1. Centralizing Dell Marketing Translations Wayne Bourland Sr. Manager, Global Localization Team

2. Agenda 2  Dell introduction  Problem statement  Translation solution  Results  Where do we go now?  Questions?

3. 1-800- WWW- DELL DELL.COM 13,000+ RETAIL LOCATIONS WORLDWIDE 40,000+ PARTNERS WORLDWIDE 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 3

4. About Dell Online Marketing  World’s #1 eCommerce site - 1.2M customers visit worldwide every day to learn about our products, services and solutions 4  Site and offline marcom translated into 26+ languages  Initiative to re-use content across segments

5.  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 review 5 Situation – Decentralized Model

6. 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 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 6DELL CONFIDENTIAL

7. 7 PlanTranslateReviewLaunch  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 Centralized Process (TMS) Merchandising Offline marcom Website

8. Global Localization Team 8  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

9. Vendor Management 9  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

10. Managed Review 10  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

11. Plan and Measure 11  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

12. What Has This Gotten Us? 12  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)

13. 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 13

14. What Have I Not Told You?  Org changes  Quality escalations  Budget challenges  Vendor changes - ramp  Tool and integration issues  Buy in challenges  Team reductions  Restricted travel  Cost reductions  TM sequencing issues  Leadership and direction changes There will be challenges, but with a vision, metrics and a compelling story, you can get there.

15. QUESTIONS? 15

16. ONE VISION ONE BRAND ONE BEAT