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://gilbane.commary@gilbane.com

SDL GIM London15 October

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22 October

Gilbane Boston 20091-3 December

New: Invitation-only briefing for user attendeesNew: Office Hours with industry experts