sdl workshop chicago finaldownloadcentre.sdl.com/tridion/pdf/sdl-workshop-final.pdf · sdl...
TRANSCRIPT
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SDL Workshop:
How to Build a Business Case for Translation TechnologyTranslation Technology
Speakers:Andrew Thomas, Language Technology Evangelist, SDL
Bob Manning, VP Business Consultancy, SDL
Mary Laplante Senior Analyst Gilbane GroupMary Laplante, Senior Analyst, Gilbane Group
Copyright © 2008-2010 SDL plc. All rights reserved. SDL Confidential
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Agenda
10:00‐10:30am: Introduction / Meet & Greet/
10:30‐12:00pm: Improving the Translation Process with Best Practicesp p g
12:00‐1:00pm: Luncheonp
1:00‐3:00pm: Building a Business Case & Measuring ROIp g g
3:00‐4:00pm: Wrap‐up / Roundtable Q&A
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I i h T l i PImproving the Translation Process with Best Practices
Speakers:Riz Karim, VP Worldwide Professional Services, SDL
Bill Slack, Principal Solution Architect, SDL
Copyright © 2008-2010 SDL plc. All rights reserved. SDL Confidential
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Customer Scenarios
Copyright © 2008-2010 SDL plc. All rights reserved. SDL Confidential
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Customer Scenario #1
Industry Computer SoftwarePrimary Business Driver Turnaround time for L10N process.
Secondary Drivers • Consistency of translated contentacross website, product help, and , p p,documentation.
• Reduction in cost as localizationvolumes scale.
Key Challenge How to compress a schedule comprised of 12 weeks of authoring content in English + 6 weeks of localization.
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Customer Scenario #1
Authoring and Review Loc Prep Localization
Loc Cycle 1
Loc Cycle 1
Loc Cycle 1
Authoring and Review
y y
By eliminating the manual overhead associated with “prepping” for a Localization cycle the customer was able to:cycle, the customer was able to:
• Initiate Localization sooner (and perform it more often, in “chunks” rather than all at once).• Perform Localization in parallel with authoring.• Create a cultural shift in how Authoring and Localization schedules related to one another• Create a cultural shift in how Authoring and Localization schedules related to one another.• Compress the amount of time taken for Authoring + Localization by roughly 3 weeks.• Accelerate time to market.
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Customer Scenario #1
• Key Concepts:
Initiate Localization Earlier
perform it more often in
Perform Localization in Parallel with Authoring
to accelerates theperform it more often, in “chunks” rather than all at
once.
to accelerates the localization process
Create a Cultural Shift
in how Authoring and
Compress Authoring + Localization timein how Authoring and
localization schedules relate to one another
(by roughly 3 weeks in this example) enables you to accelerate time to market.
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Customer Scenario #2
Industry Retail
Primary Business Drivers Reduced reliance on Software Engineers for localization process.
Secondary Drivers • Reduction in Costy• Direct Integrations with other componentsof the customer’s IT infrastructure (both home‐grown and third‐party).
Key Challenge Streamlining the localization process so Engineers do not need to spend 20‐50% of their time assisting with tasks • String Externalization Recompilation QA and• String Externalization, Recompilation, QA, anddeployment for localized versions of applications.
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Customer Scenario #2
+ +…
=
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Customer Scenario #2
• Key Concepts:
Integration
with content repositories
Automation
in content extraction, variable tagging content re‐variable tagging, content re‐insertion, & QA environment
builds
Adjustment of Engineering Practices
Standardization
across 100+ groups onencodings & string
externalization practices
across 100+ groups on process
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Customer Scenario #3
Industry Healthcare
Primary Business Driver Accuracy of content.
Secondary Drivers • Accuracy of content• Accuracy of content !!• Accuracy of content !!
Key Challenge How to ensure the queries presented in amedical questionnaire are perceived
i l d h f dconsistently, and therefore answered consistently, by patients of different nationalities.
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Customer Scenario #3
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Customer Scenario #3
• Key Concepts:
Manage Multiple Translations
Harmonization Back‐Translation & Reconciliation
Structured Process Quality Reviews Collaborationno way to circumvent implemented “gates”
via KPI measurement and tracking
Archivalof historical information for auditing purposes
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Customer Scenario #4
Industry Travel
Primary Business Drivers IT roadblocks in implementing technology were preventing the development of a scalable localization infrastructure.
Secondary Drivers • Facilitating effective interaction withmultiple LSPs
• Need for a rapid deployment.p p y
Key Challenge Deploying a Translation Management System within 3 months to translate web content translated by multiple partner content translated by multiple partnerLSPs.
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Customer Scenario #4
SaaS DatacenterCustomer Network
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Customer Scenario #4
• Key Concepts:
Rapid Deployment
via SaaS Model and out of
Loose, Asynchronous Integrationvia SaaS Model and out‐of‐
box functionality
Integration
via Web Services
Secure ControlledSecure, Controlled
access for external partners
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Customer Scenario #5
Industry Energy
Primary Business Driver Consistency of English and German documentation
Secondary Drivers • BrandingSecondary rivers randing• Standardization, driven by industry laws
Key Challenge Need to provide the highest quality content in English and German languages across:g g gTechnical documentation, Specifications, Software, Online helps, Legal (e.g. tenders), Human resources, Internal publications, Internet/intranet
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Customer Scenario #5
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Customer Scenario #5
• Key Concepts:
Centralize Terminology Databases
Meet with company
Integrate
with translation and authoring toolsMeet with company
representatives to define & clarify key terms
authoring tools
Improve Consistency
promotes market
Jumpstart Your Termbase
convert your old term lists orpromotes market acceptance & customer
satisfaction
convert your old term lists or extract terms from existing
publications
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8 Best Practices
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Best Practice #1
• Identify Key Internal ChampionsEns re a “technical champion” nderstands all aspects of– Ensure a “technical champion” understands all aspects of the tools and solution
• Fully manage the process without the need to solicit vendor consultantsconsultants
• Ensures new users are properly trained by obtaining a deep understanding of the system
Ensure a “business champion” understands the key goals– Ensure a “business champion” understands the key goals and success criteria
• Monitors the progress of these goals in a quantifiable manner
– The technical champion and business champion must drive home the internal adoption of the technology
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Best Practice #2
• Create a Phased Rollout Plan– Identify the “critical to success” content to be addressedy– Focus first on starting simple, working with “out of the box” tools
for addressing the “critical to success” content• Allows a business to learn as much as they can about the new tools• Improved process for implementation of feature sets • Maximizes the effectiveness of the tools down the road
– Establish a plan for tighter integration with Content Management Systems for later phasesSystems for later phases
– Identify mid‐term and long‐term content goals for incorporation into Phase 2 and beyond
– Quantify “nice to have” features and “must have”Quantify nice to have features and must have features for proper prioritization
– Maximize the quality of generated Translation Memory from day 1
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Best Practice #3
• Establish Common Translation Processes then apply them to all translation requestspp y q– Implement a single interface for all translation requests that’s easy for all users
– Standardize translation processes for clear predictability intoStandardize translation processes for clear predictability into costs and turn‐around time
– Build common processes first, then handle the exceptions through parallel processesg p p
• Bundle into the same workflow model– Ensure all users are using a common set
of tools to• Maximize efficiency• Enforce business‐based stylistic rules • Minimize the need for excessive training
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Best Practice #4
• Author Once, Publish Many– Move un‐structured authoring processes to a structured authoring g p g
process to gain efficiencies and improve quality– Author in structured XML ‐ using XLST or other XML
transformation tools E bl h b i i l hil d li i i• Enables the business to single source content while delivering into multiple output formats
– Adopt a structured document model, such as DITA, for consistency through the reuse of content on a granular level. g g
• Content should be thought of, structured and authored in “topics” which can be readily reused across content for maximum brand consistency and efficiency
Build transformations for your structured document– Build transformations for your structured document model for publishing into multiple formats
• DTP cost savings for source and localized content• Preview In‐Context for localized content ‐ translators and reviewers can adjust translated text before DTP
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Best Practice #5
• Consolidate Translatable Content– Move true source content, i.e. instead of PDFs, move theMove true source content, i.e. instead of PDFs, move the Word Docs/InDesign Files
• Eliminates copying/pasting– Structure top‐level directories as locales and replicate the p psource directory structure across all languages
• Seamless target content management and delivery– No need to copy resources for translation. py
• Create/Edit/Translate/Publish from the same location to avoid content duplication
• Allow for proper change detection– Pulling files from their proper location allows for better “Preview In‐Context”
• Translators and reviewers get real‐time, in‐progress translation reviews in the final delivery formattranslation reviews in the final delivery format
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Best Practice #6
• Centralize Translation Memory & Terminology– Centralized Translation Memory: y
• Uses the same rules to segment all content and apply TM• Maximizes translation reuse
– Centralized Terminology:• Content‐specific brand‐enforcement on every processed translation job• Updates Translation Memory with Terminology rules for better reapplication in future translation jobs
– Terminology and TM Groups allow matches to be pulled from theTerminology and TM Groups allow matches to be pulled from the most relevant TMs/TDs first, taking advantage of all available matches.
• Content‐specific TMs are built, enhancing the overall quality and i f hconsistency of the content
– Storing TM/TD internally allows the business to own it’s intellectual property
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Best Practice #7
• Implement a Workflow System– Eliminates the need to manually send emails, track progress and y p g
get status updates– Automation of previously manual steps
• Document Segmentation, Translation Memory leveraging, task notification Scoping Report generation Check in/Check out from CMSnotification, Scoping Report generation, Check‐in/Check‐out from CMS
– Consolidated project tracking• Re‐assign tasks• Easily assign multiple resources to various breakdowns of translationEasily assign multiple resources to various breakdowns of translation jobs
– Manage the tracking of new, changed content vs. content not needing translation
– Integrates with a CMS (or other third‐party systems) for ease of use and better handling of localized content
• Content maintained within the CMS (or other third‐party system)system)
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Best Practice #8
• Centralize Reporting Business gains control over “to the penny” costs before– Business gains control over “to‐the‐penny” costs before any projects get submitted to vendors
– Long‐term analysis of costs and quality breakdowns for continuous monitoring and enhancement of the translation processtranslation process
• per vendor, per locale, per content type, etc.
G t i i d t d th– Generate invoice data and other management reports
• Download in many formats for sharing in multipleways (web pages, Excel spreadsheets, XML files)
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Best Practice Summary
#1: Identify Key Internal Champions
#2: Create a Phased Rollout Plan
#3: Establish Common Translation Processes
#4: Author Once, Publish Many
#5: Consolidate Translatable Content
#6: Centralize Translation Memory & Terminology
#7: Implement a Workflow System
#8: Centralize Reporting
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Building a Business Case for Translation Technology & Measuring ROITechnology & Measuring ROI
Speakers:Speakers:Mary Laplante, Senior Analyst, Gilbane Group
Andrew Thomas, Language Technology Evangelist, SDLBob Manning, Director, Business Consultancy, SDL
Copyright © 2008-2010 SDL plc. All rights reserved. SDL Confidentialwww.sdl.com www.gilbane.com
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“Price is what you pay Value is what you get ”“Price is what you pay Value is what you get ”Price is what you pay. Value is what you get. Price is what you pay. Value is what you get.
‐‐Warren Buffett, Chairman and CEO,Berkshire Hathaway, and world’s thirdrichest manrichest man
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Why Efforts to Engage Executives Fail
• “Value” is undersold in favor of “solution”
• Pitching is done by an “accidental salesperson”– Understands the business need for translation management but not a trained salesperson
• Process of selling (including but not only business case) can be overwhelming
• The pitch stops short of the essential story‐The pitch stops short of the essential storytelling exercise, based on value of the investmentinvestment
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The Expectant Executive
Show me how this dream will become reality and y
give me the confidence to invest.
‐‐ Exceptional Selling: How the BestConnect and Win in High Stakes Sales,Wiley & Sons
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Selling Value to Executives
Framework for value‐oriented selling
• Staging the successful pitch
Six ways to sell the value of translation technology
S h h h i• Strong responses that change the conversation
b kSummary: business case makeover
• Before and after analysis
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A Framework For Value‐Oriented SellingSelling
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Common Weaknesses
• Investment focus too tactical
• Poorly expressed pain points• Poorly expressed pain points
• Lack of strategic value proposition tied to the top line
• Vague ROIVague ROI
• Failure to characterize impact on both top and bottom line
• No vision for ensuring sponsorship and ongoing support
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Selling the Technology
Top lineBottom lineline
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Selling the Value
Vi iVision
Aligned ith
Bottom
with strategy
liBottom line Top line
Value‐oriented framework for translation technology
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Insight from Peer Organizations
• Mid‐ and senior‐level managers (“operational champions”)
• Operations in more than 150 countries
Af i A i P ifi E L ti• Africa, Asia Pacific, Europe, Latin America, North America
• Automotive, consumer goods, high tech industrial equipment lifetech, industrial equipment, life sciences and medical devices
• 50% produce multilingual content in over 20 languages
• Well‐established deployments
• 58% “web first, print second”
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6 Ways to Sell Executives on the Value of Translation TechnologyValue of Translation Technology
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#1: Articulate the Pain Point
Why do we need to spend resourcesBottom line
Why do we need to spend resources on addressing this particular problem?
Weak answer: We need translation technology to reduce the manual labor and automate.
Strong answer: We want to address obstacles to ensuring that we can automate streamline and scale to keep pacethat we can automate, streamline, and scale to keep pace with growth.
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#1: Articulate the Pain Point
Obstacles to improving content globalization practices
20%
25%Lack of collaboration
Inconsistent terminology
Oth ( b l )
10%
15%
Other (see below )
Lack of w orkflow integration
Single-sourcing to mutliplechannels
0%
5%
channels
Synchronizingsource/translated content
Lack of project costing/mgmt
Content conversion/exchangeContent conversion/exchange
QualityConflicting prioritiesLack of mgmt education/visibilityLack of formal processesLack of resources
Other =
Gilbane Group, Multilingual Communications as a Business Imperative
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#1: Articulate the Pain Point
“New products needed to be launched simultaneously across all markets for manufacturing, marketing and sales to operate as efficiently as possible. In the world of consumer electronics, time‐to‐market can be a key competitive advantage and our i ti i t d i t d l Q litexisting processes were introducing too many delays. Quality
and consistency were also suffering, leading to poor communications with consumers and potentially damaging the Philips’ brand ”Philips brand.
Luuk de Jager, Senior Manager, Global Content Management, Philips
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Exercise #1
Review Localization Pain PointsReview Localization Pain Points
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#2: Qualify & Quantify Success
How will we know that the technology,Aligned with gy,
and therefore the investment, is deliveringon those promises?
strategy
Weak answer: We expect to establish metrics for cost savings through better managing our translation and localizationsavings through better managing our translation and localization processes.
Strong answer: Metrics that matter to our business combine operational results, strategic impact, and elements of performance that are measurable with today’s technology. There’s no magic y gy gformula.
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#2: Qualify & Quantify Success
Measuring Impact of Global Content
Increased brand recognition;
accuracy of brand recognition
Faster resolution of customer questions or
problems6%
problems33%
Other measurements
22%
I d i
Decrease in customer
questions or Increased region-
based sales or inquiries
6%
qproblems
33%
Gilbane Group, Multilingual Product Communications
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#2: Qualify & Quantify Success
In the first two years, as we fully implemented this solution, y , y p ,we realized these savings and opportunities:
• Headcount down significantly: 34%• Efficiency: 41% reduction in user‐reported errorsEfficiency: 41% reduction in user reported errors • Time Required to Deliver Doc: Reduced 50% • Time Required to Localize Doc & Software: Reduced 58% • Time to Market: Reduced 50%S l f E li h P d t U Sli htl (17%)• Sales of English Products: Up Slightly (17%)
• Sales of Localized Products: Up Significantly (47%)
Frances Gambino, Executive Director of , fDocumentation Services, Information Builders
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#3: Communicate the Top‐line Hook
All investments must deliver bottom‐lineresults. What will you deliver to the top line?Top
line
Weak answer: No answer, or unqualified increased revenues, lower costs and improved customer satisfactionlower costs, and improved customer satisfaction.
Strong answer: The value will show itself on the top line asf t ti t k t d i d b d i tfaster time to market and revenue, increased brand consistency, and higher satisfaction ratings with global content that is moreuseful to our customers.
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#3: Communicate the Top‐line Hook
Drivers for Investment in Global Content
80%
90%Faster time to market
Global content consistency,quality and accuracy
40%
50%
60%
70%Improved global and productbrand managementRegulatory requirements
Increasing revenues in specificvertical markets
10%
20%
30%
40%vertical marketsIncreasing revenues inestablished geographiesIncreasing revenues in emerginggeographiesSimultaneous product shipments
0%
10%
Increasing multilingual contentvolume
Rated as "Critical" or "Very Important"
Gilbane Group, Multilingual Communications as a Business Imperative
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#3: Communicate the Top‐line Hook
We needed to speak in business terms….• Created a strong and compelling Business based argument
• Compared international performance against peerso Look at market data
• Created argument in business termso Manage costs and improve quality/efficiencyo Increased revenue, performance and ROI
• Central control of translation assets enterprise wide
• Be Prepared
Andrew Bone, Director of Globalization, Computer Associates
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T l i T h lTranslation TechnologyROI Workshopp
Bob ManninggDirector, Business Consultancy
SDL
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Translation Technology ROI
Translation Savings
Internal Cost Savings
Increased Revenue
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Translation Savings
Translation Technology Return‐on‐Investment
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Centralize TM & Terminology
Central Translation MemoryCentral Translation Memory• Provides external vendors with the necessary knowledge to return consistent translations gadherent to corporate standard.
Central Terminology Management • Guides external vendors to the pre‐agreed p gkey terms crafted for the various target audiences of your corporation.
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Centralize Translation Memory
Illustration of the
value of leveraging
translation memory
across multiple
business units
1. Translation content can be leveraged across theacross the organization
2. Centralized and automated TMs ensure effective reuse of translated data and maximum cost savings
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Translation Cost Savings
• Cost reductions:– Translation reuse ‐ reduces the total number of words to be localized
– Improved authoring ‐ standardized words and phrases in source content
– Lower cost of per word localization – reduced desktop publishing fees
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Internal Cost Savings
Translation Technology Return‐on‐Investment
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Manual Workflow (Before)
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Automated Workflow (After)
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Reduced Internal Costs
• Reduced Costs: – Project Management Content Review Localization– Project Management, Content Review, Localization Headcount
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Increased Global Revenues
Translation Technology Return‐on‐Investment
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Increase Revenues with Optimal Localization
• Translation technology enables global organizations t i l b l b l li ito increase global revenues by localizing more content, faster and with the same budget.
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Revenue Impact
• $750M software company
• 3‐6 month delay ‐ U S localized releases• 3‐6 month delay ‐ U.S. localized releases• 10% of international prospects wait for new release
• 1% international prospects buy competitive solution
$• Year one minimum revenue impact: $3m
Year 1: $3 0m Year 2: $3 7m Year 3: $4 5m 3 YEARYear 1: $3.0m Year 2: $3.7m Year 3: $4.5m 3-YEARTOTAL: $11.2m
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M i P i IMatrix Printers, Inc. Return on Investment
Translation Technology Return‐on‐Investment
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Matrix: Key Translation Cost ROI Factors
• Direct Translation Expense: $1 200 000Total Translation • Direct Translation Expense: $1,200,000• Translation Overhead Costs: $800,000
Total Translation Spend: $2,000,000
• NewWords $0 25/word• New Words $0.25/word• Fuzzy Matches $0.16/word• 100% Matches $0.06/word
Average Translation Rates
• New Words 35%• Fuzzy Matches 15%• 100% Matches 50%
Translation Re‐use (TM Leverage)
• 8 Average Number of Target
Languages
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Matrix: Key Hiring Avoidance ROI Factors
Target Languages to be Added:
1/year
Additi lAdditional Resources Needed:
1 FTE in Year 2
Increase in Translation Volume:
1 FTE in Year 2 & Year 310%
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Matrix: Key Efficiency ROI Factors
Localization Project Managers
(2)
Documentation Leads/ Content O (4)
Reviewers (16)(2)
Manual Project Tasks:
Owners (4)
Finding and Packaging Source Language Files:
Time Spent Reviewing
Translated Content: 8 hours/week
Project Status Tracking:
g g
4 hours/week
Updating Glossary:
1 h / k
4 hours/week
4 hours/week
Vendor queries, Internal
i ti
1 hour/week
Reviewing: communications:
2 hours/week
Reviewing New Projects:
4 hours/week
Communicating with Vendors:Projects:
4 hours/week
with Vendors:
4 hours/week
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Where do you find this information?
• Budget Data / Finance• Vendor Reports• Vendor Reports• Analysis of “Typical” Translation Invoices
– Number of languagesNumber of languages– Translation rates– Translation Memory leverage
l i O h d h– Translation Overhead charges• Project Management• Localization Engineering• Desktop Publishing• TM Management
• Current Process “Analysis”Current Process Analysis
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Exercise #2
Return‐on‐Investment Calculations
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#4: Sell Value, Not Solution
VisionVision
Bottom line
Aligned with
strategy
Top line
What are you asking us to fund?
Weak answer: We want to buy translation technology.
Strong answer: We want to address the high costs of entering new markets that require localization and translation of our product and marketing content.
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#4: Sell Value, Not Solution
2009 Business Objectives at Companies Delivering Global Product Content
Revenues for emerging
geographies
Global customer satisfaction
33%
Improved global/product
brand t
g g20%
management9%
R f
New product lines for specific
Time to market/simship
9%
Revenues for established
geographies12%
lines for specific market
17%
Gilbane Group, Multilingual Product Communications
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#4: Sell Value, Not Solution
“Th l ti f l b li ti j t i i t t“The completion of our globalization project is an important step forward in serving the needs of our more than five million international travel guests who stay with us each year. The b l f l b b kability for our customers to learn about properties or book a reservation in their native language is an absolute necessity for our continued global expansion and growth.”
David Kong, President and CEO, Best Western International
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Exercise #3
What is your value proposition forWhat is your value proposition for translation technology?
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#5: Make Value Promises
What results will you deliver if we Aligned with t t at esu ts you de e e
approve this funding?strategy
Weak answer: We expect to save …
Strong answer: Our content globalization practices will be more closely aligned with our strategic goals and objectives, and we can establish realistic metrics and measures to track thatwe can establish realistic metrics and measures to track that.
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#5: Make Value Promises
Measuring Value of Global Content Initiatives
16%
18%
20%
Customer satisfaction withcontentIncreased and/or accurate brandrecognitionContent quality level; based on
10%
12%
14%
16% inaccuracies/errorsLevel of source content reuse
Faster resolution of customerquestions or problemsW b it li k t ki
2%
4%
6%
8%Web site usage, click tracking
Increase in translation volume,little or no budget increaseDo not measure
0%
2%Increased sales or leads
Level of translation memory reuse
Gilbane Group, Multilingual Communications as a Business Imperative
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#5: Make Value Promises
“Whereas in the past we used to rely on local resources toWhereas in the past we used to rely on local resources to author, review and publish content, our web content is now delivered centrally in all languages. It could be damaging for our customers partners and other communities to view out‐ofour customers, partners and other communities to view out‐of date content. Today, when we publish a new press release, for example, all the countries receive the same version within a short period of time in their language of choice ”short period of time, in their language of choice.
Olivia Gambin, Web communications Manager, Atlas Copco
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Exercise #4
Aligning ROI Metrics withAligning ROI Metrics with Business Values
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#6: Articulate Future Leverage
How will we leverage this investmentHow will we leverage this investment going forward?Vision
Weak answer: [hand waving] Well, our focus here is about solving this problem that we have today.
Strong answer: This current investment is a key piece of an infrastructure that will enhance our competitive position now and into the future. The specific operational benefits of more efficient translation processes can be extended upstream into our content creation processes, and downstream to enable us to deliver quality multilingual content faster to our customers when it matters most. As the infrastructure proves its value with this first implementation, we expect …
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#6: Articulate Future Leverage
ROI for Investments in Globalizing Product Content
9%
Customer satisfaction/experience
40%
18%
9%9%
Establish global‐ready tech architectureCost savings
Meeting regulatory requirements
24%
Meeting regulatory requirements
Increased revenue/customer base
Gilbane Group, Multilingual Product Communications
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#6: Articulate Future Leverage
“We are continually looking for new ways to optimize the y g y pwhole content management chain. We can further increase translation memory leverage by expanding deployment across more divisions within Philips and we can improve content p preuse by publishing to additional outputs, such as dealer catalogs and price lists. We have achieved competitive advantage with our multilingual content managementadvantage with our multilingual content management processes and we intend to sustain that leadership position.”
Luuk de Jager, Senior Manager for Global C t t M t PhiliContent Management, Philips
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Exercise #5
Mastering the PitchMastering the Pitch
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Executive Presentation Make‐over
Before AfterWe need translation technology. We need to address the high cost of gy g
entering new markets.
We need to reduce manual labor and automate. We need to address the obstacles to
automating, streamlining, and scaling.
We will increase revenues, lower costs, and improve customer satisfaction.
Our global content will show its value on the top line as faster time to market and revenue, stronger brand, and higher customer satisfaction ratings.
We expect to save . . . Our content globalization practices will be more closely aligned with strategic goals, and we can establish metrics to track that.
Metrics will be based on cost savings through better management of translation and localization processes.
Metrics combine operational results, strategic impact, and technology‐measured performance. There’s no magic.
Our focus is on today’s problem This is an investment in an infrastructure that will enhance our competitive position now and in the future.
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Summary
Articulate the Pain Point
Qualify & Quantify Success
Communicate the Top‐line Hook
Sell Value, Not Solution
M k V l P iMake Value Promises
Articulate Future Leverageg
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The Expectant Executive
Sold!Great value proposition p pfor our organization.
Give these people a raise!
‐‐ Exceptional Selling: How the BestConnect and Win in High Stakes Sales,Wiley & Sons
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Gilbane Group
Analyst and consulting firm focused on content technologies and their application to high‐value businesstechnologies and their application to high value business
solutions
LocationsLocations:US: Cambridge and Burlingame
UK: London
Practice Areas:Enterprise search, Collaboration and social media, Content globalization, Digital
publishing, Web content management, XML content and technologies
http://gilbane.com
A Di i i f O t ll IA Division of Outsell, Inc.