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UPS
Sector:Technology
Service Category: System
UPS

The problem

In the fall of 2010 UPS launched the ‘We Love Logistics’ campaign, which aimed to unify their brand identity in all countries and to capitalise on service features unique to UPS. The challenge was finding a way to distribute and manage all of the content from the campaign to all UPS markets around the world. Further, this content needed to be distributed quickly so that only the most up-to-date materials were available at any given time.

 

UPS already had a digital asset management system in place that aimed to distribute content, but it functioned more as an archive than a live asset repository. In order to make it into a current library of materials, UPS engaged with RedWorks to find a way to funnel assets produced from the Ogilvy and RedWorks offices worldwide into the UPS system. Part of this challenge meant solving the issue of disparate programming languages and differing metadata standards across the two systems as well as finding an efficient way to transfer assets (images, videos, documents, etc.) from one DAM system to another.

The solution

Working with the UPS DAM team, RedWorks used RedVault to build an internal system that allowed for efficient collection of all agency-produced work from around the world. We also developed a shared metadata schema with the UPS client and created a workflow that ensures that all assets from the agency are submitted with appropriate classification information (keywords, business classification, etc.).

 

Finally, we built a tunnel to manage the transfer of assets and their associated metadata from RedVault to UPS Brand Exchange. As a result of these efforts, Brand Exchange users have the ability to search for and browse up-to-date assets that they can then download and re-purpose. These efforts save UPS significant time and money by amortising initial creative costs and having assets available on-demand to communications employees and their vendors. UPS measured the ROI for the company and found that total cost avoidance in just the first year was nearly $800,000.

The work