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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

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

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


Customer Scenarios


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.


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.


• 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.


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.


+ +…

=


• 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


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.


• 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


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.


SaaS DatacenterCustomer Network


• 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


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


• 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

8 Best Practices


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

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

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

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

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

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

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)

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)

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

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

“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

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

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

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

A Framework For Value‐Oriented SellingSelling


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

Selling the Technology

Top lineBottom lineline

Selling the Value

Vi iVision

Aligned ith

Bottom

with strategy

liBottom line Top line

Value‐oriented framework for translation technology

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”

6 Ways to Sell Executives on the Value of Translation TechnologyValue of Translation Technology


#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.


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


“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

Exercise #1

Review Localization Pain PointsReview Localization Pain Points


#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.


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


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

#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.


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"



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

T l i T h lTranslation TechnologyROI Workshopp

Bob ManninggDirector, Business Consultancy

SDL


Translation Technology ROI

Translation Savings

Internal Cost Savings

Increased Revenue

Translation Savings

Translation Technology Return‐on‐Investment


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.

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

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

Internal Cost Savings



Manual Workflow (Before)

Automated Workflow (After)

Reduced Internal Costs

• Reduced Costs: – Project Management Content Review Localization– Project Management, Content Review, Localization Headcount

Increased Global Revenues



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.

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

M i P i IMatrix Printers, Inc. Return on Investment



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

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%

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

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

Exercise #2

Return‐on‐Investment Calculations


#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.


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%



“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

Exercise #3

What is your value proposition forWhat is your value proposition for translation technology?


#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.


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



“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

Exercise #4

Aligning ROI Metrics withAligning ROI Metrics with Business Values


#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 …


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



“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

Exercise #5

Mastering the PitchMastering the Pitch


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.

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

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

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.

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