Embed Size (px)
Citation preview
C L I E N T S I D E C L I E N T S I D E N E W SN E W S
Intelligence for Global Business
G L O B A L I Z A T I O N . I N T E R N A T I O N A L I Z A T I O N . L O C A L I Z A T I O N . T R A N S L A T I O N
F E A T U R E :
A Look at Canon L10N Services
F O C U S :
Vendor Size, the Gap Is Getting Bigger
E D I T O R I A L :
Clients are from Mars...
The Business Journal
for GILT Professionals
9.95 US
12.95 CAN
9.95 EURO
The Business Journal
for GILT Professionals
9.95 US
12.95 CAN
9.95 EURO
Why CLS Is Canon's Preferred
L10N Provider
J U L Y 2 0 0 3 F E A T U R E
SimulTrans doesn’t just build customized globalization solutions...
We also build
buildings!When a key client asked SimulTrans to open anoffice in Dublin, Ireland, we didn’t even flinch. Wetook his request for full-time, on-site support seriouslyand established an office, hired a staff of 20 people, andbuilt a full production center from the ground up. Thisis just one example of our commitment to help companiessucceed by implementing solutions to accelerate therelease of high-quality, local-language products ininternational markets.
And, because SimulTrans is an independent organization,we can provide these solutions with greater flexibilityand responsiveness. With over 15 years of globalizationexperience, we recognize how important those qualitiesare. Visit our website to find out more about this projectand to download a free globalization solutions guide.After all, if we’re willing to build an office for a client,
imagine what we can do for you.
www.simultrans.com/buildings
SimulTrans’ office in Dublin, Ireland
® ®SimulTrans 22 languages. One release date.
2000
in this issue
July 2003 Volume 2 Issue 2
4 @issue—publisher’s note
6 letters to the editor
7 events listings
19 CGO corner
16 company spotlight—Welocalize goes beyond words
20 product spotlight—business perspectiveson i18n
Page 3 ClientSide News 07.03
8 feature—why CLS is Canon’s preferred l10n provider
12 focus—vendor size & the growing gap
24 resource listings
“clients are from Mars and vendors are from Venus.”
Why do industry leaders consider us ahead
of the game in the field of
localization?Call us and ask
or simply visit us at www.moravia-it.com
w o r l d w i d e m u l t i l i n g u a l s o l u t i o n s
ASIA
[email protected]+ 86-25-487-4187
IRELAND
[email protected]+ 353-1-469-3715
EUROPE
[email protected]+ 420-545-552-222
USA
[email protected]+ 1- 800-276-1664
• 2002: Premier Vendor MICROSOFT
• 2000: Best Localization Partner in EMEA COMPAQ
• 1998: Preferred Vendor SYMANTEC
ClientSide News Magazine isproduced exclusively by:
ClientSide Publications517 South Baldwin StreetSuite 100Woodland Park, CO 80863USA
Phone: 719.686-8759FAX: 719-623.0394
PublisherShaun P. [email protected]
Advertising [email protected]
Send information and editorial submissions [email protected]
Send press releases [email protected]
intelligenceforglobal business
@issueBy Shaun P. Daggett, CSN Publisher
Opportunities are rare in this i n d u s t r y f o r o p e n h o n e s t communication between clients and solutions providers. Educational workshops or industry conventions seem to be the only way for vendors to gain audience with large groups of c l i e n t s and commun i ca te any significant message. The problem, some might say, is that the message always involves a slide presentation and a follow-up sales call.
Now this is not a slap in the face to vendors. After all, it is their job to sell. Without their sales efforts, clients would be without service providers and without many of the technology solutions that enable clients to achieve global market success.
CSN recently embarked on an experiment in open communication. We co-sponsored a unique summit between c l ients and so lut i ons providers. JD Edwards hosted the summit, attended by leading client-side professionals from CSN’s Chief Globalization Officer Board and by top level vendor executives from the G loba l i zat i on and Local izat ion Association (GALA). The summit was a n e f f o r t t o s t r e n g t h e n communication between these two professionally entwined groups. It provided a safe zone for clients to share their concerns about the industry and for solutions providers to listen and respond openly to those needs. No slide presentations, no sales pitches, just real communication.
I think all who attended would a g r e e t h e s u m m i t w a s a n extraordinary success. Discussion points ranged from “Where have companies and service providers failed to forge proper alliances and why?” to “What technologies should the industry invest in for optimal success, and what business models will be needed in the next five years?”
Since the event, both clients and vendors have asked my opinion on the most important message. There were many. I think one significant take away came ironically in the form of a joke. Someone said "clients are from Mars and vendors are from Venus." We all laughed, but in my opinion, this view is not far from the mark. Clients and vendors are in a relationship that requires each side to recognize the other’s perspective before they can truly communicate.
While we all want the "marriage" between clients and vendors to work, almost every issue discussed at this summit boiled down to two things: trust and communication. All who attended agreed that continued involvement in such meetings will strengthen trust between both sides a n d f o s te r m ore open hones t communication.
So was there an epiphany at this summit, one that the GILT world can hang its hat on for a decade to come? Probably not one so powerful as to affect our entire industry right away. For certain, though, a foundation of mutual trust and respect was laid in that meeting—a powerful step in the right direction.
ClientSide News is published monthly by ClientSide Publications™, a division ofClientSide News LLC.
Annual subscriptions to ClientSide News Magazine are FREE to CSN Members. Contact CSN headquarters for mem-bership information.
The mission of ClientSide News Magazine i s t o f a c i l i ta te the exchange o f information among professionals on the c l ient s ide o f the g loba l i zat ion, internationalization and localization industry, to bring forward information and solutions, to serve as a forum for discussion of emerging trends and issues, to del iver intel l igence for global business.
© 2003 ClientSide News LLC. All rights reserved. “CSN” and the CSN logo are service and trade marks reg i s tered in the United States and other nations.
Published articles and opinions do not necessarily reflect the views of the magazine or ClientSide News. ClientSide News is not responsible for loss, damage or other injury to manuscripts or other materials.
publication & membership
clients are from mars…
Page 4 ClientSide News 07.03
A CommunicationRevolution Is Under Way.
www.architext-usa.com
Create. Integrate. Communicate.
“We now face the enormous challenge of couplingeconomic growth with a heightened communicationssensitivity. Wary world markets are apt to interpretpoorly targeted messages from U.S. companies asarrogance.”
Hans Fenstermacher, founder and president
High-performance communication drives successful global organizations. And communication is made up of messages crafted by people–not technologies,not systems, not workflows.
Imagine if your messages could go from your mind to your customer's mind withfewer obstacles and greater acceptance. Now imagine a process that gives you thatand saves your company money. Not pennies, mind you, but substantial, revolutionarysavings you may only have dreamed about.
Welcome to ABREVE®. The power to improve your content, empower your people, thrillyour CEO, and maybe even excite your shareholders.
ABREVE®. Communicating. Better.
letters to the editor
2003 JUNE
clients speak vendors speak
Anonymous, Localization Buyer within the United States
Open Letter to the sales professionals in the GILT industry:
I probably get at least two calls per day from talented sales professionals, all offering to reduce my time to market, lower my costs, and improve my quality. The problem I have with this is that you all focus on what you can do for me-before you know what my needs are. You callers are so anxious to tell me how great your companies are, you forget to find out what MY needs are. I am not one to brush off sales people. It is part of my job to keep my eyes open for new solutions that can help our cause. But what has happened to finding out what the problem (if any) is FIRST? I know it is your job to call me and do everything you can to get my business. But you are going about it wrong. I would like to invite you to listen before talking, find out if I have a problem to solve before you start inviting yourself to my office for a brief presentation on your solutions. I can't speak for all clients, but I don't think I can tolerate another presentation that tells me how great your processes are. Tell me how your business is inherently qualified to meet MY specific business needs and solve MY unique problems. Then I'll talk. Sincerely, Anonymous-to keep from getting five calls per day
Françoise Spurling, COO / Director of Production for Rubric
How to differentiate yourself when everybody uses the same resources?
Outsourcing is a powerful force in the world of localization. It is outsourcing that enables a localization services provider to manage a project in Vietnamese one week and in Finnish the next. It is outsourcing that allows a company to ramp-up for a 25-language project, and equally important to ramp-down afterwards.
With so much outsourcing going on in the industry, though, how can a company differentiate itself when everybody basically uses the same resources?
Superior project management appears to be the true differentiator. Superior project management anticipates problems before they adversely affect a customer’s projects and sales. It enables a localizer to coordinate thousands of shipments with a customer and its printing company. To manage translation teams processing millions of words within a few months. To coordinate global testing across 20 or 30 languages.
Without superior project management, the industry would not be able to survive.
• Translations of technical manuals, scripts, web sites, software
• 17 years of experience in localization
• Multimedia localization and production
• In-house typesetting
• Specialists in Asian languages, including Chinese, Japanese, Korean
For a customized Needs Analysiscontact [email protected]
www.iversonlang.com
Iverson Language Associates, Inc.P.O. Box 511759
Milwaukee, WI 53203-0301(414) 271-1144 • (800) 261-1144
Fax: (414) 271-0144
Communicate in any language
summer/fall 2003 comingevents
7.17, 18 & 19IWIPS 20035th Annual International WorkshopBerlinwww.iwips.org
7.21, 22 & 23The ELearnChinaConference 2003 Edinburgh,Scotlandwww.china-conferences.com
7.29, 30, 31 & 8.110th Workshop on Logic, Language, Information and Computation Ouro Preto, Minas Gerais, Brazil www.esslli.org
july september9.3, 4 & 5UnicodeUnicode, Internationalization, the Web: Powering Global BusinessAtlanta, GAwww.unicode.org
9.3, 4, 5 & 6Eurocall Conference 2003 IrelandUniversity of Limerick www.iccconcepts.com/eurocall/
9.23 to 9.27AMTAMachine Translation Summit IXNew Orleans, LAwww.amtaweb.org
g i l tglobalization
localizationinternationalization
Page 7 ClientSide News 07.03
translation
august8.18 to 8.2915th European Summer School in Logic, Language and InformationVienna, Austriawww.esslli.org
october10.14, 15, 16Localization WorldSeattle, WAwww.localizationworld.com
canon l10n services
level. In a recent interview, CSN learned how Canon became its own preferred localization vendor. CSN wishes to thank Jonathan Bowring, CLS General Manager, for his generous and thoughtful answers.
ClientSide News – You have described your localization department as a separate entity within Canon, like a vendor to your own internal partners. Can you explain more?
Canon Localisation Services – The word that best sums up our operation is independence. Canon Localisation Services (CLS) was formed as a standalone division in order to handle localization projects for groups right across the company. This means that we are not owned by any single development function or marketing group. Canon is headquartered in Japan and is rather large and diverse, with product lines ranging from digital cameras through medical devices to digital networked copiers. We are free to work with any of these groups, and indeed they are free to use us or seek a different solution if they prefer.
Although we report into Europe organizationally, and major in European languages, we are not confined to serving Europe. In fact, most of our work comes from various development groups within the Canon parent corporation in Tokyo. We work with them on an ongoing basis to localize software related products for European markets.
We also are independent from a financial point of view. CLS is self-funding, which means that we receive no central budget from European HQ or elsewhere. All our operating costs must be covered by the payments we receive for performing our project work. We bill our internal customers for each project upon completion, just as a vendor might, and the revenue received covers our operating costs.
CSN – Supporting the different product groups in this manner sets them up to be your customers. Is this a fair description of the relationship?
Canon on being a vendor to itself
Jonathan BowringGeneral Manager, Canon Localisation Services
feature
hen clients talk about localization suppliers, they typically don't talk about themselves. Canon does. Canon Localisation Services (CLS) is a forward thinking Canon division that has taken the internal department model to the next
W
Page 8 ClientSide News 07.03
CLS – We certainly do see the product development groups as customers. Our ethos promotes providing reliable service and generating trust and dependability. We want the product groups to feel secure about designing their launch plans around the schedules we have agreed on. We work with the product groups to get forward visibility of upcoming work. We try to develop long-term relationships for our mutual benefit.
CSN – Supporting multiple yet different product groups must be a real challenge. How do you strive for customer satisfaction and maintain good working relationships with this model?
CLS – Each internal group brings its own unique business issues and pressures. For instance, the inkjet printer market is very different from the market for document management software. In that sense, we treat each group as a separate customer. We configure our processes and approach slightly differently, to ensure we handle each group’s disparate requirements.
Remember also that our internal customers can seek other localization solutions if they wish. This keeps us focused on meeting their needs. Some groups actually use other solutions in parallel with CLS. This makes us concentrate on adding value. If we are not convinced of this, we shouldn’t be in operation.
Another aspect of serving Canon internal customers is that we also are Canon employees. Our motivation is for the greater good of the company. This clarifies decision making in times of pressure, reducing the adversarial potential of the supplier-customer relationship.
CSN – What immediate business benefits do you see from this type of relationship model?
CLS – First of all, it’s much easier for the parent company to run projects through an internal group than to set up third-party supplier relationships. The legal and contractual process is trivial in comparison to involving
third-party suppliers: no need to negotiateNon-Disclosure Agreements, Service Level Agreements, etc. Additionally, future product plans can be shared for capacity planning without fear of compromising confidentiality.
There is a clear savings for a busy development group if it can work within the company. The contractual burden is lowered, but so is the general vendor management overhead. The development group can be confident that the localization supply chain is qualified, reliable and experienced, without needing to investigate or manage the selection of partners. This frees them to concentrate on their core activities of product design, software development, technical writing etc.
CSN – Your business model sounds like a P&L model, but one not really focused on profit. How do you manage to fund ongoing education, travel, and non-billable strategic elements?
CLS – This is an interesting question. If we were funded centrally by some core function or by regional HQ, it would be more difficult to choose how we spend our own budget. The single paymaster would potentially want the final say in strategic expenditures. Justifying the value of these activities could be hard if the funding body didn’t understand localization.
Our funding model is from multiple customers, project by project. Therefore, our challenge is more of a balancing act. Wehave to allocate strategic funds from our income without pushingourselves into the red or raising our rates to the level that webecome unattractive. In that sense, we are like an independent vendor, where deciding on strategic activities is primarily a question of ROI. We have the freedom to use our income for training, travel, tool development and so on, but we also have the responsibility to ensure that such activities have a long-term benefit to CLS and Canon.
Page 9 ClientSide News 07.03
Canon Localization Offices in the UK
There is a natural drive to keep CLS lean and efficient. We want repeat business, so we must keep our project costs competitive. We are self-funding, but no more than that. We don’t seek to extract extra profit from our internal customers.
CSN – How did CLS arrive at this unique model? Also what does this model enable you to achieve that you would be unable to achieve as a sub-department of a core product group?
CLS – Canon set up a new software organization for Europe in 1995, with localization as one function. Canon’s product lines were becoming more IT oriented, and the demand for software and software localization grew quickly. Little activity was in place for software localization in Canon anywhere in the world. By growing it in one place, Canon gained economies of scale. We built relationships with most of the software development groups around the world.
CLS eventually was made an independent, self-funding division as part of a European restructuring program. This meant that Canon avoided creating a “white elephant”localization group with a large central budget, little accountability, and unclear loyalties. We exist as long as our services are valued. We can work for any product organization that finds us useful. Additionally, the lessons or innovations we learn from one product line, we can apply to other product lines. All our customers benefit from this critical mass of expertise and experience, instead of reinventing the wheel for themselves.
CSN – Are you interested in providing services to external customers, or are you interested only in your internal customers?
CLS – Our initial goal was to form an efficient expert operation to serve Canon’s localization needs. However, when forming CLS, we always planned to take on external business as a second stage. We are now at that po int . We fee l we have much to offer other manufacturers and publishers. We have already been through the pain of establishing an internal localization center. CLS has overcome many of the challenges they face.
We have a stable supply chain, seasoned internal teams, and much localization know-how. We are talking to external customers now about a range of services, including consultancy, translation, engineering, and testing.
CSN – Can you give us an idea of your operational model? Do you translate in house, or do you outsource to mid-level vendors? How about your PM, engineering, and testing functions?
CLS – Our primary services are translation/DTP, and loca l i zat ion eng ineer ing and test ing. Project management runs across all of these. We outsource all
the translation and DTP work. We decided not to develop linguistic capabilities in-house. For this we use a stable set of MLV companies with which we have long-term relationships.
We have permanent engineering and testing teams in-house who develop expertise in products, tools and processes. They handle much of the production work in delivering localized software. We outsource some engineering and testing to our MLV partners, particularly once we have “cracked” a difficult architecture and built a good relationship with the developers. Our internalpartners also supply temporary resources on site at CLS. We also have relationships with contractors based locally in the UK.
This mixture allows us to balance two important priorities: On the one hand we are able to build strong relationships with internal development groups. We collaborate and retain people and expertise more easily than an independent vendor. On the other hand, outsourcing some production and using contract staff to bolster our internal teams keep our overall costs low. Outsourcing enables us to expand during peak loads.
We have a permanent project management staff. Most of our project managers are UK Government standard PRINCE2™ trained. They are the front line in our service delivery.
CSN – What challenges lie ahead for other companies that might adopt this approach?
CLS – Much will depend on their corporate culture. For instance, how strongly is strategy driven from the top? Strong enforcement from the top to use such an internal group will help it establish quickly. Resentment can build, however, if the internal group doesn’t deliver or if it is perceived to be expensive. Allowing it to grow its reputation and build relationships organically is less traumatic, but the operation could fail through lack of commitment from internal customers.
Page 10 ClientSide News 07.03
Managing to be self-funding can be tricky, since retention of profits may be unpopular with the customer groups. In other words, they might perceive the internal group to be taking from their budgets. There is no one to bail out the operation, however, if it fails to cover its running costs. There is a narrow margin for success.
We already mentioned the necessity of keeping back some budget for ongoing strategic development. Getting the balance right is a real challenge.
Finally, in today’s business environment, there is no room for complacency. A central localization operation must always question whether it really adds value to the process, and whether it is the most efficient model for getting the job done. Tracking costs and resource utilization must become an obsession.
Common SenseAdvisory
Objective, Actionable and Independent Research and Analysis
Insight for GlobalMarket Leaders
www.commonsenseadvisory.com
Insight for GlobalMarket Leaders
For Buyers • Beggars at the Globalization Banquet
• Rage Against the Content Management MachineWhat is the ROI of Localization?
Managing the Shortcomings of Multilingual CMS
• Where the Translation Money Is
• Wages of TranslationRealistic U.S. Market Size Statistics
Sales Compensation Survey
For Vendors
7465 E. Peakview Ave.
Centennial, CO 80111
phone 303.779.1288
fax 303.779.1232
www.syntes.com
-Superb logistics and project management-Professional in-house staff-15 years in business
-Expert linguists-Wide range of subject matter expertise
-DTP and graphics-Multilingual websites
-Translation and interpreting-International conferences-Conference equipment
sales and rental -Localization
Customized language solutions that fit your needsSM
pon receiving a press release from SDL that announced their acquisition of the Lomac organization, CSN contacted SDL. At CSN, we often hear concern from clients and vendors about the growing gap between the “big three” and the other service providers in the localization community. We spoke with Hedley Rees-Evans at SDL and asked him to share SDL’s view on this discrepancy in vendor sizes.
Our cottage industrySome aspects of the Translation and Localization
industry can still be regarded as cottage industry. However, do not confuse “cottage” with “small.” Many cottage industries are among the biggest revenue earners in the world. For example, the Arts and Crafts industry ranks highly. In our own cottage industry, revenue estimates typically run about $2.5 billion annually.
vendor sizeindustry focus
U
Hedley Rees-Evans
Group Marketing Director for SDL International
The characteristics of such industries are often similar:
• Low cost of entry – It is always easy to start such a business. In our case, language students have started many supplier companies. A student receives a small, initial request from a local customer, and then develops a local network of clients before branching out overseas, perhaps by word of mouth.
• Fragmented – Many people are able and willing to open such a business, exactly because it is so simple to open, and because the cost of failure is limited.
• Rapid expansion is difficult – When you depend on human endeavor, instead of on production processes in which you simply invest capital, growth is largely a question of recruitment. The trouble is, this has to be conducted at the same time as running your current staff and relationships, which can make it a very intensive effort.
• Management – While such industries endeavor to produce good quality, they tend to have a checkered record on implementing quality control processes. Other endeavors with similarly diverse results include industry standards and increased productivity.
In the particular case of the Localization industry, we also have had a relatively short life span. Most vendors have been in the business less than 10 years. The industry’s oldest standards association was started only about 12 years ago.
This short history combined with our cottage-industry nature means there has been little recognition to date of the need to invest outside our traditional core efforts. In other words, there has been little investment for the good of our industry as a whole. Such investment could help our industry develop a more mature sense of identity and develop more value in the wider business community.
the gap is getting bigger
Page 12 ClientSide News 07.03
Our short history creates other challenges as well. For example, there is a lack of specialized market-focused services. The ability to deliver such services becomes possible only after extensive knowledge of a market’s needs has been developed. This takes time and an understanding of the overall requirements. There is some evidence that we are beginning to move in this direction: for example, some vendors specialize in testing support and others in technical authoring. However, the vast majority of vendors, when questioned about the services they offer, simply respond with “What do you need?”—and claim they can do anything!
Our market landscapeOver recent years, we’ve experienced a flurry
of corporate consolidation, with Bowne starting the ball rolling through major acquisitive investments. SDL and Lionbridge also have built on their organic growth. Just recently we’ve witnessed consolidations between SDL and Lomac and between Bowne Global Solutions and Berlitz. There are merger and acquisition activities among many smaller vendors as well.
Despite all this activity, however, the largest vendor (at about $200 million) still represents less than 10% of the smallest estimate of the available market.
In my view, such a service landscape has issues:
• Market Fragmentation leads customers, especially lower volume or less experienced customers, into perceiving that translation is a commodity—and price is king!
• Consensus is difficult to establish, which affects issues such as quality standards. Look at how long it has taken to establish a key open standard for translation memories (TM) interchange (TMX).
• The presence of private owners adds passion, but they usually act as entrepreneurs and dealmakers, not as managers. Being more dependent on “hand-to-mouth” efforts does not encourage medium-to-long-term investment in processes and infrastructure.
A healthy market is one in which customers recognize that their decision criteria should include quality and delivery in equal measure to price. A healthy market also delivers sensible margins.
Apart from those within the professional localization buying community—who do an unbelievable job day in and day out—there are few managers within international commercial operations who have any idea of what a high-
quality translation process actually is. Even worse, there are few who seem to actually care! Only a small minority of such businesses has a complete grasp of policy towards global communications.
Such circumstances are unlikely to help senior managers perceive their investments in translation and localization as mission critical. This is astonishing, considering the abuse that is heaped upon any of us who fail to maintain quality output in a source language. It is even more amazing when considering how obvious the need is for global companies to think globally. For example, the mission for many global airline carriers is to attract wider demographic groups to their services. Yet it usually is impossible on many of their websites to book a flight from a destination outside your own country.
Thus, large companies are failing to recognize that their global brands are damaged daily by poor translation processes or by inadequate availability. This failure is actually a criticism of OUR industry. It reflects our failure to deliver the benefits of our ]message.
Vendor sizeWhat does all this have to do with the “market impact of the
discrepancy in vendor size?”My contention is that the discrepancy is actually too small. In
other words, there aren’t enough large vendors. Indeed, it is large vendors who, together with well-organized clients, are the best hope at the moment to change the game and develop industry messages outside the current focus. The larger companies are theones most able to invest in such efforts—thanks to management overhead.
Add Your Produce Here!
Logrus: Strong Roots!www.logrus.ru, [email protected], +1 (215) 947-4773
TurnkeyLocalization
Projects
Testing &Translation
Multilingual Software
Engineering
Multi
mediaSoftw
are
Quick T
urnaroun
d
Dedication
&Q
ual ity
Sc
alability
Severa
lL
an
guag
es:
Russ
UkrainianStr
ong
Tec
hn
ica
l Cor
e
Major Loca
liz
atio
nP
roje
cts
Years of Experience
Alchemy CATALYST 4.0
ALCHEMYSOFTWARE DEVELOPMENT
Keep an Eye on the FutureAlchemy Software Development Ltd. Block 2, Harcourt Business Centre, Harcourt Street, Dublin 2, Ireland www.alchemysoftware.ie
T he Wo r l d ’ s F i r s t M i c r o s o f t . N E T V i sua l Loca l i z a t i on Env i r onmen t
I n t r o d u c i n g . . .
A claim that management overhead is a good thing looks a little peculiar at first, but it actually cuts straight to the chase. Simple economics mean that it is difficult to afford the investment in management time to think beyond practical daily tasks. The tasks at hand are far more pressing. In stable and profitable small businesses, the proprietors are usually the only ones who can allow themselves the luxury of investing extra time into planning and strategic marketing initiatives. Even then, the pressures of finding and staffing day-to-day projects are typically too severe to allow much macro planning.
What can management overhead buy?Quality and technology standards have to be discussed
and driven by somebody with time to address such matters. Such efforts are not about large vendors endeavoring to dominate the sector or protect their interests. Instead, it is about the credibility our industry. It is crucial to our credibility that we raise the barrier to entry for less competent service providers through the endorsement of clear, open standards that are supported by all.
Another benefit of size is the ability to invest in the development of new technologies and processes. The more we increase our range of productivity tools and systems availability, the more effective our community is as a whole. If the tools and systems conform to open standards for interoperability, such as Web Services, our community then can reach out to other related markets in a meaningful way. I am thinking of the Documentation and E-Content markets, for example.
In terms of financial motivation, who, if not larger vendors, provides a route forward for proprietors who
have little chance of going public, but who want to capitalize on a decade of hard work and want to reduce personal risk?
Large vendors offer more scalable and comprehensive global infrastructures to large clients. Who but large vendors or clients can deliver QA processes and, in preparing them, derive economies of scale from the management overhead? Large vendors reduce risk for both parties and reduce internal overhead in larger contracts. Large vendors deliver added value not only to clients, but also to the localization community as a whole.
ConclusionSteady growth has characterized the last decade of our
market. This growth looks set to continue: roughly 75% of clients still don’t bother to measure localization ROI—the sign of a massive growth market! (Source: Beggars at the Globalization Banquet from Common Sense Advisory)
Larger vendors and influential clients offer the greatest potential to broaden our market and reach mainstream commercial decision makers, convincing them of the benefits of adopting pro-active approaches to translation and localization management. Larger vendors and clients offer the greatest potential for delivering standards and systems that help us be more integrated and productive and that help the greater business community realize the massive value that our industry adds.
Unless we mature, translation will become the new coalface of the Globalization Age. It is time for all those involved in the industry to work much harder—together!—to secure the brightest future for our industry.
Yo
ur
Sin
gle
So
urc
eY
ou
r To
tal S
olu
tion
Whether it's precise translations or innovative solutions for translation and document management, the STAR Group has the products and
services you need to achieve international success.
With more than 650 employees at 35 offices in 25 countries, STAR is one of the world's largest companies providing localization services and software technology for translation, workflow automation, and information management.
Find out why translation and localization professionals around the world have selected STAR as their Partner in Global Communication.
Language Technology
Language Services
�Transit XV
Translation Memory System
�TermStar XV
Terminology Management System
�WebTerm 5.5
Terminology Communication System
�Proactive 2.0
Globalization Management System
Your Partner in Global Communication
www.us.star-group.net
(216) 691-7827
rue distinction is hard to come by in a localization service provider. Thousands of localization and translation resources are available to process your content, but they all provide basically the same so lut ions : loca l i z ing andtranslating software, documentation, help systems, and product packaging. This makes it difficult at best for clients to identify the service provider that is right for them.
With Welocalize’s recent announcement regarding record growth, despite the economy, CSN took notice. With the name Welocalize, one would think the primary focus of this company is localizing content. CSN learned there is something more under the wrapper. When we contacted Welocal ize to d iscuss their growth achievements, we found a unique company—with a business model that goes beyond translating words.
going beyond wordswelocalize
companies to watch
TChris
GrebiszChris is the Vice President of Welocalize
Chris Grebisz, Vice President of Welocalize, talked candidly with CSN about this unique business model, how it has produced compelling customer solutions and resulted in record growth.
ClientSide News – Your company name is literally “we localize,” but localization is only part of your overall business model. Can you tell us what other solutions you provide that set you apart from other localization companies?
Chris Grebisz – Localization is often misleading. It often can be diluted to the singular phase of translation. Greater than 90% of our clients build software products. As a service provider to these clients, we realize we need
to shape our se rv i ces so that theyreflect product l ife cycles. Therefore we need to think beyond words. Com- m e n c i n g w i t h d e s i g n a n d e n d i n g w i th qua l i ty assurance, we have an organization that l ives, breathes and thinks global technology. Customers of Welocalize quickly realize that our services reflect their needs, our work processes meet their standards, and our deliverables demonstrate their requirements. A translated deliverable is the end product, but getting there is where we distinguish ourselves.
CSN – So translation is not a big part of your business?
CG – That would not be an accurate statement. Translated products are our final deliverable; this is our ultimate service. However, this is not the sole focus of our efforts. Fundamentally, we help our clients sell more products globally. We accomplish this by providing a comprehensive solution. Quality translation is not solely dependent upon translators. Quality translation results from enabling a product to be translated successfully.
Page 16 ClientSide News 07.03
Beijing | Boston | Los Angeles | Seattle | Silicon Valley | Taipei | Tokyo | Washington DC
Engineering the Global Enterprise
Engineers Don’t WriteClever Ads.
(But we do a good job of internationalizing and localizing software.)
w w w .s y m b i o - g r o u p . c o m1.866.4MY.G11N
If you need I18N and L10N engineering done by experts, we can help. We handle all aspects of product globalization, including Unicode and double-byte enablement, CCJK localization, and white-box testing. We work with mainframes, all flavors of Unix, PCs and hand-held devices.
Founded in 1994 by a core group of engineers from IBM’s international research and development group, we now have labs in China, Japan, Taiwan, and the US. Our clients include AOL, Citigroup, IBM, Intel, MasterCard, Microsoft, Nokia, Nortel, Oracle, Palm, and Sony.
Welocalize Headquarters
This basic understanding allows our client to focus on developing new products while we resolved the hurdles of getting the new products into market. Without our core understanding, our capability to perform would be constantly challenged, which could negatively impact our customer’s market opportunity.
CSN – How does Welocalize represent success in a vertical?
CG – Two areas: clients and development. In the eLearningspace, our clients make up 50% of the leading developers. We have traction. Companies choose us simply because we can provide tried and true solutions that will catapult their products into European and Asian markets.
Our success in each vertical is tied to our understanding of that vertical, which is ultimately reflected in the value we deliver. As an example, we recently worked with a top-three player in eLearning that posted a 6-language project on time and on budget. Execution was the primary contributor to the success. Such execution was possible because of our understanding of the industry. It enabled us to forecast requirements, which prevented delays that can occur from reacting to singular problems.
CG – In this industry, distinction is difficult to attain and even more d i f f i cu l t to exp la in . However, our service model and business model is truly different. We have f our competency groups: engineering, localization, translation and QA. They are structured around four primary customer verticals: eLearning, Supp ly Chain Management, Storage and Security, and Life Sciences. Our matrix approach to service management enables us to deve lop un ique serv ice programs for every client need. Take for example the eLearningmarket. We have focused on globalizing platforms. However as this industry is maturing, our focus is beginning to migrate to multilingual content. As a result of our exposure to this industry, we can proactively identify future customer requirements and develop competencies well in advance to our customers’actual needs.
CSN – Blackboard is one of your eLearning cl ients; did your vertical focus assist them?
CSN – You say “getting there is where we distinguish ourselves.”Can you tell us more about “getting there?”
CG – Consulting represented 10% of our company’s revenue in 2002. Consulting is the design stage of customer and product management and drives our continued success. We have found that by establ i sh ing spec i f i c s t rategies for our c u s t o m e r s ’ i n t e r n a t i o n a l p r oduc t s , we can p red i c t success. Our consultants, also known as “practice leads,” are Vice Presidents with an average of 10 years experience in the industry. They and their account teams develop documented strategies that enable each client to achieve specific goals and objectives. Additionally, we provide our customers with the capability to measure our success year to year.
CSN – Obviously, you provide a total solutions approach, but can you tell us more about how your b u s i n e s s m o d e l t r u l y distinguishes Welocalize from the crowd?
CG – Yes. Several years ago, we realized that a small service company that attempted to be all things to all people simply could not create value f o r i t s c u s t o m e r s . To o m u c h fragmentation. But with our vertical focus, we can provide value.
In the case of Blackboard, we inherently understand their industry. We understand their threats, their industry requirements, and the microscopic intimacies of their product. As a result, our service team was able to develop a standard work practice that aligned with their product release requirements.
Internationalize
Software: Global Investigator software helps your developers
find and fix internationalization errors in code
Try it free: www.lingoport.com/gi Services: Unique technologies let us assess, fix and test your
code quickly and efficiently
Internationalization architectural development
Expert implementation teams
. NET, Java, C/C++, databases, legacy apps and more
Training customized to your technical needs
Your Software, Ready for Everywhere
LingoPort, Inc. [email protected] www.lingoport.com tel: +1 303 444 8020
CSN – Many people talk about simultaneous release, but how many are really doing it?
CG – First of all, both large and small companies can do it. We helped Blackboard simultaneously release (SimShip) in 6 languages. To achieve SimShip, the code was not frozen and we had to generate the localized files 78 times. The effort included 220 resource files, upwards of 60,000 graphics, and translation into 10 languages. A single pass through the system amounted to 500,000 words. Over 800 hours were spent testing the application according to a globalizedt e s t s u i t e . T h i s c o n c u r r e n t development approach resulted in on time release.
There also are examples of very large software companies like Oracle who have reached the point where it is primarily about translation.
CSN –What do you mean by "primarily about translation?“
CG – Developers and translators have always struggled to work together in the localization world. Our goal is to help a company evolve in their globalization capabilities to the point where development is not the primary challenge and translation becomes the focus. The people in our consulting practice are experts at helping companies create a plan to achieve this.
Development and localization have often been mutually exclusive, but it does not have to be this way. More a n d m o r e c o m p a n i e s a r e understanding this and are putting in place the right technology, workflow, and process to make it happen.
CSN –How much of all this is marketing and how much of it is real; and are customers really benefiting from this approach?
CG – Verisign is a satisfied consulting client. Blackboard is a satisfied SimShip client. Computer Associates is a satisfied localization client. Xerox is a satisfied testing client. I’ll let our clients vouch for the traction we have with this business model.
Contact Welocalize at 1-800-370-9515
CSN – Can you tell us more about your approach to a typical project?
CG – Our approach is very tailored to a client's business objectives. A client who has just started a globalization initiative will typically encounter translation as being less than 50% of the initial effort, and our other services as the majority. However, our goal is to integrate three things into the client's development cycle that will reduce the need for everything but translation: technology, workflow, and process.
CSN – Other companies talk about those th ings and have created products to fulfill many of the needs. Does your services solution include your own products?
CG – We are a service company, not a product company. Our business is not about the technology. Rather, it is about using technology to enhance the customer's experience. We have succeeded because we have gotten very good at aligning the correct service package to a customer's b u s i n e s s n e e d s a n d l e v e l o f experience. We are one of a small number of companies that really offer a complete globalization service package.
CSN – As you grow larger, will it become more diff icult to keep customizing your offering according to each customer's needs?
CG – Not really. We are scaleable because we have def ined and repeatable processes within each of our four competencies. We also gain leverage within the verticals through ou r i nc reas i ng knowledge and exper t i se wi th those types o f products. We do not need to be an assembly line in order to make money. O t h e r l a r g e a n d s u c c e s s f u l professional service firms are not this w a y . W e s e e o u r s e l v e s a s a professional service firm, and our firm is both profitable and cash flow positive.
The assembly line element of our business is really only workflow. We take clients from a high-impact on the development cycle to a low impact, simultaneous release model.
Our track record is
longer than
this ad...
International Access/AbilityCorporation
[email protected] / www.localize.com
Wherever or whatever yourglobalization needs are, youcan count on IAC to deliver.
At IAC, we’ve been globalizingproducts for businesses of alltypes for over 14 years. In fact,the list of applications and prod-ucts we’ve globalized is… well…longer than this ad.
So, if you’re looking for a compa-ny to handle all your globalizationneeds contact us at [email protected].
We’ve got something special.
It’s the experience to backthe claim.
CGO cornerchief globalization officer
The Chief Globalization Officer board is a council of up to 30 handpicked key globalization professionals in the most
progressive companies around the world.
ClientSide News - As a recent attendee at the CSN /GALA Industry Summit, what was the most important outcome for you from this first meeting between high-level client executives and top-level vendor representatives?
Mika Pehkonen of F-SecureThe CSN/GALA Industry Summit produced so
much good, it would be difficult for me to single out one outcome above all others.
The summit produced a very good, clear look at the current state of the industry, and set in motion several initiatives that will require both client and vendor cooperation to complete. Maybe the single greatest finding, at least for me, was that the industry is already at a point where it
will be very difficult to evolve without organized, high-level cooperation between both sides of the industry.
We have already reached a point where the technology and the service levels are there and ready to be used. There is seemingly no single, new technological innovation on the horizon that will revolutionize the industry.
What we are missing, however, are the tools and processes to communicate more effectively and to enable us to mutually benefit from cooperation. I believe that the initiatives from the meeting will, in time, produce such tools. They will enable us to evolve from being an industry of individuals centered on per-word pricing into an industry centered on client-vendor cooperation—to the benefit of everyone. Mika Pehkonen
Have a question for one of CSN’s Chief Globalization Officer Board Members? Write to us and let us know.
A global leader in consumerdurables needed better effi-ciency from its customer sup-port operations. Becausecontent was not shared betweenregions, new “incident resolu-tions” had to be separately re-authored in all languages – aslow and costly process.
By linking knowledge basesand translating content,Lionbridge delivered newlyauthored answers on a dailybasis to all regional call centers,in all languages. What’s more,
Lionbridge kept transactioncosts near zero by using theLionAccess connector to iden-tify, extract, and route the newcontent.
Up-front costs were so lowthat ROI benefits started almostimmediately. Today, efficiencyis up and support costs aredown. Best of all, full databasesof localized content allow morecustomers in more countries tofind solutions using Web-basedself-help, at less than 10% ofthe cost of telephone support.
How one manufacturer torched global support costs while improving customer service
© 2003. Lionbridge and LionAccess are registered trademarks of Lionbridge Technologies, Inc.
Now that translates into ROI in any language. Brilliant! FREE Webinar! “Multilingual Customer Care”
Register now at www.lionbridge.com/mcc
t LingoPort, we get many questions regarding the technical aspects of internationalization. However, before answers to technical questions can become truly relevant to a client’s efforts, the business-decision questions must first be addressed. It’s hard for some managers to understand just what is involved with internationalization. They ask: Why is it different than translation? What are the benefits of internationalization services and products? How do you measure the benefits? How do you perform it better, faster, and more affordably?
L ingoPort is focused exclusively on software internationalization solutions, including technical training, software products, and internationalization development services. We partner with select localization companies to provide complete globalization services. However, given our focus on development, we are brought into the globalization process differently than a localization company.
Internationalization (also referred to as i18n) is important because it lets you efficiently adapt your products for multiple locales, while minimizing support, maintenance, and localization costs worldwide. Internationalization consists of any and all preparatory tasks that will facilitate subsequent localization efforts. It can be performed on source code, on the controls on a fax machine, even on the method of writing a document. With regard to source code, internationalization means adapting software to support worldwide character sets and cultural formats (for example, numerical formats, currencies, date/time formats, etc.), also to support global interface requirements, data access, storage and retrieval, and international business rules.
When companies internationalize their software, they often think in terms of specific locale markets, such as European markets, the Middle East, and Asian markets. From an engineering perspective, the hurdles to supporting these markets involve supporting different character sets, such as Latin character sets (European languages), Cyrillic (Russian), bi-directional (Arabic & Hebrew), and double-byte (Chinese, Japanese, Korean).
Global InvestigatorBusiness Perspectives on i18n
product spotlight
AdamAsnes
Adam Asnes is Presidentof LintoPort, Inc.
A
From a world market perspective, when you group all countries by these character sets, it’s interesting to see the percentage of world GNP that each character-set represents. (see figure 1).
Estimated GNP by I18n Market Region in year 2000
English32%
Europe, Non-English37%
Asian, multibyte
25%
Bi-Directional
4%
Other2%
Benefits of InternationalizationInternat ional izat ion offers both top-l ine sales opportunities and bottom line cost reductions. Simply put, if you do a good job internationalizing your software, your global customers will get better quality products, and you will have an easier time supporting them over the years.
Even if you never localize your software, your customers might have global businesses concerns. They might need to support worldwide data. Internationalizing back-end functionality of your products will help them store, manipulate, and retrieve data, no matter the format or character set.
Figure 1
source: compiled from Encyclopedia Brittanica, 2001
Page 20 ClientSide News 07.03
If you do localize, proper internationalization will help get localized products into your customers’ hands faster. Revenue expectations are often tied to product releases or delivery targets. Consider the revenue impact if product release times can be shortened. Conversely, consider the revenue impact if a product release is delayed or if the product does not meet specifications for a set of markets. Chances are, there are hard numbers to relate to in a company’s plan. Internationalization can help decrease the risk of localization delays.
Cost of InternationalizationI n t e r m s o f t h e c o s t i m p a c t o f internationalization, there’s a range of possibilities, depending on your existing product technologies, architectural concerns, and product lifecycle decisions. Most customers have the same ultimate objectives, but somewhat different issues.
One large cost factor is timing, the point at which internationalization efforts take place. We all have heard that bugs get more expensive to fix the further they progress through the development and release cycle. Some might argue that internationalization issues are not actually bugs, as the product might still function in its native language. But to a customer or sales team in another locale, internationalization issues are truly bugs. Figure 2 illustrates the escalation of costs to fix internationalization bugs as a product moves through its development cycle.
Figure 2—Development Phase when an I18N bug is detected
Page 21 ClientSide News 06.03
One route some companies will take to lessen the cost impact of internationalization is to have a distributor internationalize their software for a particular market. While this approach typically looks much less expensive at first, it creates expensive support and maintenance problems later. You likely will end up with a forked version of code that must be supported independently and that doesn’t lend itself to updates.
When looking at the cost impact of Internationalization, it’s also important to remember the opportunities and benefits that internationalization offers. Internationalization efforts are animportant investment in sales and revenue opportunities worldwide.
Mai
nten
ance
Loca
lizat
ion
Acc
epta
nceTe
stin
g
Cod
ing
Arc
hite
ctur
e an
d D
esig
n
Req
uire
men
ts
30 x
15 x
7 x
4 x2 x
Cost to fix
Global Investigator saves months of diagnostic efforts and greatly improves project estimation. For companies that already consider internationalization an ongoing requirement, Global Investigator provides a system to support their global development goals.
T o i m p r o v e p r o d u c t i v i t y f o r l o n g a n d t e d i o u s internationalization tasks, LingoPort also has created implementation tools that speed up the process of string externalization and code refactoring. These tools interface with our Global Investigator software to generate detailed reports. The framework of our string extractor can be quickly adapted to best suit various application externalization requirements.
A common internationalization challenge for many companies is to perform testing. Recall from figure 2, the cost of fixing an internationalization bug during localization is over three timesg rea te r than f i x i ng i t du r i ng deve lopment. S ince internationalization testing ideally happens before localization,
Outsourcing InternationalizationI n ternat iona l i zat ion can scare off an
engineering manager quickly. Given all the demands and deliverables on a manager, refactoring code might not be high on the list of things to add as a product requirement. Resource capacity, experience, and schedule limitations are valid reasons to consider outsourcing an internationalization effort.
It can be quite daunting to revisit up to millions of lines of source code and adapt it to support Unicode and other internationalization r e q u i r e m e n t s . P e o p l e w i l l r e f e r t o internationalization as providing Unicode support, but there’s more to it than that. There isn’t just one Unicode method, and optimizing c h a r a c t e r - s e t h a n d l i n g v a r i e s amo ng applications, depending on each application’s purpose and components.
I t ’s also important to note that some i n t e r n a t i o n a l i z a t i o n e f f o r t s c a n b e compartmentalized or batched, so that parallel loca l i zat ion e f forts can be performed, compressing time-to-market. In other words, when one section’s internationalization is complete and all strings have been extracted, those strings can be passed to a localization company for translation and testing, while the next section of code is still under development or internationalization. This requires tight coordination between your localization company, y o u r d e v e l o p m e n t t e a m , a n d y o u r internationalization supplier, if outsourced.
Internat ional izat ion efforts are often performed in parallel to other development efforts, so outsourcing has to be an extension of your development team. The internationalization effort has to be well defined architecturally and procedurally. You are going to live with any internationalization effort for a long time, so agreeing on requirements, coding standards, build management, code merging, testing, and acceptance is critical.
LingoPort Internationalization Solutions At LingoPort, we have access to debuggers,
compilers, extractors, and automated testing tools. However, it wasn’t enough. We realized there was a gap in tools that would help the internationalization efforts of both us and our customers. We needed a way to accurately sort through volumes of code quickly. Our customers had a similar need for an internationalization auditing system that provides diagnostics and just-in-time internationalization answers.
This is why we developed LingoPort’s Global Investigator software. It enables us to quickly sort through volumes of code, and it provides a flexible, rules-based system that can support our clients’ development teams. In terms of ROI,
Page 22 ClientSide News 06.03
developers likely don’t h a v e t he t ran s l a ted str ings to work with. L i n g o P o r t p r o v i d e s pseudo-localization tools that insert g ibber ish characters around the existing strings within the product interface. With this solution, testers can v i s u a l l y i n s pec t f o r character-set support and f o r t h e i n t e r f a c e expansion necessary to s u p p o r t p l a n n e d languages.
Figure 3
Have an idea for an article?
If you have an idea for an interesting article or just have something to say, please send a letter to the editor of CSN, we wouldlike to hear from you.
Each month CSN publishes 4 main articles and 1 letter to the editor from bothclients and vendors.
Send letters via email to:[email protected]
or
Letters via FAX to:719-623-0394
Page 23 ClientSide News 07.03
This graphic shows how performing pseudo localization lets a tester visually inspect an interface for internationalization compliance.
As an example, a client, well known for making virus checking and network packet sniffing software, was having trouble addressing various internationalization issues buried in large amounts of C++ and Java. We applied our Global Investigator software to pinpoint those issues and provide help on how to solve them. In this case LingoPort also provided internationalization consulting and training.
ConclusionThe quality of an internationalization effort directly affects the quality of a localized product. Particularly in software, quality tends to be an invisible but highly appreciated attribute. A good interface isn’t very noticeable. It just works very well. To be competitive, you want your products to function as gracefully as a user in any locale would expect.
Adam Asnes is President of LingoPort, Inc, which specializes in internationalization engineering and training and p ub l i s he s G l o ba l I n v e s t i g a t o r s o f twa re . Adam can be reached a t aasnes@l i ngopor t . com.
Power Project ManagementRubric makes your life easier. With a rapidly scalable
and remarkably reliable service, Rubric helps you to
manage your complex localization requirements.
Efficiently. Seamlessly. Successfully.
Contact Rubric today to learn how Rubric can
assist you in achieving your localization objectives.
Rubric. Streamline the Process.
gilt resource listings
This i s a powerful index of Global ization, Internationalization and Localization resources that can help your business succeed in every aspect of your global needs.
purpose of these listings
CSN’s own products and services are a mixture of traditional media, online media, market analysis, educational services, intelligence and mentoring.
All of these product and services offerings blend together to provide a comprehensive set of resources that are specifically targeted to the buyers of GILT products and services.
While CSN may be a comprehensive company, it doesn't do it all. The resource pages in this magazine are designed to provide you with quick information. The l i s t ings are not a recommendat ion or endorsement by CSN.
If you would like your company or products listed, please contact our offices and we will send you all the details. Email us today at [email protected]
important industry contacts
B R A N D I D E N T I T Y & P O S I T I O N I N G • D E S I G N S T R A T E G Y & I M A G E C O N S U L T A T I O N
I N T E G R A T E D M A R K E T I N G S T R A T E G Y & L E A D G E N E R A T I O N • P R I N T & I N T E R F A C E D E S I G N
A D V E R T I S I N G & P R O M O T I O N • O N L I N E A D V E R T I S I N G & E - M A R K E T I N G
6 0 3 . 5 0 2 . 4 6 4 0 m a r g o @ s u p e r s e e d . c o m
Proven methods to grow your revenue in the localization space.
designedt o b u i l d y o u r r e v e n u e *
M A R K E T I N G
* A S K A B O U T O U R
S M A L L B U S I N E S S
S T A R T E R P A C K A G E
ClientSide News Resource Listings
Resource
FULL SERVICE LOCALIZATION
International Access/ Ability Corp.223 River StreetSuite ASanta Cruz, CA 95060Tel. 831.454.0200Fax. [email protected]
Globalyst700 Townsend StreetSuite 210San Francisco, CA 94103 Tel. 415.522.2422Fax. [email protected]
ArchiText23 Main StreetAndover, MA 01810 USATel. 978-409-6112Fax. [email protected]
McElroy Translation Company910 West AvenueAustin, Texas 78701 Tel. 512.472.6753Fax. 512.472.4591sales@mcelroytranslation.comwww.mcelroytranslation.com
Rubric220-230 Commercial StreetSuite B2Boston, MA 02109 USATel. 617.973.0505Fax. [email protected]
Iverson LanguageAssociates Inc.P.O. Box 511759Milwaukee, WI 53203Tel. 414.271.1144Fax. [email protected]
Resource
WeLocalize241 East 4th St. Suite 207Frederick, MD 21701Tel. 301.668.0330Fax. [email protected]
Lionbridge Technologies950 Winter StreetSuite 2410Waltham, MA 02454 USATel. 718.434.6000Fax. [email protected]
MoraviaMoravia ITHilleho 4602 00 BrnoCzech RepublicTel. 420.545.552.222Fax. [email protected]
A2Z Global6981 North Park DriveSuite 301Pennsauken, NJ 08109 USATel. 856.910.0300Fax. [email protected]
SimulTrans1370 Willow RoadMenlo Park, CA 94025 USATel. 650.614.3000Fax. [email protected]
Logrus International2600 Philmont Ave.Suite 305Huntington Valley, PA 19006 Tel. 215.947.4773Fax. [email protected]
Resource
Mondial Translations & Interpreting Inc.1975 E. Sunrise BlvdSuite 720Fort Lauderdale, FL 33304Tel. 954.523.8016Fax. 954.523.8046info@foreigntranslations.comwww.foreigntranslations.com
Adams Globalization10435 Burnet RoadSuite 125Austin, Texas 78758Tel. 800.880.0667Fax. 512.821.1888 [email protected]
Syntes 7465 E. Peakview AvenueCentennial, CO 80111Tel. 303.779.1288Fax. 303.779.1232 [email protected]
Lingo Systems5115 SW Sequoia ParkwaySuite 200Portland, OR 97224 USATel. 503.419.4856Fax. 503.419.4873 [email protected]
Idea Factory Languages Brasil 731, PBBuenos Aires, C1154AAKArgentinaTel. +54.11.4309.2100Fax. [email protected]
Page 26 ClientSide News 07.03
ClientSide News Resource Listings
Resource
GILCONSULTANTS
ClientSide Mentoring™750 East Highway 24,Suite 103Woodland Park, CO 80863Tel. 719.686.8759Fax. [email protected]
Common Sense AdvisoryTel.646.286.7975Fax.661.461.4344info@commonsenseadvisory.comwww.commonsenseadvisory.com
I18N SERVICES
Lingoport1734 Sumac Avenue Boulder, CO 80304 Tel. 303.444.8020 Fax. 303.484.2447 [email protected]
Symbio Group1803 Research BoulevardSuite 508Rockville, MD. 20850Tel. 301.340.3988Fax. [email protected]
CONTENT MANAGEMENT
JD EdwardsOne Technology WayDenver, CO 80237Tel. 303.334.4000Fax. 800.777.3732 [email protected]
Resource
SOFTWARE LOCALIZATION TOOLS
Alchemy Software DevelopmentBlock 2, Harcourt Business Centre Harcourt Street Dublin 2, Ireland Tel. 353.1.7082800 Fax. 353.1.7082801 [email protected]
WizArt SoftwareWizArt Canada & USA1260, rue Crescent, Bureau 201MONTREAL, QC H3G 2A9CANADATel. 514. 282. 6678Fax. 514. 954. [email protected]
TRANSLATION MEMORY & CAT TOOLS
STAR Group5001 Mayfield Road Suite 218Lyndhurst, OH 44124Tel. [email protected]
GIL EMPLOYMENT SERVICES
Larsen g11n (Ireland) Ltd.53 Downside HeightsSkerriesCo. DublinTel. 353.1.810.6744Fax. [email protected]
Resource
GIL RESEARCH & REPORTS
ClientSide Reports™750 East Highway 24,Suite 103Woodland Park, CO 80866Tel. 719.686.8759Fax. 719.623.0954
Common Sense AdvisoryTel.646.286.7975Fax.661.461.4344info@commonsenseadvisory.comwww.commonsenseadvisory.com
GIL ORGANIZATIONS & ASSOCIATIONS
CSNClientSide News LLC750 East Highway 24, Suite 103Woodland Park, CO 80866Tel. 719.686.8759FAX. 719. [email protected]
GALAGlobalization and Localization [email protected]
TRAINING & EDUCATION
ClientSide Education™750 East Highway 24Suite 103
Woodland Park, CO 80866Tel. 719.686.8759Fax. [email protected]
Page 27 ClientSide News 07.03
ClientSide News Resource Listings
ADVERTISERS
Mondial Translations & Interpreting Inc.1975 E. Sunrise BlvdSuite 720Fort Lauderdale, FL 33304Tel. 954.523.8016Fax. 954.523.8046info@foreigntranslations.comwww.foreigntranslations.comSee ad on page 12
Logrus International2600 Philmont Ave.Suite 305Huntington Valley, PA 19006 Tel. 215.947.4773Fax. [email protected] ad on page 13
Lionbridge Technologies950 Winter StreetSuite 2410Waltham, MA 02454 USATel. 718.434.6000Fax. [email protected] ad on page 19
SimulTrans1370 Willow RoadMenlo Park, CA 94025 USATel. 650.614.3000Fax. [email protected]
www.simultrans.com
See ad on page 2
McElroy Translation Company910 West AvenueAustin, Texas 78701 Tel. 512.472.6753Fax. [email protected]
www.mcelroytranslation.com
See ad on page 9 & 29
STAR Group5001 Mayfield Road Suite 218Lyndhurst, OH 44124Tel. [email protected] ad on page 15
ADVERTISERS
Lingoport1734 Sumac Avenue Boulder, CO 80304 Tel. 303.444.8020 Fax. 303.484.2447 [email protected] ad on page 17
Alchemy Software DevelopmentBlock 2, Harcourt Business Centre Harcourt Street Dublin 2, Ireland Tel. 353.1.7082800 Fax. 353.1.7082801 [email protected] ad on page 14
Iverson LanguageAssociates Inc.P.O. Box 511759Milwaukee, WI 53203Tel. 414.271.1144Fax. [email protected]
www.iversonlang.com
See ad on page 6
MoraviaHilleho 4602 00 BrnoCzech RepublicTel. 420.545.552.222Fax. [email protected]
www.moravia-it.com
See ad on page 3
Rubric220-230 Commercial StreetSuite B2Boston, MA 02109 USATel. 617.973.0505Fax. [email protected] ad on page 23
Syntes 7465 E. Peakview AvenueCentennial, CO 80111Tel. 303.779.1288Fax. 303.779.1232 [email protected] ad on page 11
ADVERTISERS
Idea Factory Languages Brasil 731, PBBuenos Aires, C1154AAKArgentinaTel. +54.11.4309.2100Fax. [email protected] ad on page 21
Symbio Group1803 Research BoulevardSuite 508Rockville, MD. 20850Tel. 301.340.3988Fax. [email protected] ad on page 16
Common Sense AdvisoryTel.646.286.7975Fax.661.461.4344info@commonsenseadvisory.comwww.commonsenseadvisory.com
See ad on page 10
WeLocalize241 East 4th St. Suite 207Frederick, MD 21701Tel. 301.668.0330Fax. [email protected]
www.welocalize.com
See ad on page 22
ArchiText23 Main StreetAndover, MA 01810 USATel. 978-409-6112Fax. [email protected] ad on page 5
International Access/ Ability Corp.223 River StreetSuite ASanta Cruz, CA 95060Tel. 831.454.0200Fax. [email protected] ad on page 18
Page 28 ClientSide News 07.03
