cumulatively across all the levels as you progress.
Treat the Collective as a
central source of truth in
your workflows.
Utilize a user feedback
loop for regular site
improvements.
Maintain a clean admin
queue for ongoing site
tasks.
Hold regular user training
for ongoing awareness
and education.
Conduct regular site
audits for user
administration and asset
management.
Maintain a DAM success
roadmap with an
established strategy and
governance plan.
Use Insights and
meaningful success
metrics to sustain your
strategy.
Create and share regular
company-wide
communications and
advocacy.
Best practices: Process

25. Level 1 Level 2 Level 3 Level 4 Level 5
Ad hoc Allocated Dedicated Strategic Distinguished
Best practices at each level should be applied cumulatively across all the levels as you progress.
Maintain current site
branding and dashboard
messages.
Upload all final assets
and tag upon upload.
Use categories as a
familiar mode of
searching.
Clearly define asset
conversion formats.
Maintain clear and
updated roles and
permissions.
Optimize asset naming
structure and taxonomy.
Using embed codes to
perpetuate content
consistency online.
Maintain quality metadata
types using required
fields and controlled
vocabulary lists.
Automate upload and
metadata tagging
process.
Use Portals to increase
asset sharing and
collaboration.
Use role-specific
dashboard messages for
different user groups.
Form a clear association
between collections and
portals to manage
curated sets of assets.
Connect the Collective
across your martech
stack using APIs and
integrations.
Best practices: Platform

26. Level 1 Level 2 Level 3 Level 4 Level 5
Ad hoc Allocated Dedicated Strategic Distinguished
Conduct interviews to
determine how people
and teams are using the
site.
Learn the basics of
governance, metadata,
and file formats.
Assemble a governance
doc with clearly defined
responsibilities for
admins, contributors, and
consumers.
Form a DAM coalition to
plan for growth and how
you want the site to be
used across your
organization.
Create a schedule of
routine admin tasks,
including auditing and
cleanup.
Have a process for
training new users and
teams.
Map all existing content
workflows and identify
opportunities for
improvement.
Assemble Insights
dashboards to track
success factors and
benchmarks.
Create and share
quarterly reports on asset
and user engagement.
Map your marketing
technology stack.
Gain change
management training to
guide future growth.
Suggest operational
changes as a result or
regular reporting.
Partner with finance to
discuss ROI models.
Keep it up!
Share your successes
with the community.
Present your case for a
promotion and/or more
team members.
Tips to advance to the next level

27. Level 1 Level 2 Level 3 Level 4 Level 5
Ad hoc Allocated Dedicated Strategic Distinguished
Managed services for
part-time admin
Widen Essentials admin
training
Bulk asset and metadata
imports
Site refresh services
Onsite DAM success
consultation and training
Strategy Design
workshops
Personalized admin and
user training
Executive business case
presentations
Process
Improvement workshops
Insights analytics
coaching
Design services for
custom dashboards and
portals
Help mapping your
martech stack
Change management
training and leadership
plans
Managed integrations
DAM admin job
coaching
Career development
opportunities with Widen
Advocates and User
Groups
How Widen can help

28. Tomorrow morning
● Review your assessment and notes
● Identify the gaps in your maturity level
Next 30 days
● Share your assessment with your stakeholders
● Schedule time to review and plan with your Widen CSM
Next 90 days
● Create a plan to advance to the next level
● Commit to changing one thing at each level in the next 12 months
Simplified action plan

29. Questions?
Contact: marketing@widen.com
www.widen.com