Gilbane Content Globalization Digest
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Transcript of Gilbane Content Globalization Digest
Gilbane Content Globalization
Digest
Introduction and OverviewAugust 2009
Mary LaplanteSenior Analyst
http://gilbane.com
Today’s Session
• Introduce the Content Globalization Digest• What is it?• What’s in it?• How do we use it?• When will it be available?
• Review Gilbane market data included in the Digest
• Q & A
http://gilbane.com
Gilbane Group
Analyst and consulting firm focusedon content technologies and their
application to high-value business solutions
Established in 1987
Practice Areas:Enterprise search, Collaboration and social media,
Content globalization, Digital publishing, Webcontent management, XML content and
technologies
http://gilbane.com
Gilbane Boston 20091-3 December
http://gilbane.com
Content Globalization Practice
The intersection of content and localization/translation management
Topic Areas: technologies, services, marketdevelopments, buyer perspectives
Clients: vendors, enterprise users, investorsUser engagements: content strategies, education,technology acquisition support, content globalization
capabilities assessment
2009 Publications
Innovation3: The FICO Formula forAgile Global Expansion
Borderless Brand Management: The Philips Strategy
Multilingual Product Content: Transforming TraditionalPractices to Global Content Value Chains
About the Digest
http://gilbane.com
What is the Digest?
• Gilbane has been covering content globalization as a market since 2004
• Developed a rich inventory of content assets related to SDL’s business
• Opportunity to select and package a subset for use by SDL sales and marketing teams
http://gilbane.com
Digest Goals
• Support SDL’s messaging targeting executive audiences
• Put our resources directly into the hands of SDL sales professionals
• Add value to the sales/prospect interaction by enabling you to offer independent market education and information materials
http://gilbane.com
Digest Development Process
• Conducted inventory of Gilbane assets• Applied several filters and reviews in
collaboration with SDL• D. Harrington, M. Nawrocki, B. Fallon
• Solicited FAQs from SDL sales• Tested value and utility of Digest
components• Special thanks to Andy Page
• Guided by two principles• Independent perspective• Sales velocity
http://gilbane.com
What’s in the Digest?
• User guide• Market data with
“cheat sheet” commentary
• Guide to case studies• FAQ with answers from
Gilbane analysis• Resource list• Plus a separate piece
for external distribution• New commentary on SDL
in a market context
http://gilbane.com
Market Analysis: SDL in Context
• Targeted for executive audience
• Gilbane’s perspective on trends in content globalization
• Analysis of SDL within the context of today’s buyer and user concerns
• Data and resources
http://gilbane.com
Case Study Summary
http://gilbane.com
Prospect FAQs and Responses
Q:
A:
Our executives expect us to save money, so that’s notenough to get attention and funding anymore. How do we build a business case that’s practical AND sexy?
You can take a traditional approach and look at top-line issues or operational risks:1.Tie the investment to a top-line strategic objective (revenue growth, improved customer sat)2.Tie it to significant risk to the business (new competitivethreat, missed revenue due to unscaleable processes, compliance)OR you can be a little more creative:1.Appeal to corporate ego. Use a market leadership hook and benchmark your company against specific competitors or industry leaders (networking, vendors, market data)2.Form an internal partnership or coalition, fronted by an organization that has visibility and influence. If you’re T&L, for example, build an alliance with the organization responsible for delivering web experience. This approach delivers the steak with the sizzle, to use an old marketing adage.Independent perspective is often effective in these cases . . .
Data from Gilbane Research plus Narrative
http://gilbane.com
Data
Analysis
SDL salesimplications
http://gilbane.com
Business Drivers for Investment
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%Faster time to market
Global content consistency,quality and accuracy
Improved global and productbrand management
Regulatory requirements
Increasing revenues in specificvertical markets
Increasing revenues inestablished geographies
Increasing revenues in emerginggeographies
Simultaneous product shipments
Increasing multilingual contentvolume
Rated as "Critical" or "Very Important"
Gilbane Group, Multilingual Communications as a Business Imperative
http://gilbane.com
Improved customer
relationships37%
Cost savings21%
Higher profitability
3%
Other (Compliance)
3%
Increased revenue
37%
ROI for Global Product and Brand Content
Gilbane Group, Multilingual Communications as a Business Imperative
http://gilbane.com
Organizational Hurdles
0%
5%
10%
15%
20%
25%Lack of collaboration
Inconsistent terminology
Other (see below )
Lack of w orkflow integration
Single-sourcing to mutliplechannels
Synchronizingsource/translated content
Lack of project costing/mgmt
Content conversion/exchange
Quality
Conflicting prioritiesLack of mgmt education/visibilityLack of formal processesLack of resources
Other =
Gilbane Group, Multilingual Communications as a Business Imperative
http://gilbane.com
Measuring Content Value
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
Customer satisfaction withcontent
Increased and/or accurate brandrecognition
Content quality level; based oninaccuracies/errors
Level of source content reuse
Faster resolution of customerquestions or problems
Web site usage, click tracking
Increase in translation volume,little or no budget increase
Do not measure
Increased sales or leads
Level of translation memory reuse
Gilbane Group, Multilingual Communications as a Business Imperative
http://gilbane.com
2009 Business Objectives at Companies Delivering Product Content
Improved global/product
brand management
9%
Time to market/simship
9%
Revenues for established
geographies12%
New product lines for specific
market17%
Revenues for emerging
geographies20%
Global customer satisfaction
33%
Gilbane Group, Multilingual Product Communications, 2009
http://gilbane.com
ROI for Investments in Globalizing Product Content
Increased revenue/customer
base9%
Meeting regulatory requirements
9%
Cost savings18%
Customer satisfaction/experience
40%
Global-ready technology architecture
24%
Gilbane Group, Multilingual Product Communications, 2009
http://gilbane.com
Thanks
Mary LaplanteVice President, Senior Analyst
Gilbane Group, Inc.http://[email protected]
SDL GIM London15 October
Overcoming the Language Afterthought SyndromeA Gilbane presentation at Localization World Silicon Valley
22 October
Gilbane Boston 20091-3 December
New: Invitation-only briefing for user attendeesNew: Office Hours with industry experts