Five Cs of Product Content: Unlocking Context
By Kerry Young on Jun 23, 2021
In our series on the Five Cs of Product Content, we’ve discussed tips for delivering content that is correct, consistent, complete, and compelling.
But there is one last “C” — and it’s often the “secret sauce” that helps companies move the needle on their customer experience and revenue: Context. In the final post of our series, we’ll look at how you can leverage contextual product content by looking beyond traditional product information management (PIM).
(To get a recap for all Five Cs, download our eBook)
How Do You Gain Context?
There are two main ways you can leverage contextual product content.
First, the right PIM enables you to create high-quality content in the context of each sales channel. For example, the content you provide in-store will be different than what’s required by your eCommerce platform or by the GDSN data pool that feeds your retail channels. Using a PIM to quickly tailor your content by channel helps you avoid errors, omissions, and wasted time.
But there’s more to tailoring your content beyond channel or partner type. What if you could contextualize your product content — by customer, location, or other dimensions — to improve your product marketing, offers, pricing strategy, and more? That brings us to our second method: product intelligence.
Raising the Stakes with Product Intelligence
In 2020, we saw how crucial context can be. As COVID-19 impacted regions (at varying rates), companies had to quickly adjust how they communicated about their product supply, availability, pricing, and more. Some companies were ready — and some were not.
But the reality is, it shouldn’t take a pandemic to recognize the value of context. Climate, culture, demographics, consumer preferences, and price sensitivity vary greatly, not just by state but by specific locale. To maximize your success, you need to tailor your product assortment and offers by location, channel, and even the individual customer.
Internally, there are also decisions to be made that impact revenue. Are there better sourcing opportunities? Do you need to discontinue products or introduce a new line? What regions would be best for expansion?
To get to this level of intelligence and tailoring, you need rich data across domains. And for that, you need to choose a PIM with full multi-domain data capabilities.
Your Future Self Will Thank You
The ability to use cross-domain intelligence is a compelling reason to consider multi-domain MDM. But when you do so, you’re also future-proofing your business.
Scalability is crucial when it comes to tech investments. Selecting a PIM that’s also a multi-domain hub means that you can scale when you’re ready, at a fraction of the cost of buying separate products. This is a great point to make to your data or IT teams — especially if you’re struggling to get support for your project.
As a product information manager at Gourmet Foods noted, “When we started this journey, we really thought we were looking for a product information solution. But we discovered that EnterWorks went beyond product information and could do so much more.”
Do You Have All Five Cs?
If you missed any of the series posts, click on the links above to check them out.
Selecting Winshuttle EnterWorks means that you get everything you need from a PIM and DAM — plus a future-proof multi-domain MDM. To learn more, download our eBook: How to drive better customer experiences and incremental revenue with a strategic approach to PIM.
About the author
Kerry Young joined EnterWorks in 2006 when Ennovative, Inc., the multi-channel publishing software company he co-founded, was acquired by EnterWorks. He directs EnterWorks’ operations and leads EnterWorks’ professional services and consulting organization, ensuring effective customer implementations and ongoing success. Mr. Young brings more than 25 years of technology and business management experience to EnterWorks, having served as CTO for a subsidiary of the Dow Chemical Company, and earlier as VP, Information Technology for Marshall Industries, a $1.7 billion industrial electronics distributor. He previously managed information systems for a subsidiary of McDonnell Douglas Corporation. Mr. Young holds a B.S. degree in Computer Science from Cal Poly, San Luis Obispo and an M.B.A. from California State University Fullerton.
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