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Transcript

Hi all. Thanks so much for joining us this morning. This afternoon, this evening, wherever you are joining us from, we will be getting started in the next couple of minutes. Today’s session will be focused on Gene studio for performance marketing, operating model and governance strategy. We’re going to wait just another minute or so for attendees to filter in, and then we’ll kick off. In the meantime, I will be posting, a few icebreakers in the chat and would love to hear from, from you guys, from the attendees.

And while we wait for attendees to filter in, I wanted to share, a few upcoming webinars that are taking place. This quarter, that are also open for you to attend. For those interested, I will be posting the links to these webinars in the chat. We highly recommend, you you signing up for these as well? Okay. Looks like we’re starting to have a pretty decent group that joined us this morning. So we’re going to go ahead and, get started with the content for today. So hi, everyone. Good morning and welcome to this webinar. Thank you for joining to this session where we’re going to talk about just so you for performance marketing. And we’re going to focus specifically on operating model and governance strategy. So my name is Peter is Blank. I part of the Doby funnel engineering organization. So I’m a solution customer success manager. And in our team we’re really focused on supporting our ÃÛ¶¹ÊÓƵ customers get as much value realization as possible from their ÃÛ¶¹ÊÓƵ investments or across, different products in the digital experience Cloud. I’m really happy to be joined today by my colleague Ashley Eccles with the strategist as well on our team. And so she will be our co-host and will support us with, the interface, a role in making sure that we’re, keeping an eye on the Q&A chat that you guys have available throughout this session to make comments or questions, and we’ll try our best to answer them.

So I’m going to kick off, this session. So thank you so much for your time in attendance today. So just to note, we’re recording this session and so a link to the recording will be sent out to everyone who registered. So if you haven’t been able, to carve out some time in your schedule this morning, the worries, this live webinar, it’s a listen only format. So just as a reminder, but like I mentioned before, it’s meant to be interactive. So please use reactions and post questions comments, suggestions. In the chat. So Ashley will keep an eye on the questions. And then I have carved out some time in our agenda at the end of this presentation to review any questions and address them, if there’s any that we didn’t get to address during the session, we’ll make note and we’ll definitely follow up. Also, one last call out will be sending out a survey at the very end of the presentation. And so we really love your participation in getting your feedback about what you thought about this session, but also helping us, kind of see what are the next topics you would like us to address in future sessions.

All right. So little overview on today’s agenda. Excuse me. So we’re going to level set first on what it means to you for performance marketing by reviewing for us the problems, the challenges that it solves and where it sits within our comprehensive set of gene studio solution. Then we’re going to introduce what is our definition of organizational readiness and why this is important. And then we’ll zoom in to really focus on what this organizational readiness mean specifically for to you for performance marketing and what are some success criteria to consider.

Lastly, we’re going to talk about, what is an agile marketing operating model and why we recommend this type of model specific when you’re implementing, just your for performance marketing and hoping to get, fast adoption from your users. Then at the end, I’ll just wrap up with the main key takeaways from this presentation. And as I mentioned before, we’ll have some time for, reviewing, Q&A if we have time.

All right. So let’s get started. So this year for performance marketing. So before we even dive in, what it is, where it lives within our set of solutions we do want to address. Okay. Why did we even need this new solution. Why ÃÛ¶¹ÊÓƵ is focused so much efforts and resources on developing this new product. And so what problem it addresses. So here I want to walk you through a little example. And as you know, there’s many challenges that organizations are facing. And one of them is specifically being able to drive scale and breadth of content with resources that we know are always limited. May be, financial resources, but also people resources. And how many people do you need to create content? So let’s focus in this example on a retail company. So this retail company is aiming to increase its sales of sports equipment, specifically for outdoor activities. As you can see here on the left side, of the slide. And so they want to launch a new seasonal marketing campaign. So they have targeted eight products they want to focus on, and each of which will be distributed across, 15 different marketing channels. So the company needs to adapt all 120 assets with different size style variations across multiple digital channels. Now, this is a global company, so there’s also a need to adapt for the global footprint right across different markets and local locations. So they need to adapt based on the region where they’re launching those marketing assets, like what is the background, what is the cultural considerations. You need to edit the language to make sure it’s accessible to all of the potential consumers. So you’re already seeing, well, this is now 4000 to 100 assets that they need to be managing and maintaining. And then when you consider that you may have variations to consider, for example, seasonality, you’re not going to launch a summer hiking, camping when it’s for winter in the mountains, for example. So you see how the multiplication of assets is becoming really huge and very quickly, and depending on, what is your strategy, you may adapt and want even more variations depending on some segments that you want to target for your consumers. Once you have, done kind of like your content creation process, it doesn’t really end here because you have to refine that content. You have to be specific. You have to maintain, your brand content. And so that means that you need to have a couple of refreshers a few times a year. And so that again brings the numbers even higher. So you can see how, legacy content workflows do not deliver at the speed that is needed at the scale and at the cost restrictions that companies are facing. So creative teams are consumed in, content creation, trying to drive personalization at scale, but with limited resources. So this is our problem statement that I’m sure a lot of you are familiar with. So once we have considered this, I wanted to put into perspective that problem with some statistics, that we have received from market analysis, since the past year or so. Top marketing challenges are efficiency, workflow bottlenecks, need for personalization. A few numbers here. 60% of marketers report that reducing content production time is a top priority. For them, 40% of content teams say inefficient workflows are their primary bottleneck. 80% of consumers are more likely to purchase from a brand that offers personalized experiences. That is something that we can all relate to because we’re also consumers. In our day to day. 65% of B2C marketers believe that faster content production cycles are essential. And reviewing, kind of like what those do review and approval type of process look like. It usually adds around ten days of content creation timeline, maybe more or less depending on your company or your industry. But that is already ten days that you need to add to your process. And overall, 70% of marketers find that creating personalized content is definitely their biggest challenge.

So once we considered this example and those metrics, you can see how this is critical to bring together a solution that supports marketers, that supports creative teams, for delivering content at scale.

So with that in mind, ÃÛ¶¹ÊÓƵ. So put together to use solution. This is what you’re seeing on this slide. So Gen Studio is a suite of solutions. So it’s built on top of ÃÛ¶¹ÊÓƵ Experience platform which you’re seeing here at the bottom of this slide. It leverages various gen AI models. So the foundational models with Firefly such as image vector design, video, audio and 3D and then some third party models for copy editing. And then, this, just use solution. You basically have different products and applications such as ÃÛ¶¹ÊÓƵ work front ÃÛ¶¹ÊÓƵ expressed ÃÛ¶¹ÊÓƵ Experience Manager, and then the one that we’re going to focus on today, which is you for performance marketing, which is the newest ÃÛ¶¹ÊÓƵ product that was launched during ÃÛ¶¹ÊÓƵ Max back in October 2024. And so what it is. So it’s a generic first application. It enables the modern marketer to self-serve on brand with content while respecting enterprise guardrails and establishing governance for high performing experiences. And it does so through three main vectors so paid media, email, campaign marketing and display. So now you see what it is, how ÃÛ¶¹ÊÓƵ just super performance marketing is different from studio solution and where it sits, but also which problem it addresses.

So now that we’ve level set, we’re going to move into what is organized arenas and try to define it in a way that’s very practical for you.

So a good way to start thinking about organizational arenas is to consider it as a solution agnostic concept. So it’s the organizational side of preparing to activate some use cases for a particular solution, whether it is product application and it’s difficult to build it. Deploy experiences when you’re faced with organizational readiness challenges. So the lack of organization internally at a company.

So those technical readiness have anything to do with or greediness. Yes. Organizational weakness impacts it. And it may also be a part of the technical readiness, for example, when you consider the digital maturity of a company, but not everything is organizational readiness. So when we start talking to our customers at ÃÛ¶¹ÊÓƵ, we expect that you need to have some baseline maturity to have some level of readiness. And so a definition, that we’re using as a reference is that it’s an organization ability to prepare and to successfully align through its culture, planning and structure to be able to achieve its strategic business goals, but also to be able to achieve measurable outcomes. So this idea of like tying everything back to your most important business objectives, while being able to drive, specific metrics and measure progress over time and benefits eventually.

So in order to leverage this, definition of or greediness, we have what we call a framework that we use to be able to understand what is a company’s, or greediness and like how do you define it? Get rid of this. So there is like three main pillars for organizational readiness. First, the planning as I mentioned before. So strategic roadmap cycle planning, they’re the ones that define organizational goals and outline clear objectives for achieving those goals by specific dates. Timeline. It’s super important in the planning consideration.

Secondly, we have the structure. So this is how the organization will operate to achieve its objectives through its departments, groups, teams all the way down to individual employees. And so that’s the unique operating model and governance framework that help you drive your competitive advantage. So very unique to each company.

And then the third one, leadership in culture. It’s decided that the leaders are the ones that lay out the vision, and they guide the organization towards setting very clear priority. And they set the cultural tone. So they are the ones that drive what we call change management and communication strategy, which is one aspect of organizational readiness, for example. And so again, leaders you’re having like this critical role in making sure that they are communicating the change they’re communicating. Why are we, investing in this new product. Why are we implementing this solution? Why then do we have to change our processes? What are the benefits short term but also long term. So if the leaders are really involved in defining this vision, then it’s becoming easier to have clear business objectives that all departments, groups and teams can relate to. And then higher management, mid management are able to relate that to individual employees. And so everyone is a very clear understanding on what are the use cases for this product and which KPIs, which metrics are going to be important for me specifically, and which ones I need to keep track of to make sure that we’re showcasing, results with the adoption of this new product. And so as you can see here on this slide, we want to make sure that there is a post activation review and optimization. So it’s this idea that while you may have an organizational unit framework, this needs to be constantly reviewed for many reasons. Like first you need to see how this is performing, in the market, how this is performing internally. Like are you observing some improvements, but also it’s this idea that strategic roadmaps and cycle planning, this is usually at least a yearly exercise. So your priorities may shift your business objectives as well. So you need to keep an eye and make sure that this is updated.

So hopefully this gave you a good, grounding understanding of what we mean by organizational greenness. What framework we’re leveraging to conduct, engagements with our customers when they adopt new products, new solutions. And now I want to get into the specificities of what do we mean by or we need this for gender studio for performance marketing specifically.

And so we want to consider first what are the success criteria. Right. It’s usually the type of exercise, that you want to conduct when you’re getting started with a new solution. So you want to prepare your organization for change, and you want to make sure it provides, countless benefits. So there’s three main buckets of benefits when we’re thinking about implementing change to you for performance marketing. First one, enhance content agility. It ties back to what we were describing at the very beginning of this presentation related to creating content of scale. So allows you to have scalable content production. You have reduced operational, bottlenecks and faster time to market, which is what we’re trying to achieve here. Second, we have empower teams with clear roles. So greater marketing autonomy because you know, what are everyone’s roles and responsibilities. And so you do not waste time in extra communications. You have higher value focus for creative teams. They can focus on the work that matters the most, that will bring the most return on investment, and then you have clearer workflows and collaboration across teams as a result. So it’s kind of like this improved, flawless process.

Third, it allows for control alignment. So minimize resistance to change. Back to what I was mentioning, prior on this slide, you have cultural management when leadership is involved, when it’s explaining the why and when there is, very good link between the business objectives, what we’re trying with this new solution and the overall vision of the company.

And so when you understand the why, there’s an enhance platform adoption. And so you have a greater buying for new ways of working. You understand why we’re changing processes and you’re more willing to adopt the, the new product.

So those are overall benefits, that we’re foreseeing when you have a strong or readiness with you for performance marketing from the beginning.

Now, here we want to do a little exercise. So Ashley will send a little poll in the Q&A chat. And we want to understand how do we feel, how do you feel, that you and your organization have a good understanding of your current operating model? And so it’s just for us to understand, like, can you answer these questions easily? Do you feel like, there is a lack of alignment with, the rest of the teams you’re working with just for us to get a quick pulse, those, four categories that you’re seeing on the screen here they are foundational questions, that you need to ask yourself, when you’re getting started with any solution in general, but specifically with just you for performance marketing. So let’s say if I and Ashley were engaged with one of you during an organizational readiness engagement, those are the types of questions we would start asking you when we do discovery. And some of them are very specific to against you for performance marketing, such as, the brand category and the roles category. So for example, if we dive in a little bit, we would ask you, how are your brands managed correctly today? Do you feel like you can describe the roles in the hierarchy for managing brands to your brand managers, for example, are those global brand managers or are you, devoted to regions? If you’re a global company, what is the relationship between the brand managers and the other teams, like the one, for example, executing the creation like the copywriters, for example.

As far as the roles, again here, you see, the first question is there define executive sponsor for this transition, this idea again that you need to have leadership that’s involved, but also potentially some change management agents there to help you through this transition.

Do you have individuals to fill the current roles outlined? We’re going to get into this in just a moment. We’re we’re going to showcase the types of roles that exist within the solution. So have you already thought about potential good candidates that will be filling those roles? Are there other parties that are involved, especially external parties? If you are a marketing creative team, chances are a lot of you are leveraging, creative agencies or external partners. So like, how are you going to involve them in your process? How are they involved today and how is this going to change once you implement the solutions? So those are all very important questions to consider. Before you’re even rolling out the solution or the operating model and process types of questions, those resonate very much with, other questions that I would ask to customers if we were not necessarily talking about just you for performance marketing, but let’s say for ÃÛ¶¹ÊÓƵ for fun or for ÃÛ¶¹ÊÓƵ Experience Manager, because it’s everything related to your work management processes, to your marketing creative processes. And so you would be surprised. But sometimes it’s very hard, for teams to understand what is their current operating model. And here we’re trying to get an understanding of okay, like are you satisfied with your current operating model? You feel like this is clear. What are the things you think work well? What are the areas of opportunities. And so here we’re trying to assess what is it that you’re missing and provide you very prescriptive recommendations on how you can improve and get to the next level. And so one of the ways to do that is, for example, we want to know if you have a center of excellence or communities of practice. And so the the idea behind those questions is to understand if there’s a regular communication happening between the different users and if there is a feedback loop process, if there’s, a way for users to share best practices, to share tips and tricks, and so eventually to see if there is any sort of, process currently in place and so how this is going to be, changed or challenged, with this new product coming on board and same thing for the process. It’s like if you have a very well defined creative and reviewing approval process, this process will be impacted by this new product that you’re implementing. It will evolve. So you need to review it. You need to see, how this is going to change. And so you need to communicate that with your teams and make sure that they’re being enabled, that they’re being trained. Because one of the reasons why, we see some teams are not adopting fast or not adopting well, some products is because there is not a very strong enabling program. And so you’re not able to handle the process, change.

Okay. So now that we’ve explained how we would conduct the discovery and what questions you should be considering, we want to provide some recommendations. So when you get started we want you to consider, even if let’s say you haven’t even explored the ideal contemplated the idea of adopting gives you for performance marketing. This is a good exercise. So, you want to consider a small team and a small team that already collaborates. Well, that’s used to working together. That is part of the same, creative process. For example, you also want to consider individuals expressing interest in Genii as an aid in their role. Why? Because gesture you for performance marketing is definitely leveraging Genii technology. So you want to have people that are keen with, self enablement that are interested in having some continued learning. They have a very good understanding of your brand profile and strategy. What is the brand identity? So they would be able to test the Genii model and to see with different types of iterations, if the responses or everything that’s generated within the tool is in accordance with the brand’s identity. So having, an interest in experimentation and continuous improvement is also very important. Willingness to blend or step into new roles. This is because, as you know, you have your day to day job and everything that you need to do. And when you’re adopting a new tool and you’re deciding that you’re going to be one of the early adopters and then eventually potentially becoming a subject matter expert, you will support others. So you need to accept this additional layer of responsibility. It’s also a great way for you to add technical and strategic skill to your profile. So very good for your, professional development and your overall career strategy. You need to be willing to provide very strong feedback and not only providing feedback, but deriving insights from them as well. So discussing what it means, how did you analyze that? How are you going to adapt then, and how are you going to make sure that there is a solution if the feedback, let’s say, is negative and were, observing some gaps from the product. And so when we say feedback, it’s internal. You need to share this feedback with the other users with the different teams. And you can problem solve. But also whenever you have interaction with your ÃÛ¶¹ÊÓƵ team, for example, please share the feedback with us as well. Especially important, to be able to relate this to, the product team because you’re constantly finding new ways of improving the product.

Lastly, considering your agency partners as collaborators, we’re going to get into this in more details in just a minute. But this is back to what we were considering at the beginning. When you think about your users, do not forget your external users and your creative agency’s.

Okay, so when we think about just you for performance marketing, one of the first steps when we think about or greenness is to think about user roles. So what are the key roles that exist in this tool. There’s four main ones. So the system admin, the system manager the editors and then the collaborate is the system. And I mean I think everybody is pretty familiar with that term. It’s not specific to studio like whichever, new software, new solution that you’re adopting. You want to have a system, I mean that’s in charge. So they will access the solution through the ÃÛ¶¹ÊÓƵ Admin console, and they will complete the user provisioning. And so, they’re in charge of maintaining the instance and troubleshooting and supporting the users. So couple of sample roles that we’re suggesting recommending for, those specific roles. You have the aptness in your tech lead. Those are just example, to give you some pointers. It doesn’t have to be them, necessarily. But it’s if you’re really stuck and you don’t know who might be a good fit, the system manager. So the oversee to set up an activation of all aspects of the solution. So from the brand guidelines to brand guardrails to the channel connections. So they have a very important role. And they have access to all of the permission settings for all the objects in just here for performance marketing. So sample roles, marketing campaign managers, UX or UI designers and developers could be a good fit. Maybe even creative directors or copywriters then the editor. So this role helps with setting up and activating a marketing campaign so they can create experiences. They can add content. This role. Yes. Does have some limits in terms of permission. Because they cannot create and edit the brand guidelines or guardrails, for example. Simple roles. Again, performance marketers, business users, brand managers, CMO or even compliance or legal teams. Sometimes they’re varying to create it in integrated in your in your processes, your marketing creative processes. And they need to review some documentation, especially if you work in, an industry that’s like highly regulated.

And then number four, so the collaborators. So this role is typically a review and approval role. So they’re very limited in their ability to modify content. But they do have view access to everything in the platform. So again they could be business users, brand managers, the CMO or again, compliance legal team or external creative agency.

And so here on those cards, it’s just a high level overview of what are those roles and, what type of roles and responsibilities that they have. If we would do an engagement live with you guys, we would definitely go into each role card and go very deep into our in our as well as the permission settings. When you’re setting up those users in your platform.

All right. So hopefully that gave you some, good understanding of what would organizational, readiness look like for you for performance marketing, where to get started and how to make sure that you’re going to have, some success criteria very well highlighted by really looking into your user setup at the beginning. So now in this third section, we’re going to look into what is an agile marketing operating model. And so why do we look into, agile marketing operating model. This is because there’s a very good correlation between the value proposition from Z for performance marketing and what we call an agile marketing operating model.

So first, before we talk about what is an agile operating model, we want to talk about what are the traditional challenges, from competing operating processes. So on this slide, you’re seeing kind of like this five step process with those five pillars. And so in gray you have the campaign planning level. And in red the more tactical elements to take into account. So this model that we’re serving here it’s pretty lean. You have five main pillars. And then you have some steps that you need to complete within each pillar. One needs to be completed before moving on to the other. So that’s why we’re calling it a lean operating model. However, this process is this process is still considered pretty lengthy. You, basically need to measure the total operating process in weeks. Sometimes in months. It is even reinforced, when you consider some specific types of industries that are highly regulated. So for example, financial services and insurance or health care, the pharma company, do you really have very long process, especially if you consider, legal and compliance, that are very involved or, additional agencies that may be involved in providing them, validation.

So why this model presents, challenges. So there’s like four main things that we’re observing here is that you rely on manual review and approval processes for the brand standards. So you constantly have to have a dedicated team or dedicated agency or kind of like reviewing all the assets and approving them. And sometimes it takes a very long time. It’s a lot of back and forth. You have to send emails, you have to send slack. It’s not all centralized in one solution. And you also, do not have, a very, handy process where all of your brand standards are being documented already in a tool that allow you to make sure that everything is governed properly or under brand identity, and that everything that you then create will for sure be on brand.

Secondly, it doesn’t really bring data in creative insights into the process. As you can see here, you have one specific step, that number four, that’s called post-deployment analysis. And so you first go through the entire ideation planning creation process and your launching your assets in your marketing campaign. But you don’t necessarily know how this is going to perform. And so you leaving the data analysis at the very end is very risky because once you do that performance monitoring, what if those assets didn’t respond well with consumers, you’re not able to adapt quickly. You have to kind of like go back to step number 0 or 1, to be able to modify this number three. So it makes localization and testing a secondary activity. While localization is like making sure that you know where all of the documents related to your brand identity are located. But also it’s like this idea of like being able to test and adapt depending on different markets and different regions across the world. If you’re a global company, and it doesn’t make it a priority, it’s kind of like we’re going to launch it first and then we’ll adapt later instead of like doing everything from the beginning. And lastly, it really piece creativity in innovation to flow during that process because the delivery is complicated. It has a lot of steps. There is a lot of pressure to deliver fast, but you’re unable to deliver fast with this model. And so it really doesn’t allow you to be very creative and to innovate as you launching your marketing campaigns.

So as we’ve reviewed the challenges, now, we want to talk about the main benefits of an agile operating model. So as mentioned before, there’s a course alignment between agile operating model and the pillars of change to do for performance marketing. So there’s five main benefits that we wanted to highlight here on this slide. So first it accelerates delivery of campaigns and content to customer. And in order to measure that because sometimes it’s a little bit difficult to put this in perspective. Like we’re talking to you about the value proposition and the benefits, but you don’t really know how are you going to measure that? So we see you for performance marketing. A very good example is to take a marketing campaign go. You launched maybe a few weeks or months back. And once you’ve implemented your studio, you basically recreate this campaign now in the tool and you measure how much time does it? Does it take you right now to create this campaign and how much time did it takes you before? And so compare those numbers. And so you’re going to be able to assess better time to market campaign cycle time and customer feedback. Time to see because you’re going to have the data immediately. Like okay, how is this performing. How is this performing on the market? Like creates ability to manage shifting priorities with a fixed capacity of people. So priority change, response time, resource utilization rate or task completion rates are very good metrics to consider. Gaining insight into working process and incorporating emerging ideas without impacting deadlines or think about working progress limits. I corporation rate deadline adherence, for example, improves productivity and preserve brand quality across products and campaigns. So consider here again measuring productivity rate, quality score and error rate. And then overall it improves alignment with other teams and business objectives. So this one it might be difficult to have a quantitative impact here. So it’s more qualitative. But overall you want to try to have a good understanding of like what is now your question collaboration score. What is the objective alignment rate. And lastly what’s the stakeholder. Satisfaction. So all of those are kind of like good KPIs to keep in mind. When you want to start your transition and start seeing, okay, what is the difference? What are the benefits.

And so now that we’ve talked about the benefits, I want to give you a little, step by step process. And like how can you what we call break the walls, meaning redefining your operating processes. So again, we mentioned this before. You want to empower a small team. You want to bring them together. This is how you can break through traditional processes and allow for you to react more quickly, creatively and drive new content. You want to establish robust brand guardrails so your brand grows over time. So the brand, guidelines and guardrails needs to be maintained in the product. You want to make sure there is a clear, governance and education for your users. So you need to maintain governance principles and education documentation in the solution as well. You need to ensure there is a continuous, training enablement program for users who are coming on board. Like eventually you’re going to grow, you’re going to have more users. So this is why this is very important. And you want to refine and adjust, in the solution based on the brand evolution, redesign, review and approval processes, it’s pretty straightforward. You want to be able to support the increased volume of content. So you would need to bring the team in agency partners closer to collaborate. Instead of having, handoff during reviews and leverage rapid communication tools work within the solution to be able to, codify brand and voice the guidelines to streamline the approvals driving align the strategy with creative insights. So this solution allows creative teams to unlock new creating sites around what images and what content are performing best. You want to learn. You want to lean into, understanding the performance attributes so you can increase the effectiveness of your marketing content. And so this is where your team can also reduce time spent creating briefs. They gain freedom independency. And so they are empowered.

Lastly, the need to recalibrate and improve processes. So this can become an expand role to maintain and adjust the product definitions personas and brand guidelines as you will grow over time. So system maintenance is definitely a key aspect of running your operations. Interest to you for performance marketing.

Further recommendations on how do you make this transition? It’s by considering, what type of operating model you need to put in place. And usually you want to start with just one single brand. Just because it’s easier to start small again and then scale. So, you have the executive sponsors and executives to your code that kind of like, oversee the entire process as the core functional leaders, they’re the ones, again, laying out the visions, laying out the objectives, and then for the use case prioritization and the activation responsibilities in this. So you have cross-functional leaders. They provide inputs to program leadership on program goals. They prioritize use cases. And so they measure the impact strategy. The program leadership. Your led by your performance marketers. They’re the ones that prioritized specified the use case requirements. They track the program value and they’re responsible for capturing and communicating adaptation recalibration your agile teams. So they’re made up of the people. They’re like boots on the ground, like the editors at the collaborators. So they execute the use cases based on requirements and continuously collaborate. The solution to improve performance. The cross-functional practitioners, they adopt established processes and best practices rolled out by the program teams. So the core capability product teams implement and maintain digital tech. So here you as you can see within the digital within the agile team, sorry. You kind of have a mix of business, marketing functions that made up the program team. And so that’s kind of like your phase one. You’re starting with one branch and then you will expand. So you’re going to scale to a multiple multiple brand operating model. And so here as you can see the structure looks very similar.

The roles in the operating model remain the same. So operating model facilitates critical cross-functional and cross brand knowledge sharing. This is one very important point. The agile team representation is not a 1 to 1. So for example, if you look at brand A and brand B, you may have the same people in the data and segmentation, tool or in the performance marketers pool. And so they’re able to observe what’s happening with brand A and B, compare and share best practices with the rest of their agile team. And so this is really important. This model will also allow you to maintain system admin oversight, to preserve solution governance. It aligns performance marketers across brands to drive cross brand learning. It supports a unified and integrated creative operating process and a review and approval model. And eventually it reinforces the involvement of functional teams across brands, which is really, what we want to insist on. Like, you can reuse your resources, you can have them, present in, different areas.

So now that we’ve seen, like how to go from, traditional model to an agile operating model, and then from silo brand to a multi brand, we want to talk about, some foundational challenges of scaling with AI based content that we want you to be aware of. So here one additional mention is that, the customer journey, really matters here when you’re getting started with is super performance marketing chances are you’re going to be, faced with those four main challenges that you’re seeing on the screen here. But as you evolve and depending on your digital maturity, you may need to review and prioritize these foundational challenges. So let’s talk about brands. So there is a challenge of maintaining brand consistency. I generally content must align with your brand’s voice, tone and values. This requires robust guidelines and continuous monitoring, to ensure that the content produced by AI reflects your brand identity accurately. So any deviation can lead to a disconnect with your audience and potentially harm your brand reputation process. So integrating AI with your, content creation workflow involves rethinking and redesigning your processes. We’ve talked about it before. This includes training your teams to work with AI tools, establish new protocols for content review and approval, ensure seamless collaboration between human and AI contributors. So the goal here is we want to create a streamlined process that leverages AI capabilities while maintaining human oversight. Measurement. You need to establish clear metrics to evaluate the effectiveness of AI generated content. So this involves tracking engagement, conversion, conversion rates, and other types of KPIs. You must also continuously refine your AI models based on this metrics to improve content quality and relevant. So without proper measurement, it’s difficult to grasp the true impact of AI on your content strategy. And finally, the use cases. So you want to identify the right use cases for AI in content creation. Not all content types or formats might be suitable for AI generation, so you need to carefully evaluate, where I can add the most value, whether it’s in generating product descriptions, creating personalized marketing messages, or, producing data driven reports. So by focusing on high impact use cases, you can maximize the benefits of AI while minimizing, potential risk.

And so this for foundational challenges that we saw, just now exacerbate, what we call legitimacy and performance here. So if you have problems of legitimacy and performance, this means that you did not overcome the four foundational challenges first. So addressing those foundational challenges of scaling AI based content such as so brand consistency, process efficiency, measurement accuracy, and use case effectiveness. This will allow you to significantly, enhance both your legitimacy and your performance. So you want to maintain a balance between AI capabilities and human oversight. And so organizations can harness the full potential of AI by driving better outcomes, by building stronger and having, in the end, more authentic, meaningful connections. We do audience, no matter what the audience is at this moment.

So, so we reviewed some challenges here and on this slide, kind of like, the best step process or recommendation that we wanted to share with you. So you have what we call levers of scale. And so I’m just going to focus and go over like what you’re seeing on the left side of the screen. But like the bullet points that you’re seeing on the right side, you may consider them as almost an action plan or a step by step process, where you have clear actions that you can implement to help you achieve those levers. So number one, strong executive alignment and sponsorship. This goes back to the leadership and communication strategy pillar that is essential with organizational readiness. You need to have executives who are here to align on the strategy and sponsor you.

Number two, align with the organization’s larger AI transformation strategy. Is this idea that everything that you do needs to be, in alignment with the overall vision of the company? Start small, scale up. This is our recommendation. Start with a small team, enable them, make them subject matter experts, and then allow them to support new users that will come on board on this product. Having clear roles and responsibilities. This is almost the step number one, when you’re considering your user setup and you want to make sure everyone needs to understand what they’re doing, why they’re doing it, and what impact they may have.

Five aligning your creative operations is like having this really good understanding on like, what is your current state? Where are some areas of opportunities and what you’re going to do to improve, this process, but also incorporate this new tool in your process? Recalibrate. Well, this is this idea of being adaptable, flexible and observing how you’re currently performing, how this is different now that you have implemented this new solution. And also, always like taking a step back and seeing what can be better and allow allowing you to experiment and test out and just be curious. Lastly, scaling for the future is making sure that you’re gradually expanding, the initiative. And so that you have a plan for incorporating new groups and new teams on the solutions so that there is a, an even more, seamless, collaboration across different departments at your organization.

So, yeah, take this as almost an action plan.

Here, I wanted to call out, something that I’ve touched on a little bit, during this webinar. But this is this idea that we define organizational readiness. But our team, is definitely here to support you guys. If you need some very specific prescriptive organizational unit supports. So there’s resources that are available to any ÃÛ¶¹ÊÓƵ customer. As you must know it’s ÃÛ¶¹ÊÓƵ Experience League. So this is this platform where you have documentations. You have training resources.

You have some best practices. Customer. Testimonies as well. And you have communities. So this is kind of like your one stop shop where you can get, resources on your own about organizational, readiness and change management. But if you need something that’s more prescriptive, we have what we call organizational readiness success accelerators. And so as you can see under that umbrella, there’s a couple of, categories of accelerator that we can support you with. And so this gives you an idea of like how broad our readiness is, could touch on change management, could touch on operating model and governance or onto workflow, for example. So excuse me if you’re interested in any of those and you want to explore them, please contact your account team. So where are your themes? Your time? Your time, your account director or your says representative? And, they will get in touch and will be able to align, an accelerator, to support you guys.

So I’ve put together this little slide with some three key takeaways. So you have those three, main pillars. So those are the three categories we went over during the presentation. So organizational readiness definition. So what is it to you for performance marketing. This is a January 1st application that allows during and to be mag. So it really empowers marketers to serve brand content with governance helps you with content creation. Pick media email and ad display. Or greenness is a foundation for success. Is the solution agnostic concept that enables activation of use cases. And then we went over what is the framework that you can leverage with the Kaepernick. So remember reporting structure leadership and culture. They’re essential, for successful launch and success criteria for just you for performance marketing. So we went into, the specifics for this solution. So it enhanced the creative team productivity. You want to be able to automate processes to streamline, execution. You want to improve creative review cycles for efficiency and speed. You want to generate brand compliant content with enterprise guardrails. And so, I’ll walk you through how we usually assess organizational readiness and how you can do it. Start doing it yourself by, observing how you’re currently managing your brand or your operating model looks like what types of roles you should be considering, what your processes are, are you satisfied with them? What could be improved? And then, I walked you through how we can build the right team for agents to do a couple of recommendations on the type of team to consider through characteristics, etc…

And then lastly, we talked about so what is an agile emerging operating model. And so the explain at home, how do you start by empowering and empowering a small agile team. Then we discussed how do you establish robust, brand governance and, specifically how to implement strong brand guardrails, how to embed governance and ongoing education and making sure that you’re redesigning your review and approval processes for faster content, deployment.

Lastly, leveraging data and continuous optimization. So using the analytics that are available engine to you for performance marketing to uncover creative insights and optimizing your content performance is key. It will allow you to recalibrate and refine your processes as you’re scaling. And so we do recommend just starting with one brand and then scaling to a multi, brand operating model to be able to leverage and share best practices across your different, agile teams.

So that’s it for today. This the content I had for you guys. I hope this was, instructive. So, I’m reviewing the chat right now and Ashley will send a survey, so please. And so the quick survey is just two really quick questions. Would love to get to work on your input. What did you think was it helpful or not? And also what you want to consider in the future, right. What other, team things that you want to see in future sessions? Awesome. Thank you so much, Berniece. So I’ve been monitor moderators monitoring, excuse me, the Q&A pod, as well as the chat. We have not received any questions. But I know that you are currently working with customers, in terms of kind of onboarding Gen Studio for performance marketing. So, so curious to hear from your experience, how are customers benefiting from this new product? Anything you want to share with, with the group today? Yeah, thanks for asking, Ashley. Yeah. So we’re basically, when our customer is on board, we’re trying to making sure that we’re addressing, kind of like the setup of their marketing organization on the tool. And we do some organizational readiness sessions from the beginning to really get a good grasp on their of model and governance. So this, we’re in the phase where we try to have some value realization metrics in place. And, we’re starting to measure first, like the time saved. So this is kind of like the first types of KPIs that we’re keeping an eye on with our customers. And they’re the ones where they want to see efficiency, like from the beginning. So none of them have I’m working with four different customers right now. They’re implementing checks here for performance marketing. None of them are being fully finished. One of them is almost done. And so we’ve started identifying, some metrics like 30%, production time on, marketing, campaign creation process. And for now, this is kind of like an assessment of a number. But that’s kind of like where we’re getting started. And then, once we have a good, number, like something they’re satisfied with on time savings, we’re going to start looking at, their, the engagement of their consumers with the content that’s being created.

Awesome. Thank you so much for that, Berniece. Let’s see. So again, just checking to see. I do not see any questions. But I do want to kind of reiterate, to Bernice’s point with the survey, the two question poll, we really incorporate your feedback into shaping our future webinars and sessions. So the team does have, you know, any feedback to share as well as any future topics that you like to see covered in these webinars? Feel free to, to use that poll. Again, we want to thank you for taking your time and joining us this morning, around Jim Studio for performance marketing, operating model and government strategy. We thank you for investing, your time with us this morning, and we look forward to seeing you on future webinars. Thank you so much. And thank you again, Bernice. Yeah, thank you so much for your help, Ashley. I really appreciate it. And thank you everyone for joining us. You will be receiving the, the recording, of this session shortly. Looking forward to seeing you in future sessions. Thank you. Have a great day.