Cencosud, one of the largest and most prestigious retail conglomerates in Latin America, was facing significant challenges in managing its marketing operations. The company wanted to take internal control of its digital channels, allowing its marketing teams to create and deploy communications without having to rely on IT or agency suppliers. This was a part of their broader goal to manage all of their shopping center communications campaigns more efficiently and effectively. The challenge was to quickly respond to marketing needs and get to market faster with personalization and omnichannel integration capabilities. They also needed the ability to innovate and orchestrate marketing actions over several digital channels, including web, mobile, tablets, and kiosks. Furthermore, they wanted a platform that offered a high return on investment, providing a wide range of capabilities for the money spent.

Autodesk, a leading software company, wanted to shift from a product-first to a customer-first mindset. The company aimed to establish itself as the industry-leading platform for designing and making things, focusing on the outcomes customers want to achieve rather than the products they need. To achieve this, Autodesk needed to create strong connections between customers and the Autodesk brand, not its individual products. In 2021, Autodesk underwent a rebranding process to reflect its transformation from a house of brands to a 'branded house.' This rebranding required significant stakeholder activation, as every employee, vendor, channel partner, and strategic partner needed to transition to the new Autodesk persona and branding. However, Autodesk's teams and processes were entrenched in product-first ways of working, posing a significant challenge to the rebranding process.

Arriva UK Bus (AUKB), one of the UK’s largest transportation brands, was facing a significant challenge with its digital experience for customers purchasing bus tickets and searching for travel information. The company's fragmented suite of journey planning and purchase tools were difficult for travelers to use. The company had two separate bus mobile apps: one for planning and one for retailing. Each regional operating company had its own discrete web experience. There were three separate web platforms for retail, planning, and marketing content. There was little to no correlation between the content on the different sites. Any content management actions on the site required significant custom development and manual input. The digital business was further impacted by the legacy technology running the content and retail platforms, with two different versions of EpiServer in use. The retail platform version had not been upgraded since the original sites were created, and the site also experienced Payment Card Industry (PCI) compliance issues. Finally, none of the digital platforms were scalable, with multi-day outages and problems caused by traffic spikes.

EBSCO Information Services, a leading provider of digital research material, faced a significant challenge as its marketing department expanded. The company's digital assets were scattered across various platforms including Microsoft Sharepoint, network drives, local hard drives, email attachments, desktops, and Google Drive. This disorganized digital landscape hindered EBSCO's scaling, leading to outdated branding, lack of cohesive metadata, and inefficiencies when creating duplicates of lost assets and posting one asset in multiple systems. The lack of a standardized asset metadata and clear labeling or historic versioning recorded in their ecosystem often left EBSCO’s marketing and sales teams unable to identify the most recent approved versions of assets. The scattered assets also resulted in wasted time and money creating duplicates of lost assets and inefficiently posting and maintaining one asset in multiple systems.

Fanatics, Inc., a popular online retailer of sports apparel and merchandise, faced a significant challenge in managing their vast array of digital assets. The company's product content management team, consisting of 200 marketers and seven global studios, struggled with a network of shared folders that made it difficult to locate specific files. This lack of a centralized, self-serve content repository led to costly workflow inefficiencies, often making it faster to shoot a new image than to find an existing one. The sports world's fast-paced nature further compounded these challenges, as real-time events often dictated the images and content Fanatics needed to create, edit, distribute, publish, or even eliminate. Without a search-friendly solution to house their digital assets, Fanatics was at a crossroads, risking their revenue potential and winning reputation.

igus, a global manufacturer and distributor of engineered plastics and polymer-based products, faced a significant challenge in managing and distributing their marketing and brand content across their large, dispersed teams in over 150 countries. The company had implemented a digital asset management (DAM) solution to support content sharing and distribution across teams and time zones. However, this solution was only accessible to people connected to the company server, making it inconvenient for anyone outside the office to retrieve assets. As a result, teams continued to store content on various devices and tools. Without a single, centralized, cloud-based solution to store and manage their digital assets, there was no single source of truth, making it difficult for igus to ensure teams were using the right digital assets for the right purposes.

nVent, a global electrical company, was grappling with the costs and complexities of managing its brands across multiple, proprietary content management and commerce systems. The company aimed to consolidate a dozen legacy websites onto a single enterprise platform to streamline management and improve customer experience. However, the company faced tight deadlines due to costly, expiring licensing and support agreements with legacy platform providers. Therefore, nVent needed a scalable, reliable, and secure solution that could be implemented quickly.

Phillips 66, a diversified energy company, was facing a significant challenge in differentiating its brand from its competitors. A reputation study in 2018 revealed that target audiences were not familiar with the Phillips 66 brand, which was largely undifferentiated from its peers. The company's branding was generic and lacked a clear corporate brand identity. This lack of consistency and vision was affecting the company's internal customers - its employees, who lacked confidence in the brand and felt less empowered to promote the company to external audiences. Additionally, Phillips 66's brand guidelines were becoming outdated too quickly, and the company was reacting to changes rather than proactively building a playbook for employees. The company also faced a delay of up to 48 hours in asset delivery, which negatively impacted engagement and company-wide growth.

Acushnet, a global leader in the golf industry, faced a significant challenge in managing and sharing marketing content across their portfolio of brands. The company, which is the steward of revered brands like Titleist and FootJoy, had teams and partners spread across continents. These stakeholders relied heavily on brand and marketing assets to promote and sell Acushnet products. However, without a centralized location to manage all of this content, assets were scattered across numerous tools and devices. This lack of organization made it difficult to maintain brand consistency and effectively distribute marketing materials.

Alliance Laundry Systems, a global manufacturer and marketer of commercial laundry equipment, faced significant challenges with their existing digital asset management (DAM) system. The system lacked the necessary functionality to support their global content operations, creating inefficiencies across numerous workflows. Furthermore, the platform's security infrastructure did not align with the requirements of the General Data Protection Regulation (GDPR). This led to a pressing need for a new DAM solution that could not only meet their current needs but also scale with their business growth.

Article, an e-commerce furniture and decor business, has experienced significant growth since its inception in 2011, delivering products to over 1.5 million North American homes and businesses. With this growth, the need for content has also increased. However, the company faced challenges in managing their content workflows due to the lack of appropriate tools and processes. The content was scattered across various systems, making it difficult to locate the right image, often relying on memory. This lack of a centralized system strained their workflows, hindering their efficiency and productivity.

Beam Suntory, a company with over 350 years of combined history, faced a significant challenge in managing their historical assets. These assets, which included 100-year old family photographs and advertisements written by Mark Twain, were integral to the company's brand identity. However, without a centralized and searchable repository for these archival contents, it was difficult to incorporate these cultural artifacts into their current brand narrative for use in marketing materials and campaigns. The lack of a unified system for managing these assets posed a significant challenge in maintaining brand consistency and leveraging their unique history for market differentiation.

Novavax, a biotechnology company, was faced with the challenge of scaling its web presence to meet global demands. Prior to the COVID-19 pandemic, Novavax was a small biotech company with a minimal digital footprint. However, the pandemic and the organization’s vaccine candidate propelled the company onto the world stage, necessitating a robust and scalable digital presence. The company needed to create a future-proof solution that would not limit the digital team as the company grew. The previous site contained a large amount of legacy content that needed to be migrated efficiently to save time and resources. Additionally, Novavax wanted to launch multiple websites simultaneously, including Novavax.com, NovavaxCovidVaccine.com, NovavaxMedInfo.com, WeDoVaccines.com, and KnowOurVax.com.

The City of Burnaby, the third most populated urban center in British Columbia, Canada, faced significant challenges with its website, Burnaby.ca. The website, which is a crucial communication channel for the city's over 249,000 citizens, businesses, and visitors, was complex, difficult to navigate, and organization-focused rather than user-focused. The site was filled with outdated and missing content, and its information architecture and page structure were inconsistent and confusing. This led users to abandon the site and seek other means of assistance. The proprietary site CMS was not scalable, and the vendor no longer offered support. The site's responsive design was inflexible, creating less-than-ideal end user experiences, especially on mobile devices. The content was confusing and outdated, and with multiple writers, creating a consistent voice and experience was difficult. The site was neither inclusive nor accessible to users with disabilities. On-site hosting created business continuity issues, especially at times when communication would be most critical to residents. Unorganized digital assets led to wasted time searching for assets, using outdated assets and completely losing assets.

Energizer Holdings, Inc., a global manufacturer and distributor of primary batteries, portable lights, and auto care products, faced a significant challenge in managing their growing and diverse library of digital assets. As the company acquired new brands, they inherited new content, which added to the complexity of their digital asset management. In 2015, they implemented a digital asset management (DAM) solution, Acquia DAM, which consolidated numerous siloed storage locations and tools into a centralized solution. However, with the company's significant growth and the addition of new brands, teams, workflows, and content, they needed a more robust and flexible solution to manage their digital assets effectively.

HARMAN, a global company that designs and engineers connected products and solutions, was facing a significant challenge in managing and sharing their brand and product content. Their content was scattered across various tools such as FTP, Dropbox, network drives, WeTransfer, and more, making it difficult to locate approved and current content. The growth of their e-commerce business necessitated a more structured and streamlined content distribution process. Furthermore, with business units and distributors expanding globally, providing stakeholders with the right assets at the right time became increasingly challenging, especially when multiple products were launched simultaneously.

Heaven Hill Brands, a major distilled spirits producer, faced a significant challenge in managing their marketing and sales content. All their content was stored on a local server that could only be accessed by the marketing team. This led to a bottleneck in workflow as the marketing team was constantly inundated with file requests from the sales team and distributor network. The local server only housed a subset of their assets and lacked search functionality, making it difficult to use. The situation was further complicated by the fact that the sales team and extensive distributor network needed access to current and approved content to effectively sell and promote their products.

Laura Mercier, a global cosmetics company, was facing a significant challenge in managing their digital assets. The teams were using file sharing tools that lacked the functionality needed to scale with the growth of their global business. Without a central repository for all approved assets, teams used whatever content they could find, resulting in inconsistent brand messaging. The situation was further complicated when Laura Mercier's former parent company, Shiseido, purchased Acquia DAM for several companies within their family of brands, including Laura Mercier. However, without a dedicated DAM administrator to oversee the launch and ongoing maintenance, the adoption of Laura Mercier’s DAM system stalled. The teams continued to rely on Box, a cloud storage tool, resulting in scattered, duplicate, outdated files with messy file names. There wasn’t an effective way for teams to search for photos, videos, and other creative assets within the tool’s folder-based system, making it difficult for them to find the content they needed.

LMC, a multifamily real estate development and operating company, faced a significant challenge in managing its community websites. The company's previous sites were designed and built by various agency partners using different hosting solutions, leading to inconsistent user experiences. The creation and management of new sites required the assistance of the agency partner, and the time to market was slow, as sites had to be built from scratch each time a new community was launched. The LMC team wanted to design and implement a platform that would unify all of its community websites under a single hosting and management platform. They aimed to provide their content marketers with modern, user-friendly web authoring tools, create more consistency in structure, branding, and wayfinding among community sites, while still allowing for flexibility. They also wanted a platform that would allow them to import community data, rooms, and floor plans and allow extra metadata to enhance users’ ability to search.

Life Fitness, a global leader in fitness equipment, faced a significant challenge in distributing product content to global teams promptly after manufacturing. Despite having a large corporate footprint, the company had a small creative team responsible for producing, managing, and distributing content to support and promote all their brands. The team had to ensure that the content was available to support their network of distributors and sales staff as soon as the products were ready to ship. The challenge was further compounded by the need to maintain brand consistency and control over content releases.

LiveWire, an electric motorcycle brand, aimed to deliver a rich, multimedia digital experience to its customers. However, the company faced significant challenges due to its tightly coupled code and content. The company's previous experience had been custom-built as an AngularJS application, which was an entirely static website. This meant that any media or content update required application code deployment. This process was complex and time-consuming, even for simple updates. Additionally, the Agile development team responsible for handling application code deployment was also responsible for content updates, leading to resource inefficiencies. Content and page components were not built or exposed in a way that allowed them to be easily reused across the site. Editors had to forego many of the functionalities inherent to modern CMSs, from simple conveniences to process enhancements.

NKT, a leading cable supplier to the energy sector, faced significant challenges in managing their vast array of marketing content. The marketing team produced a range of materials, including print collateral, videos, and technical documentation, which were used across multiple websites, social media, and other channels. However, the content was stored across various hard drives and tools, making it difficult to locate the required files. This lack of a central repository for their creative content led to workflow bottlenecks and challenges. The process of locating the right file was time-consuming, and in some cases, impossible. Consequently, outdated content saved on individual computers was often used, negatively impacting the brand experience.

PRADCO Outdoor Brands, a division of EBSCO Industries, is a leading name in the outdoor space with over 5,000 SKUs across product lines. The company creates and manages a large volume of brand and product content to support marketing initiatives and digital commerce. However, PRADCO faced a significant challenge in managing this vast amount of content. Their brand and marketing content was stored in a system that could only be accessed by their creative team, leading to workflow inefficiencies as it took hours or even days to respond to file requests. Additionally, PRADCO lacked a centralized system to store product data such as specifications, weight, color, and SKU, and product marketing copy used for creating catalogs, marketing material, and e-commerce listings. The company primarily used spreadsheets to manually collect and manage product content, a process that was not only frustrating but also prone to errors.

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.