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By	Lee	BognerECOMMERCE
PRODUCT	CATALOG	
PUSH	SYNDICATION
@LeeBogner	(c)	2015
CPG	ECOMMERCE SECTOR	- STATE	OF	THE	INDUSTRY
OBJECTIVES:	“CPG	firms”	are
• Exploring	“push”	syndication	of	product	content	out	to	their	online,	
eCommerce seller-channel	partners	around	the	world
• Seeking	to	improve	the	way	information	is	collected	and	distributed	for	
greater	efficiency
• While	at	the	same	time	enabling	greater	scale	and	market	coverage,	
spanning	across	consumer	and	industrial	experiences,	and	related	end-
to-end	operations	and	channel	partner	value	chains	
• Would	like	to	understand	how	in-sector,	and	out-of-sector,	companies	
are	approaching	these	needs,	based	on	relevant	experiences	– and	with	
similar	aspirations
@LeeBogner	(c)	2015
BUSINESS	DRIVERS
Growth	in	online	sales	by	consumers	is	expected	to	take	another	
step	forward	based	on	recent	trends,	increasing	the	value	of	
better	digital	merchandising:
• As	mobile	shopping	increases,	share	of	online	purchases	is	
increasing	in	key	markets	around	the	world
• Amazon’s	free	delivery	of	“small	and	light”	items,	without	the	
need	for	“Prime”	membership	is	spawning	competitor	response
• Launch,	and	rapid	growth	of	last	mile	delivery	in	urban	markets	
expected	to	fuel	online	buying	of	weekly	household	purchasing	
including	subscription	based	eCommerce
The	burden	of	merchandising	is	increasingly	shifting	
to	product	companies,	as	sellers	focus	more	on	
increasing	traffic	and	distribution
@LeeBogner	(c)	2015
CHALLENGES	OF	AD	HOC	INTEGRATION	
BETWEEN	SUPPLIERS	AND	SELLERS
Both	suppliers	and	sellers	have	been	building	capabilities	over	the	years	to	support	their	online	
channels,	but	this	has	been	primarily	focused	on	their	own	properties,	leaving	the	integration	between	
them	still	mostly	ad	hoc,	cumbersome,	costly,	and	more	focused	on	execution	than	results.
SellersSuppliers
• Focused	on	operating	their	own	properties,	less	focus	on	
individual	products	and	performance
• Drowning	in	product	info	from	suppliers	(volume;	quality)
• Very	large	assortment,	but	need	to	run	lean
• Category	managers	need	to	spend	more	time	on	tactics	than	
data	management
• Focus	on	product	data,	not	content	and	merchandising
• Need	to	support	a	wide	variety	of	standards	around	the	world
• Increasing	awareness	of	need	to	drive	sales	through	online	
channels,	especially	in	leading	categories
• Lack	of	mature	products	and	services	to	fully	address	the	
need,	leading	to	inefficient,	manual	operations
Product	data	and	content,	usually	in	pieces,	
with	little	automation.	Either	manual	
spreadsheets,	pull	from	portal,	or	distribution	of	
core	content	via	syndication	services
Sales	data,	but	little	or	no	traffic	data	that	may	
indicate	how	product	content	may	be	
contributing	to	sales	conversion
@LeeBogner	(c)	2015
COMMON	PAIN	POINTS
• Inefficient,	overly	complex	and	redundant	work	streams,	no/low	standards,	sub-optimal	output
• Minimal	processes	for	content	creation	&	governance;	where	to	store,	how	to	/	who	can	access
• Resulting	in	inaccurate	content,	poor	market	representation,	compliance	risk	and	lost	revenue	opportunity
Product	Data,	Content	and	Asset	Creation	/	Retrieval	
Channel	and	Customer	Product	Content	Management	
Content
Agency
Brand
Websites
Maverick
Scrape
Maverick
ScrapeSales
Digital/
Mobile
Brand
Teams
Marketing Master
Data
@LeeBogner	(c)	2015
EMERGING	APPROACHES
Top	tier	retailers	and	product	companies	are	increasingly	seeing	the	value	of	improving	both	the	quality	
of	content	being	offered	on	the	seller	sites,	as	well	as	the	way	sellers	and	suppliers	work	together	to	
improve	the	effectiveness	of	online	merchandising.
SellersSuppliers
• Desire	to	provide	a	richer	set	of	content	to	their	customers	
about	products,	without	an	increasing	burden	on	operations
• Increasing	use	product	content	syndication	via	third	party	services,	
for	the	core	data	they	can	support
• Improve	consistency	of	product	content	&	imagery	across	all	channels
• Experimentation	with	direct	integration	with	strategic	selling	
partners,	to	provide	a	richer	content	set
• Evaluating	automation	strategies	to	reduce	the	operational	cost	to	
support	the	distribution	of	content
• Setting	up	merchandising	teams	to	improve	sales	
Layered	approach,	leveraging	syndication	
partners	for	most	relationships,	topped	with	
direct	integration	for	top	tier	partners
Sharing	of	traffic	data	about	supplier	products	
to	generate	insights	into	how	content	and	
tactics	could	drive	higher	sales
@LeeBogner	(c)	2015
PATH	TO	AUTOMATED	PUSH	SYNDICATION
Not	scalable
Out	of	date	content
Improved	scalability
And	time-to-market
Highly	scalable;	Toward	real-time	
Supplier	to	Retailer	PDP	content	update
Allows	high	Value-Add	downstream
2nd Tier	Suppliers	AND	Channels are:	
Slow	to	adopt;	looking	to	Top	Tier	Suppliers	to	solve
Top	Suppliers	AND	Channels	are:	
• Harmonizing	eCommerce content	with	digital	PIMs,	DAMs,	Staging	tools
• Integrating	both	directly	to	Channels,	and	using	Syndication	Engines
• Enforcing	collaborative	digital	data	governance
Content
Agency
Brand
Websites
SalesMaster
Data
Marketing
Digital/
MobileBrand	Teams
Product	
Imagery
DAM
Product
Content
Enriched	
Copy
Product
Master	
Data
SAP/MDM
Regulatory
PIM/PCM
PORTAL
Digital	Product	Catalog
CORE	DATA ENRICHED
DATA
Digital	
Product	Content
Staging	/	Repository
PULL
PULL
Download
Syndication	
Engine(s)
PUSH	Staging
Content	(Scheduled)
CHANNEL
SELLERS	/
SALES	TEAMS
PUSH
Syndicated
Feeds
C
e
n
t
r
a
l
S
o
u
r
c
e
s
Enriched	Content
(prepared	for	syndication)	
SELECT
SELLER	WEBSITES
FOR	PUSH	PILOT
SELECT
SELLER	CHANNELS	
FOR	PUSH	PILOT
Product	
Imagery
DAM
Product
Content
Enriched	
Copy
Product
Master	
Data
SAP/MDM
Regulatory
PIM/PCM
PORTAL
Digital	Product	Catalog
CORE	DATA ENRICHED
DATA
Digital	
Product	Content
Staging	/	Repository
PULL
PULL
Download
Syndication	
Engine(s)
PUSH	Staging
Content	(Scheduled)
CHANNEL
SELLERS	/
SALES	TEAMS
PUSH
Syndicated
Feeds
C
e
n
t
r
a
l
S
o
u
r
c
e
s
Enriched	Content
(prepared	for	syndication)	
GDSN
GDSN
(future)
GDSN
Seller
Web
Sites
At	Scale
SELLER	CHANNELS
At				Scale
Internet
Marketplaces
MARKETPLACES
GS1/EU
1WorldSync
GS1/US
1WorldSync
GS1/ROTW
1WorldSync
GS1/CA
ECCnet/
ProSync
GS1	/	GDSN	Global	Trade
Data	Pools	(current	&	legacy)
@LeeBogner	(c)	2015
[1]	Current	State
(Disparate,	unapproved	
sources;	mostly	manual)
[2]	Streamlined	State
(move	to	centralize	sources;	new	roles
semi-automated,	reduced	manual)
[3]	Automated	State
(mostly	automated,	
manual	is	the	exception)
Evolution	over	Time
Promotional	Content	(on	property)
TYPES	OF	PRODUCT	CONTENT
As	the	market	matures,	online	sellers	are	increasingly	looking	to	content	to	help	differentiate	the	
experience	and	drive	incremental	sales	growth.	This	is	driving	the	need	for	variety	of	information	
and	tactics,	beyond	the	classic	set	of	content	typically	found	on	a	product	detail	page.
MicrositesPromotion	Pages Search Product	Details
Product	Content	(on	channels	and	information	intermediaries)
@LeeBogner	(c)	2015
DATA	AND	CONTENT	CLASSIFICIATION
In	order	to	streamline	the	process	of	producing	and	distributing	content,	we	see	a	model	of	classification	
that	can	be	used	to	map	how	raw	material	(master	data)	should	be	sourced,	and	then	how	various	layers	
of	enrichment	could	be	applied.
Master	Data
Product	Content	&	Keywords
Digital	Assets,
Product	Content
Promotional	content	&	pages
Digital	advertising
Promotional	Content
Used	to	attract	visitors	already	on	
the	channel	site	to	your	products,	
and	draw	them	to	your	products
• More	channel	specific,	but	suppliers	would	like	more	tools	to	manage	
in	one	place,	rather	than	separately	for	each	portal
• These	classifications	require	merchandising	teams,	focused	on	driving	
sales	via	channel	partners	and	owned	“selling”	properties
• Core	data	sourced	from	the	enterprise,	that	content	is	associated	with
@LeeBogner	(c)	2015
• Product	specific,	golden-record	content	is	enriched	and	associated	
with	each	item	(GTIN),	cataloged	for	brand,	segment,	channel
• Typical	focus	for	product	companies,	with	varying	degrees	of	maturity
CONTENT	CREATION	AND	DISTRIBUTION
Information	is	produced	in	ways	that	can	be	thought	of	as	a	manufacturing	process,	starting	with	raw	
materials	(master	data),	which	are	then	used	as	inputs	for	creating	enriched	content,	which	then	gets	
distributed	out	to	consumers	of	that	information,	via	a	distribution	channel.
@LeeBogner	(c)	2015
Tier	3
Sellers
Tier	2
Tier	1
ETL	&	
Distribution
Syndicator(s)
Promotional			Content
Master	Data	
Repository(ies)
Digital	Asset	Manager
Source	assets
Data	sources
Product	Companies
Product	Content
DIGITAL	PRODUCT	DATA	ATTRIBUTE	TRENDS
Developed,	enriched	and	SEO-optimized	for	B2B	customer	&	D2C	consumer-
facing,	purchase	interaction	at	the	eCommerce PDP	(product	detail	page),	
micro	site,	landing	page.	Key	attributes	are:	
• MSRP;	Channel	Category;	marketing	friendly	product	name,	marketing	
product	description;	feature	bullets,	benefits,	search	keywords,	
metadata;	local	language,	seller	specific	assortments
Leading	suppliers	use	Content	Style	guides	to	enforce	consistency	across	
corporate	products;	across	channel	and	location	specific	needs.	
Rich	Marketing	Product	Content
Imagery	(and	video)	for	consumer	to	visually	“touch	and	feel”	the	item.
Key	Attributes	are:	
• Trend	to	Digital	Asset	Management	repositories	(DAM);	CGI
• Primary	(beauty)	shot	(image);	thumbnail,	banner	sizes
• Multi-angle	shots	for	interactive	viewing	(pan,	zoom,	top,	side,	360)
• File	formats	vary;	de	facto	standards
• Image	sizing	for	varying	placements
Leading	suppliers	use	Imagery	Style	guides	to	enforce	consistency	across	
corporate	products;	across	channel	and	location	specific	needs
Product	Imagery
Consists	of	Material	Package	Data	
Key	attributes	are:	
• Product	id	number	(e.g.	GTIN,	EAN,	UPC	for	purchase;	
manufacturer	id	for	manufacturing	and	supply	chain)
• Shelf	life;	Country	of	Origin	
• Item	name	and	description	(not	consumer	facing)
• Supplier	category	(e.g.	brand,	sub-brand)
• Item	dimensions	(e.g.	size,	counts,	item	wright,	package	weight)
Master	Product	Data
Product	Imagery
Rich	Marketing	Content
Material	/	Regulatory	/	Label	DataProduct	Content	
Golden	Record
ENRICHED	DATACORE	DATA
Master	Product	Data
@LeeBogner	(c)	2015
Regulatory	/	Label	Data
Consists	of	product	components	and	notifications,	Key	attributes	include:	
• Ingredients,	Nutritionals,	Allergens
• Regulatory	data	(e.g.	claims,	warnings,	haz/mat,	local	restrictions)
DIGITAL	ENRICHMENT	AND	GOVERNANCE	FLOW
Product	Imagery	(enrichment)
Rich	Marketing	Content	(enrichment)
Material	/	Regulatory	/	Label
Data	(core)
Material	Data	(SAP/MDM)	
Creation/Approval
Regulatory	/	Label	Data	
Creation/Approval
Rich	Marketing	Content	
Creation/Approval
(traditional)	Product	Imagery
Creation	/	Approval
Product	Content	
Golden	Record
(CGI)	Product	Imagery
Creation	/	Approval
Attribute	ownership;	maintenance;	of	manufacturing	data
Legal	review	and	approval;	
time	consuming	and	can	be	a	show	stopper
One	of	CGI’s	many	benefits
Is	early	image	production
Flaw	with	traditional	image	photography,	
Requires	manufactured	product	sample,	
thus	slows	time-to-market	content	delivery
Creation,	review	and	approval	management	of
Content	creators:	from	brand,	marketing	or	content	
Specialist	(agencies)
DATA	QUALITY	&	GOVERNANCE
Overall	Data	Quality	Strategy
Data	Rules	&	Standards
Data	Cleansing	&	Transformation
Master	Data	Enrichment
Duplicate	Management
Data	Change	Rules
Global/Regional/Corp.
classification	and	
hierarchy
@LeeBogner	(c)	2015
PUSH	vs.	PULL
Despite	the	clear	flow	diagram	we	just	saw,	many	of	those	processes	still	involve	high	levels	of	manual	
effort	and	coordination.	As	the	demand	grows	for	information,	this	is	driving	up	operational	costs,	both	
for	resellers	and	suppliers	and	product	companies.	The	solution	is	to	automate,	but	that	requires	a	level	
of	investment	and	control	that	can	be	hard	to	address	for	the	entire	market,	so	a	tiered	approach	is	
recommended.
Tier	3	Resellers
Smaller	volume	channel	partners,	high	in	
number,	with	low	benefit	for	custom	
approaches
• Product	companies	moving	to	a	self-service	
model,	enabling	partners	to	log	into	their	
catalog	manager	to	choose	the	assortment	
they	want,	then	pull	content	down	as	
frequently	as	they	want
• Burden	of	effort	goes	to	the	reseller
Tier	2	Resellers
Mid-market	retailers	that	may	be	important	
enough	to	offer	automated	push,	but	mainly	
for	product	content	
• Automated	extraction	and	push	of	content,	
including	core	master	data,	from	a	common	
source,	pushed	to	the	edge	of	the	partner	
environment
• Reseller	would	still	be	responsible	for	
loading	into	their	system	and	activating	new	
product	content
• Promotional	content	would	not	be	included
Tier	1	Resellers
Major	reselling	relationships	around	the	world	
that	can	drive	significant	sales	growth	through	
increased	coordination
• Automated	push	of	both	product	and	
promotional	content
• Experimentation	with	direct	integration	
(over	and	above	syndicators)	to	deliver	a	
richer	content	set
• Dedicated	teams	to	manage	both	sales	and
merchandising	relationships,	accountable	
for	outcomes
• Sharing	back	of	deeper	traffic	and	sales	data	
from	reselling	partner
@LeeBogner	(c)	2015
OPERATIONAL	CONSIDERATIONS
Many	product	companies	are	still	at	a	stage	where	they	are	just	creating	basic	product	content,	in	a	
fragmented	way	by	each	brand	team.	Where	companies	have	fewer	brands,	each	controlling	larger	slice	
of	the	revenue	contribution,	there	can	be	resistance	to	using	a	shared	internal	service	to	aggregate	and	
improve	the	way	content	is	created	and	distributed.	Companies	with	many	smaller	brands	tend	to	get	
more	value	from	shared	services,	and	should	be	considering	streamlining	operations,	using	more	
automation,	to	reduce	the	growth	in	operational	costs,	while	enabling	resources	to	be	shifted	to	
creating	more	valuable	content,	across	more	channel	partners.
@LeeBogner	(c)	2015
Opportunities	
for	Automation
CONTENT	REUSE	ACROSS	MARKETS
Reusability	is	partially	a	matter	of	how	content	is	managed	at	a	component	level,	and	for	data,	this	can	lead	to	breaking	
down	elements	into	lower	levels	of	granularity,	so	it	can	be	reformulated	more	easily	at	the	distribution	end	of	the	
content	factory.	However,	content	is	more	than	just	the	structured	data,	so	a	business	approach	is	also	required	to	
design,	publish	and	share	unstructured	data	and	assets	in	a	way	that	enables	greater	reuse	across	markets	and	contexts.
Structured	Data Web	Content
(unstructured	data)
Digital	Assets
(unstructured	data)
Enterprise	master	data,	as	well	as	data	that	
may	be	more	channel	specific,	such	as	catalog	
taxonomy,	categorization,	etc.
• Master	data	generally	should	be	in	a	lowest	
common	form	already,	and	changing	would	
require	significant	impacts	to	the	
organization
• Channel	specific	data	may	need	to	be	
restructured	to	enable	reformulation	at	the	
distribution	end,	to	comply	with	different	
standards
Web	content	can	include	both	product	and	
promotional	content,	with	different	
considerations	for	reusability.
• Product	content	tends	to	be	more	
consistent	around	the	world,	following	a	
common	model	(short	description,	etc.).	
This	is	where	most	companies	today	have	a	
process	today	to	create	a	global	base	
(usually	in	US	English),	then	create	regional	
variants,	followed	by	local	translations	as	
needed.
• Promotional	content	is	not	readily	
consumable	by	resellers	via	syndication,	and	
can	take	many	forms,	which	are	often	
market	and	reseller	specific.
Digital	assets	can	drive	up	large	amounts	of	
hidden	costs	without	a	plan	to	design,	publish	
and	share	assets	in	a	reusable	way.
• Standards	for	product	content	especially	
ensures	images	are	more	easily	used	across	
the	world	from	a	common	source
• Separation	of	labeling	layers	in	source	assets	
from	product	imagery	makes	it	easier	to	
replace	labeling.
• Experimentation	is	happening	with	3D	
rendering	of	products,	eliminating	the	need	
for	photography,	and	making	it	easier	(and	
less	costly)	to	produce	and	update	images	
for	local	re-use.
@LeeBogner	(c)	2015
WHERE	THOUGHT-LEADERS	ARE	STARTING
Some	market	leading	Product	Suppliers	are	looking	to	extend	existing	eCommerce Product	Catalog	(Digital	PIM)	
beyond	(1)	PULL	to	(3)	PUSH	Syndication	using	(2)	Syndication	Engines	to	select/targeted premier	(4)	sellers	(E.g.		
Retailers).	Early	success	in	the	Top	tier	seller	channels	will	generate	market	acceptance	at	mid	tier	and	incent	
global	adoption.	Optional	initial	state	syndication	to	select	owned	web	properties	(5).
Syndication	Engine	benefits	include:	having	done	the	heavy	lifting	
of	data	mapping	and	templating	to	Seller	destinations
POC*	Focus	on
Early	Success
11
22
33
44
55
SELECT
SELLER	WEBSITES
FOR	PUSH	PILOT
SELECT
SELLER	CHANNELS	
FOR	PUSH	PILOT
Product	
Imagery
DAM
Product
Content
Enriched	
Copy
Product
Master	
Data
SAP/MDM
Regulatory
PIM/PCM
PORTAL
Digital	Product	Catalog
CORE	DATA ENRICHED
DATA
Digital	
Product	Content
Staging	/	Repository
PULL
PULL
Download
Syndication	
Engine(s)
PUSH	Staging
Content	(Scheduled)
CHANNEL
SELLERS	/
SALES	TEAMS
PUSH
Syndicated
Feeds
C
e
n
t
r
a
l
S
o
u
r
c
e
s
Enriched	Content
(prepared	for	syndication)	
*Proof	of	concept
@LeeBogner	(c)	2015
ARE	GLOBAL	STANDARDS	TRULY	DIGITAL-READY?
• Pervasive	global	product	classification:	GTIN,	UPC,	EAN
• Global	1WorldSync	reach	(15K	cos;	>	50	countries)
• Rolling	out	eCommerce attributes
PROS
CONS
• GS1	is	supply	chain,	UPC,	barcode,	warehouse	physical	legacy	à users	want	rich	digital	content	now
• eCommerce attributes	rolling	out	slowly.	Adoption	takes	time
• GS1	is	broad,	but	not	customized.	Sellers	/	Retailers	want	customized	product	support	from	Suppliers	
GS1	/	GDSN
@LeeBogner	(c)	2015
WHERE	IT’S	HEADING
Subsequent	phases	to	extend	
Push	syndication	reach to:	
1. 2nd tier	Sellers	(retailers	and	distributors)
2. Global-ready	standards	(GS1/GDSN)	for	eCommerce
3. Internet	Marketplaces
Global
Reach
GDSN
GDSN
(future)
GDSN
Seller
Web
Sites
At	Scale
SELLER	CHANNELS
At				Scale
Internet
Marketplaces
MARKETPLACES
GS1/EU
1WorldSync
GS1/US
1WorldSync
GS1/ROTW
1WorldSync
GS1/CA
ECCnet/
ProSync
GS1	/	GDSN	Global	Trade
Data	Pools	(current	&	legacy)
Product	
Imagery
DAM
Product
Content
Enriched	
Copy
Product
Master	
Data
SAP/MDM
Regulatory
PIM/PCM
PORTAL
Digital	Product	Catalog
CORE	DATA ENRICHED
DATA
Digital	
Product	Content
Staging	/	Repository
PULL
PULL
Download
Syndication	
Engine(s)
PUSH	Staging
Content	(Scheduled)
CHANNEL
SELLERS	/
SALES	TEAMS
PUSH
Syndicated
Feeds
C
e
n
t
r
a
l
S
o
u
r
c
e
s
Enriched	Content
(prepared	for	syndication)	
@LeeBogner	(c)	2015
WHERE	IT’S	HEADING
APPENDIX
@LeeBogner	(c)	2015
OPERATIONS	MANAGEMENT
PROCESS	AND	PEOPLE
Suppliers	need	to	embrace	manual	and	automated	processes	and	empower	downstream	organizations	- new	and
existing	- to	enable	plus	reap	competitive	advantage	from	innovations	in	digital	product	catalog	and	push	syndication.	
• Product	Catalog	data/content	creation
• Review	and	approval/	digital	data	governance
• Digital	Account	team	workflows
• Product	and	Pricing	Data	Feed	setup,	maintenance
• PUSH	syndication	workflows
People
Processes
• Supplier	Merchandising	&	channel	content	workflows
• Channel	specific	/market	wide	product	assortments,	
promotions.	
• Channel	facing	content:	micro	sites,	PDPs,	LPs
• Analytics	tagging,	collection,	review	and	action
Upstream
Downstream
B2B	Raw	
Materials
(Some	in	place)
VALUE-ADD
New	B2C	Extensions
20
DATA	MANAGEMENT	 CHANNEL	MANAGEMENT
Supplier	
Merchandising
Digital	Marketing
RETAILER	TEAMS
Digital	Sales Digital	IT
Product	Feed/
Syndication	
Managers
(product,	pricing)
(Retailer-Specific)
(GDSN)
Account	Manager	
/	Team
Account
Assortment	&	
Promotion	
Managers
eCommerce
MERCHANDISERS
MARKETERS
NEW	ITEM	/	
RETAIL	PIM	OPERATORS	
Brand	
Managers	/	
Channel	
Marketers
DATA	GOVERNANCE	/
CHANEGE	MANAGEMENT
Material	/	Regulatory	/	
Label	Data	Managers
Content	Developers
Digital	Imagery
Designers
CPG	Client	PRODUCT	CATALOG	and	SYNDICATION	OPERATIONS
ANALYTICS	ROLES:	Tagging	/	Reporting	/	Strategy	Management
@LeeBogner	(c)	2015
CHANNEL	MANAGEMENT
Suppliers	become	channel	merchandising	experts.	
Requires	Supplier	merchandisers	who	understand	this	channel	domain	with	experience	to	act,	react	and	pro-actively	
change/anticipate	market	behavior	change.	By	automating	item	syndication,	Suppliers	increase	scale	and	time	to	market;	empower	
channels	with	account	specific	assortments	as	well	as	scaling	distribution	of	the	larger	catalog;	provide	targeted	promotions and	
capture	channel	and	downstream	consumer	metrics.	Analytic	insights	will	be	used	to	react	to	market	behavior	quicker,	fine	tune	
strategy,	driving	sales	revenue	at	competitive	advantage	levels.
Automation Value	Add Analytic	Insights
Product	
data
Collection	and	
aggregation
Merchandising	
enrichment
Online	
retailers
Improved	
content
Improved	
channel	sales
Analytic	
Insight
Product	&	
Price	Feeds
Prioritized
Collaborators
Pilot
Targeted
Assortments
Pilot
Controlled	Outcomes
Test	Promos
Closed	Loop
Analytics
Time	to	Market
Marketing
@LeeBogner	(c)	2015
PREPARING	YOUR	PEOPLE	TO	PUSH
Digital	Product	Content
Channel	Set	Up	and	Maintenance	 Syndication	Management	
Rich	Content	and	Imagery	Creation/DevelopmentFeeds	Creation	&	Management
Item	setup
Process	&	People
Channel	Customer
Support
Feed	Set-up	&	
Management
Feed	Maintenance	&	
Monitoring
Syndication	Operations	
Management
Value-add	merchandising
Syndication
Analytics
Content	Developer	
(Product-Content	Agency)	
Management Image	Developer	
Management
Internal	/	Agency
@LeeBogner	(c)	2015
Syndication	Engine	/
Partner	Management
PLANNING	AND	EXECUTION
BEST	PRACTICES
Approach	to	consider	
across:	
• Strategy
• People
• Process
• Data
• Technology
• Sales
Drive
Revenue
Push	Syndication
Trusted	
Governed	
Data
Scale	
Quality	Content,	
Instantly
React	with
Agility
To	Market	Behavior
Target
Consumers
Directly
Control	Outcomes
with	Proactive	Change
Leverage
Channel	Analytics
Optimize
Channels
Increase
AOV
Modern
Efficient
Processes
@LeeBogner	(c)	2015
RECOMMENDATION:	USING	GOOD	PRACTICES
• Strategic	Partner	with		Premier	Content	Syndication	Engine	(or	engines as	required)
• Benefits:	reduce	complexity	&	time	to	market	- re-use	their	mapping	and	templating
• eCommerce display	integrations;	syndication	management	and	analytics	expertise
• 3rd Party	Syndication	Engine(s)
• Web	Content	Management	Engine
Best	Practice	uses	a	Comprehensive	Framework
• Identify	/	engage	a	cooperative	subset	of	active	
partners:
• retailers,	products	(assortments),	
• integrations,	workflows,	users
• channel	destinations	(PIM/eCommerce systems)
• See	Walmart’s	work	with	Salsify	“push”	in	CPG
• Build	on	early	success
• Extend	base:	integrations,	transformations
• 2nd tier	channels;	marketplaces	
• GS1/GDSN
• Additional	syndication	engines	and	
integrations
• Integration
• ETL
• Business	Processes	/	Workflows
• Data	Governance	Extensions
Initial	State:	Walk	before	Run	=	Early	Success Future	State:	Incremental	Scale
@LeeBogner	(c)	2015
KEY	QUESTIONS	
VETTING	CURRENT	AND	LONGER	TERM	STRATEGY
It’s	wise	to	consider	a	phased	approach,	even	when	targeting	top	tier	retailers	as	well	as	technology	innovators.
Answering	key	questions	will	aid	in	clarity	to	scope,	resources,	risks,	assumptions	and	timelines.
• How	do	CPGs	embrace	build	v	buy	(rent)	strategies?
• How	does	adopting	new	technologies?	
• Refitting	correct	existing	technologies?	
Framework
How	big	of	an	effort	at	the	start?
How	many	Retail	Partners?
Which	Retail	Partners?
How	many	products?
Which	Product	assortments?
Upfront	technology	leanings?	(syndication	engines?	
Web	content	management	platforms?	ETL	tools?)
Who	are	the	next	(2nd))	tier	channels	/	retailers?
Which	Internet	marketplaces	are	in	play?
What	is	the	strategy	for	GS1/GDSN	for	eCommerce?
What	are	the	strategies	for:	
• Additional	syndication	engines?
• Additional	integrations?
• Scaling	Globally?	
• How	do	CPGs	embrace	new	Business	Processes	/	
Workflows?	User	adoption?	Stakeholder	Acceptance?	
• How	do	CPGs	extend	Data	Governance?		Extended	
integrations	&	transformations?	Data	models?	
Initial	State Future
@LeeBogner	(c)	2015
LEE	BOGNER	
Global	eCommerce Business	Lead	|	Professor	of	eCommerce
Lee	Bogner	is	a	Senior	eCommerce Business	Lead	at	
Global	CPGs,	Retailers,	eCommerce Technology	&	
Consulting	Services	providers.	Since	1996	Lee	has	
focused	on eCommerce,	helping	found	this	industry.	His	
experience	spans	strategy,	functional	and	technical	
engagements	in	B2B,	B2B2C,	B2C,	D2C	and	Online	
Marketplace	eCommerce,	Content	& Marketing	Software	
Development,	Product	Management;	Enterprise	and	
Online	Merchant	Business	Strategy	and	Operations.	
Lee	has	experience	as	head	of	eCommerce,	IT	director,	
CIO,	CTO,	GM,	a	systems	programmer – delivering	
eCommerce Growth	at	retail	(web	and	in-store), CPG,	
manufacturing,	digital	agency	&	tech	firms	-- including	
J&J,	Bed	Bath	&	Beyond,	Accenture,	3M,	Chrysler,	IBM.	
Lee's experience in	digital	and	enterprise spans	in-
store, in-venue and	back-office,	mobile,	social	and	
analytics	systems	and	services.
• Global	CPGs
• Mars:	Global	eCommerce focused	on	eCommerce PIM,	B2B,	D2C &	Online	Marketplace	Sales	Channels	
• Accenture:	Advisor	for	eCommerce Product	Catalog	Syndication	at	3M,	P&G,	Unilever
• J&J	Consumer:	eCommerce Capability	Lead	eCommerce Product	Catalog	Solutions	&	Business	Process
• Global	Suppliers:	Auto	Sector
• Global	eCommerce Lead	for	Digital	Product	Catalog	at	Fiat	Chrysler	MOPAR	and	Valvoline	Motor	Oil	
• Global	eCommerce Lead	for	for	B2B	and	B2B2C	eCommerce Sales	at	Valvoline	Motor	Oil
• Global	Omni-channel	Retail:	
• Global	eCommerce Lead	for	B2C	Omni-channel	eCommerce [Luxury	Brand	Jewelry	Store	Chain]
• GM/CIO	for	North	American	Retailer	for	buybuyBABY.com	business	unit	at	Bed	Bath	and	Beyond)
o Head	of	eCommerce strategy,	technology	and	Internet	operations	for	baby-products	division
• Global	eCommerce Software	and	Enterprise	Technology	Solutions	Providers
• VP/Director	of	Product	Management	(&	Systems	Programmer)	at	market	leading	software	developers.	
o End-to-end	eCommerce solutions	for	retailers,	distributors	&	manufacturers	(platforms,	catalog,	
merchandising,	site-search,	web	content,	order	management,	analytics).
• Consulting:	
• CIO/CTO	NY	Digital	Ad	Agency	and	Digital	Media	Firms
• VP	Strategy	at	Data	Analytics	Firm
• CIO	Strategy	Researcher	at	The	Research	Board	think-tank	
• Demand-driven.	Direct	& Indirect	
eCommerce Consumer	Experience	
• End-to-End	eCommerce strategy,	
technology,	operations,	solutions
• Digital	Marketing	and	Media
• eCommerce Product	Information,	Merchandising,	Site	
and	off-site	Search,	Content	Management,	Online	
Pricing,	Order	Management,	Payment,	Fulfillment,	
• Product,	Customer	& Consumer	Data,	Analytics
• Omni-channel:	Web,	Mobile,	Cloud	and	Store	Systems:	
Point	of	Sale;	mPOS,	Digital	Kiosk,	Digital	Signage;	
Inventory,	Warehouse,	Pick,	Pack,	Ship
Professional	Experience
Key	Skills
Select	Experience
Lee’s	educational	background	includes	an	MBA	in	
Information	Systems	and	Analytics	from	St.	John’s	
University,	Tobin	College	of	Business;	and	a	BSc	
degree	from	Le	Moyne	College;	and	as	Professor	of	
eCommerce,	IS	and	Analytics	at	Hofstra	University.
Educational	Experience
@LeeBogner	(c)	2015
updated	2017
THANK	YOU!
@LeeBogner
3478714533	
@LeeBogner	(c)	2016 Updated	2017

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Why is the Digital Shelf Important? Using eCommerce Product Catalog Push Syndication for CPG / State of the Industry