3. HP Multilingual Content Impact Fiscal 2008 net $118.4 B 68% of revenue outside of US = $80.5 B 90% of sales based on content, not on touching product $74.45 B
5. “The road to globalization, it seems, is paved in words.” - Damien Joseph, Business Week, Oct 2 2009, “White HouseChallenges Translation Industry to Innovate”
6. Road Hazards Time to market delays Inefficiencies due to redundant translations Content that should be reusablebut isn’t High customer support costs due to mediocre quality of translated product content Time and money to retrofit translated content to meet regulatory requirements Maxed out language capability, constrained by non-scalable globalization infrastructures Inconsistent and out-of-synch multichannel communications Mysterious localization and translation costs
7. Time to market delays Inefficiencies due to redundant translations Content that should be reusable but isn’t High customer support costs due to mediocre quality of translated product content Time and money to retrofit translated content to meet regulatory requirements Maxed out language capability, constrained by non-scalable globalization infrastructures Inconsistent and out-of-synch multichannel communications Mysterious localization and translation costs Language afterthought syndromeA pattern of treating language requirements as secondary considerations within content strategies and solutions.
8. This Presentation Implications of language afterthought syndrome Why it’s troublesome A strategic view of language issues Overcoming the syndrome Global content value chains Models for transformation Roadmaps
9. Multilingual Product Content Transforming Traditional PracticesInto Global Content Value Chains Market forces reshaping global content practices Obstacles and challenges The global content value chain (GCVC) for product content State of adoption Best practices CGVC Maturity Model Company profiles
10. Study Findings Include . . . “Progress towards overcoming language afterthoughtsyndrome. We see slow but steady adoption of contentglobalization strategies, practices and infrastructuresthat position language requirements as integral to end-to-end solutions rather than as ancillary post-processes.” Gilbane Group, Multilingual Product Content:Transforming Traditional Practices Into Global Content Value Chains
11. Time to market delays Inefficiencies due to redundant translations Content that should be reusable but isn’t High customer support costs due to mediocre quality of translated product content Time and money to retrofit translated content to meet regulatory requirements Maxed out language capability, constrained by non-scalable globalization infrastructures Inconsistent and out-of-synch multichannel communications Mysterious localization and translation costs Language afterthought syndromeA pattern of treating language requirements as secondary considerations within content strategies and solutions.
12. Language Issues More than localization and translation Associated with all processes in the chain between creation and consumption Creating Managing Publishing Consuming Optimizing Enriching
14. 2009 Trends Forcing Change Shifting world economies Contracting and expanding regions Managing tension between innovation and fiscal responsibility All functions, all levels Evolving basis of competitive advantageNot just products and services but also Customer Experience Brand Process know-how
16. Contemporary Content Expectations Traditional practices no longer align with new basis for competitive advantage Built on years of experience developing content to compete on the basis of product Demand for solutions that meet contemporary content expectations Companies can no longer afford the luxury of language afterthought syndrome
17. Mary’s Favorite Datapoint ROI from Investments in Globalizing Product Content Gilbane Group, Multilingual Product Communications, 2009
19. Multilingual Communications as a Business Imperative Market forces driving change Obstacles and challenges Emergence of the Global Content Value Chain State of adoption Best (and worst) practices Company profiles
20. create localize/translate manage publish consume enrich optimize Global Content Value Chain The Global ContentValue Chain is a strategy for moving multilingual content from creation through consumption. The strategy is supported by practices in disciplines such as content management and translation management. The enabling infrastructure for the strategy comprises people, process, and technology.
22. Value Chain for Product Content localize/translate create publish consume manage enrich optimize People Tech writers, Engineers, SMEs, LinguistsCustomer support, Professional services Process Multi-channel publishingGranular content management Technology XML Authoring/DITAMachine translation Knowledge bases
23. Value Chain for Brand Content localize/translate create manage publish consume enrich optimize People Marketing, brand, and product managersWeb content managers and developers ProcessTemplate-driven design Multivariant testing Digital media management Search engine optimization Technology Web analytics and optimization
24. create manage publish consume localize/ translate enrich optimize Language Issues, First Generation
25. L L L localize/ translate create manage publish consume L enrich optimize Language Issues, Next Generation Language issues bubble up across the content chain
26. Market Context Global ContentValue Chain Overcoming the SyndromeInsights into the Cures
27. Gilbane Survey Population Mid- and senior-level managers (“operational champions”) Operations in more than 150 countries Africa, Asia Pacific, Europe, Latin America, North America Automotive, consumer goods, high tech, industrial equipment, life sciences and medical devices 50% produce multilingual content in over 20 languages Well-established deployments 58% “web first, print second”
28. Evidence in the Research Authoring assistance at content creation to promote localization-ready content. Centralized terminology management that defines repeatable words and phrases for monolingual and multilingual authoring. Reuse processes that extend the definition of multichannel to multi-purpose, enabling consistency across product, web, operational, and enterprise content. Higher levels of collaboration among cross-departmental and regional content stakeholders to mitigate the risk of brand dilution or worse, brand deterioration. Integrated and automated processes that connect content management with translation management solutions, authoring environments, and multichannel publishing. Content analytics and reporting for iterative web site improvement. Inclusion of translated user-generated content (UGC)in emerging corporate and consumer social computing environments.
29. 2009 Business Objectives at Companies Delivering Product Content Gilbane Group, Multilingual Product Communications, 2009
32. Terminology Management 82% of respondents have a terminology management system in place, whether a formal database or Excel-driven glossaries Over 80% consider terminology management key to customer experience, brand management, and quality and consistency
33. Manage/Localize Integration 70% of respondents find the integration between content management and other applications such as translation management to be difficult at best
34. Multilingual/Channel Publishing “Based on qualitative evidence from the research and on Gilbane’s experience in the market, we see that companies are still struggling with desktop publishing in order to meet requirements for page-formatted product content. The multilingual multiplier is again the culprit. It increases the cost of producing formatted output significantly, remaining a major challenge for many organizations.” Gilbane Group, Multilingual Product Content:Transforming Traditional Practices Into Global Content Value Chains
35. The Evolving Service Provider Services Perceived as High-Value Gilbane Group, Multilingual Product Content:Transforming Traditional Practices Into Global Content Value Chains
36. Market Context Global ContentValue Chain Overcoming the Syndrome Roadmap: GCVC Maturity Model
37. Why a GCVC Maturity Model? “. . . how to begin a rigorous, organized plan for bringing the GCVC to life within your organization, or expanding its reach if you already have a GCVC in place.” Proven framework derived from the Software Engineering Institute at Carnegie Mellon University (1986) Five levels of sequential development, defining organizational state in terms of competencies, capabilities, and best practices
38. GCVC Maturity Model Aligned Process balance achieved between central and regional operations with enterprise-wide governance, measurement, and continuous improvement based on annual corporate globalization strategies. Collaborative Streamlined content globalization processes in place based on performance metrics and shared language assets between headquarters and regional levels. Operational Functional content globalization processes are in place, but siloed within departments and regions with little to no collaboration. Accepted Repeatable content globalization processes are developed according to project and content application. Aware Reactive headquarters and regional approach to content globalization requirements. Initial/Ad-hoc Defined Managed Repeatable Optimized Labels from the Capability Maturity Model®, Software Engineering Institute at Carnegie Mellon University
39. GCVC Maturity Model Aligned Process balance achieved between central and regional operations with enterprise-wide governance, measurement, and continuous improvement based on annual corporate globalization strategies. Collaborative Streamlined content globalization processes in place based on performance metrics and shared language assets between headquarters and regional levels. Operational Functional content globalization processes are in place, but siloed within departments and regions with little to no collaboration. Accepted Repeatable content globalization processes are developed according to project and content application. Aware Reactive headquarters and regional approach to content globalization requirements. Initial/Ad-hoc Defined Managed Repeatable Optimized Labels from the Capability Maturity Model®, Software Engineering Institute at Carnegie Mellon University
40. Defining the Stages Aligned Collaborative Operational Accepted Capabilities Aware Competencies Best Practices
41. Using the Maturity Model A mechanism for evaluating your company’s current situation deciding where you need to go to align with top-line business objectives understanding which factors are most critical to moving to that new state driving conversations with stakeholders People and strategy as well as process improvements Why manage? Top-line business benefits that the organization is realizing as a result of managing the maturity of its GCVC
42. Gilbane Group Analyst and consulting firm focusedon content technologies and theirapplication to high-value business solutions Practice Areas: Enterprise search, Collaboration, ContentGlobalization, Digital publishing, Webcontent management, XML content andtechnologies http://gilbane.com
43. Content Globalization Practice The intersection of content and localization/translation management Topic Areas: technologies, services, marketdevelopments, buyer perspectives Clients: vendors, enterprise users, investors User engagements: content strategies, education,technology acquisition support http://gilane.com/globalization 2009 Publications Innovation3: The FICO Formula forAgile Global Expansion Borderless Brand Management: The Philips 2010 Vision Multilingual Product Content: Transforming TraditionalPractices to Global Content Value Chains
45. Thanks Localization World Silicon Valley20-22 October Overcoming Language Afterthought Syndrome Gilbane Boston1 – 3 December 2010 Research and Publications Multilingual Marketing and Brand Content:Web Experience and the Global Content Value ChainPractitioner Profiles Mary LaplanteVice President, Senior Analyst mary@gilbane.comtwitter: marylaplante
Notes de l'éditeur
Consistent – revenue from outside the US in HP’s fourth quarter2008 accounted for 68% of total revenue, with revenue in the BRIC countries (Brazil, Russia, India and China) growing 23% over the prior-year period and accounting for 9% of total revenue.
Progress towards overcoming the language afterthought syndrome. We see slow but steady adoption of content globalization strategies, practices, and infrastructures that position language requirements as integral to end-to-end solutions rather than as ancillary post-processes.
For companies that are challenged to ship products simultaneously, ensure international regulatory compliance, meet global expectations for multilingual documentation, increase global customer satisfaction, and sustain brand management programs
Progress towards overcoming the language afterthought syndrome. We see slow but steady adoption of content globalization strategies, practices, and infrastructures that position language requirements as integral to end-to-end solutions rather than as ancillary post-processes.
Progress towards overcoming the language afterthought syndrome. We see slow but steady adoption of content globalization strategies, practices, and infrastructures that position language requirements as integral to end-to-end solutions rather than as ancillary post-processes.
For brand/web contentPractices are still emergentNew basis of competitive advantage is shaping practices in their alpha and beta phasesLeading practitioners are taking transformative approaches
What ROI factors are driving investments in technologies and services for programssupporting strategic business objectives?Customer satisfaction/experience is the primary ROI delivered by or expected from practices, programs, and initiatives. The next most commonly-cited ROI measure is “global-ready technology architecture.” This is significant: it’s a recognition that content globalization is a valued investment. This is the first time that Gilbane’s research has produced such a result.Although cost savings weighs in at 18%, this issue was prevalent within respondent conversations, with many citing cost reductions as a gating factor for proving ROI. Implications for SDL sales:Customer experience figures prominently in assessing and proving the business value of global product content.The perception that the payoff will be in a globalization-ready technology architecture indicates that companies perceive such capabilities as competitive advantage.
Organizations included in this study have headquarters or major divisions in more than 150 countries, covering geographic markets including Africa, Asia Pacific, Canada, Europe, Latin America, and North America. Representing a range of manufacturing industries including automotive, consumer goods, high technology (hardware and software), industrial equipment, medical devices, marine propulsion engines, and textiles, 50% of our respondents are producing multilingual content in over 20 languages: The operational roles of our respondents included technical documentation, localization/translation, training, and customer support product content stakeholders. 74% of respondents create structured source content.60% have been creating structured content for six or more years.68% use a proprietary DTD (Document Type Definition) or schema, indicating well-established implementations preceding the advent of DITA.
What are high-level business objectives at companies that produce and deliver multilingual product content?Global customer satisfaction is a clear strategic and operational business priority, outpacing the next most commonly-cited driver—revenue from emerging geographies—by a significant margin. Customer satisfaction remains the top priority even when we combine revenue growth from both emerging and established markets (if only slightly). New product lines, faster/simultaneous time-to-market, and improved global/product brand management are second-tier concerns. Implications for SDL sales:The key point of this slide is that SDL has products and services that align with all of these business objectives. It’s a conversation starter or changer: ask the prospect if he recognizes any of these business goals as important to his company this year. When he says yes, then SDL has a solution to fit that business goal.Global customer experience and satisfaction is the center of gravity for content globalization in 2009. Cost savings will always be part of the product content picture, but in uncertain economic times, engaging and satisfying customers is paramount. Emphasis on customer satisfaction shifts the value proposition for investments in content globalization. The business case is now about outward-facing customer impact, not just inward-facing operational efficiencies and cost reductions.
