Beyond the RFP Wayne Bourland Director, Global Localization Team

Agenda Building partnerships and creating a collaborative environment that ensures success. About Dell and Team Vision / Mission The Cycle Vendors v. Partners Aligning Partners for your mutual best interest Active engagement year after year KPIs Why important / Results

About Dell We are a world leader in global systems and services Half of Dell’s revenue 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

Vision: High quality localization services delivered on time and at optimal cost Translation Team Vision/Mission Localization Quality Mission: Competitive advantage through high quality localization. How: Proactive quality/process management 3 rd 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 Self-Certification

The Vendor Cycle Vendor relationships are like a marriage… You get to know each other You talk about your needs, wants and desires You go out on dates (lunch, dinner) You sign a prenup (MSA, SOW, NDA, etc.) Honeymoon Period You grow apart Next thing you know you're reading… Start back at the top LSPs

Vendors v. Partners VendorPartner Supplies a product or service within narrowly defined contractual parameters Trust, mutual understanding, close working relationships, mutual benefit Commodity basedGoal in mind Win-lose*Win-Win Delivers to defined RequirementsProffers ideas and solutions; goes above and beyond with the knowledge that they wont be taken advantage of Stagnant*Innovative *This is a function of the relationship, not the abilities of the vendor

Driving Alignment Like with any relationship, you have to communicate, often and forthright Bi-Annual Vendor Summits QBRs Onsite visits (at least quarterly if you’re spending $1M+) Weekly Ops calls (Over arching topics, no project discussion) Frequent PM to PM discussions Communication across multiple levels

Active Engagement Keep the relationship fresh, continue to court each other Innovation – both joint and bi-directional Joint Conference presentations – mutual benefit Client to client best practice sharing – this may even be sponsored by the partner Keep partners on their toes – talk to other vendors (it’s not cheating) Challenge partners to keep up with the industry Communicate with partner senior leadership around vision

KPIs Healthy relationships have well defined boundaries Metrics SLA – well defined, clearly measured, published? Quality – Are you only discussing it when there is a problem? Cost – are you both driving for best value solutions? Is there a clear escalation process when KPIs aren't met? Intangibles Responsiveness – Can you expect your partner to not only reply quickly but take meaningful action? Project Management Customer Experience – one of the most important and often overlooked PM and Translator Tenure Internal stakeholder management

Importance of Partnership It takes two to tango… RFPs are time consuming and difficult Easier to help a vendor solve your mutual problem than it is to onboard a new vendor Our experience shows that vendors take 9 months to fully ramp Mutual benefit v. Win-Lose Encouraged to innovate Skin in the game

On path to reduce costs by 50% per word while improving quality and scaling volume - We are at or better than industry average - swiftly moving to BoB for cost and quality Quality 99.5% 99.7% 99.7% 99.7% SLA 80% 93% 93% 96% Duration (Days) Volume/Cost KPIs Results of a Good Partnership

QUESTIONS?