Centralizing Dell Marketing Translations

Wayne BourlandSr. Manager,

Global Localization Team

Agenda

2

Dell introduction Problem statementTranslation solutionResultsWhere do we go now?Questions?

1-800-1-800-WWW-WWW-DELLDELL

DELL.COMDELL.COM13,000+ 13,000+ RETAIL RETAIL

LOCATIONS LOCATIONS WORLDWIDEWORLDWIDE

40,000+ 40,000+ PARTNERS PARTNERS

WORLDWIDEWORLDWIDE

About Dell We are a world leader in global systems and services, with an

annual revenue of over $60 billion Almost half of Dell’s revenue now from outside the US – increasing

focus on translations to drive business Diversifying product and services offerings & targeting new markets

Importance of consistent messaging across all channels

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About Dell Online Marketing World’s #1 eCommerce site - 1.2M customers visit worldwide

every day to learn about our products, services and solutions

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Site and offline marcom translated into 26+ languages

Initiative to re-use content across segments

No centralized process for Dell marketing translations

No vendor-independent translation workflow system

Inconsistent methods – translation agency directly, via creative agency, Dell internal, free online translation (!)

No overview of marketing translation spend

Inefficient spend - retranslating same content

No synergy between marcom vehicles

No objective translation quality measurement

200+ people engaged in part-time review5

Situation – Decentralized Model

Vision: High quality localization services delivered on time and at optimal cost

Localization Vision/Mission

Localization Quality

Mission: Competitive advantage through high quality localization.

How:• Proactive quality/process

management• 3rd Party Audits• Leverage LISA scoring

model• Stakeholder and vendor

Reviews• Relentless focus

Time to Market

Mission: Deliver marketing and support content ahead of demand.

How:• Process efficiency• Leverage vendor/partner

resources• TMS• SLA tracking• Project tracking and

prioritization• Stakeholder tie-in

Cost/Efficiency

Mission: Optimize cost and scale localization efforts at a fraction of revenue growth.

How:• TM leverage• Aggressive vendor

management• Creative use of MT• Volume discounts• Cost per word tracking

6DELL CONFIDENTIAL

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Created Global Localization Team

Centralized process tailored to individual needs

Changed focus from time-to-market to quality

Formalized vendor management

Deployed vendor-agnostic tools

Proactive quality management Capacity planned centrally Established engagement toolkit and

governance process

Measure

Solution – Centralized Operating Model

Global Localization Team

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Supports the central translation process for all marketing translations – online and offline

Multilingual team based in 6 countries, 3 continents Engagement managers support stakeholders, production

managers oversee daily production Interface between Dell stakeholders and vendors

Vendor Management

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Agreed escalation paths with vendors per issue type Vendor Summits BI portal – SLA and quality data shared across vendors

Consolidated from 40+ vendors to 2

Team interface between Dell stakeholders and vendor

Vendors held to and measured against same standards

Managed Review

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Linguistic review coverage for 26 languages Final ‘owner’ of terminology and style – Dell voice Consistent review feedback, impartial across vendors Dedicated job function – eliminate part time reviewer

bottleneck Manage linguistic feedback from internal stakeholders Dell stakeholders can still provide input, but burden

reduced

Plan and Measure

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Team is funnel for all forecasts – central overview for capacity and budget planning

Aim to discourage last-minute requests by adhering to forecast process

TMS reports to track SLA adherence spend and leverage

SLA adherence

What Has This Gotten Us?

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55% more purchasing power for FY10 Translation Memory (TM) leverage – 28 point improvement $4M in savings from TM leverage alone Cost per word reduction of 48% HC savings in vendor, review and operational management

(released 150+ volunteer reviewers back to the business) Objective quality and SLA measurement

Quality above goal at 99.6% SLA improved 40 points in FY09, closed Q2FY10 at 93% Reduced SLA by 30% in Q3 while maintaining same trend Proactive quality management via pre-launch audit and

scorecards

Closed loop quality and process improvement Business changes get into TM Escalation management (150 escalations in Q2FY09 to 9 in

Q2FY10)

Dell.com CMS and Support Knowledge Base integration with Translation Management System (TMS)

Going Forward

DELL CONFIDENTIAL

Continue to drive process and cost efficiencies: Reduced review for stable languages Pilot new technologies to improve leverage and streamline workflows Improved PO management and reporting

Innovation: Integrate Machine Translation (MT) into mainstream translations Move upstream into content development to drive additional translation savings

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What Have I Not Told You?

Org changesQuality escalationsBudget challengesVendor changes -

rampTool and integration

issues

Buy in challengesTeam reductionsRestricted travelCost reductionsTM sequencing issuesLeadership and

direction changesThere will be challenges, but with a vision, metrics and a compelling story, you can get there.

QUESTIONS?

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ONE VISION ONE BRAND

ONE BEAT