Initially, the process seemed straightforward: merchandisers would submit product information and copies two weeks before launch.
In an ideal scenario, we would simply integrate the content and send it off for localization and implementation by our outsourcing agent.
However, we soon encountered numerous spontaneous edits scattered across emails, texts, calls, and various time frames.
As the team expanded, the need for streamlined processes became increasingly critical. I noticed that designers often faced challenges with last-minute edits, which created a stressful environment and increased costs due to frequent revisions submitted to the outsourcing agency.
Last-minute edits
Stressful envoirment
Additional costs due to late changes
To address this, I proposed a two-week process with only two deadlines.
In the first week, inventory merchandisers would submit their products, copies, and prices to designers for mockups. Stakeholders would provide their edits during an in-person review meeting.
A final review would be conducted online, and copies would be sent for localization. Finally, all essential assets would be forwarded to the outsourcing team for development.
An online proofing tool was introduced to keep all comments in one place. Any edits submitted outside of the tool was prohibited.
The number of members involved in creating one e-newsletter was surprisingly large, including project managers, product merchandisers for each category, art directors, copywriters, and designers.
When this new process was introduced, we faced setbacks as many stakeholders were accustomed to the original process and struggled to adjust.
To reinforce the new process, we tracked all edits and held retrospective meetings every two e-newsletters.
This approach was highly effective as it identified the reasons for edits, evaluated their necessity, and eliminated unnecessary ones.