1. Challenge 2009: Aligning Global Content with Business Value Strategies, Tactics, and Roadmaps for 2009 Mary Laplante Senior Analyst, Gilbane Group © 2008, 2009 Gilbane Group, Inc. All rights reserved.

2. http://gilbane.com

3. HP Multilingual Content Impact Fiscal 2008 net $118.4 B 68% of revenue outside of US = $80.5 B 90% of sales based on content, not on touching product $74.45 B

4. Cisco Multilingual Content Impact Fiscal 2008 $39.5 B 47% of sales outside of US = $18.5 B

5. Multilingual Communications as a Business Imperative Market forces driving change Obstacles and challenges Emergence of the Global Content Value Chain State of adoption Best (and worst) practices Company profiles

6. This Presentation Market Context Factors pushing the boundaries of content globalization Research Insight: Global Content Value Chains Concepts, content, instances Research Application Strategies and tactics based on industry practice GCVC Maturity Model Developing the roadmap

7. Market Context

8. 2009 Trends Forcing Change Shifting world economies Contracting and expanding regions Managing tension between innovation and fiscal responsibility All functions, all levels Evolving basis of competitive advantage Not just products and services but also Customer Experience Brand Process know-how

9. Recession-Proof Expectations “Consumer demand for positive customer experiences continues to rise despite a tight U.S. economy. In fact, 87% of consumers have stopped doing business with an organization after a bad customer experience, up from 80% in 2007 and 68% in 2006. The report also found that: “58% of U.S. consumers said that in a down economy, they will always or often pay more for a better customer experience. “When recommending a company, outstanding customer service is More important (58%) than low prices (44%) and top quality products/services (43%).” -- Annual Customer Experience Impact Report, a HarrisCustomer Experience Impact Report Interactive study sponsored by RightNow® Technologies (NASDAQ: RNOW)RightNow® Technologies

10. http://gilbane.com 2009 Trends Forcing Change Shifting world economies Contracting and expanding regions Managing tension between innovation and fiscal responsibility All functions, all levels Evolving basis of competitive advantage Not just products and services but also Customer Experience Brand Process know-how

11. 2008 vs 2009 Trends 20082009 Global Revenues and ProfitsShifting Global Economies New Content Types, Larger Volumes Tension Between Innovation and Fiscal Responsibility Evolving Basis of Competitive Advantage Customer experience Brand Process know-how Evolving Basis of Competitive Advantage Customer experience Brand Process know-how

12. Megatrends Are Reshaping Content Practices 2009 Shifting Global Economies Tension Between Innovation and Fiscal Responsibility Evolving Basis of Competitive Advantage Customer experience Brand Process know-how Content agility Content measurability Content utility Content consistency Content agnosticism

13. Implications For product content Traditional practices no longer align with new basis for competitive advantage Built on years of experience developing content to compete on the basis of product For brand/web content Practices are still emergent New basis of competitive advantage is shaping practices in their alpha and beta phases

14. 2008/2009 Economic Impact Gilbane Group, Multilingual Product Content: Transforming Traditional Practices Into Global Content Value Chains

15. Market Context Global Content Value Chain Concept Content Instances

16. createtranslate enrich managepublishconsume optimize Global Content Value Chain The Global Content Value Chain is a strategy for moving multilingual content from creation through consumption. The strategy is supported by practices in disciplines such as content management and translation management. The enabling infrastructure for the strategy comprises people, process, and technology.

17. Why “value chain”? “The network of manufacturers, wholesalers, distributors, and retailers, who turn raw materials into finished goods and services and deliver them to consumers. Supply chains are increasingly being seen as integrated entities, and closer relationships between the organizations throughout the chain can bring competitive advantage, reduce costs, and help to maintain a loyal customer base.” Network Raw materials to finished product Integrated Relationships Competitive advantage Reduced costs Customer satisfaction

18. Value Attributes of Multilingual Content Content characteristics that can be enhanced Consistency “Brand worthiness” Utility Grammatically correct Culturally sensitive Accurate Reusable (and persistent) Quality (as measured by customer satisfacti on)

19. Value Chain for Product Content People Tech writers, Engineers, SMEs, Linguists Customer support, Professional services Process Multi-channel publishing Granular content management Technology XML Authoring/DITA Machine translation Knowledge bases create translate enrich manage publishconsume optimize

20. Value Chain for Brand Content People Marketing, brand, and product managers Web content managers and developers Process Template-driven design Multivariant testing Digital media management Search engine optimization Technology Web analytics and optimization create translate enrich managepublishconsume optimize

21. Market Context Global Content Value Chain Applying GCVC Research Strategies Tactics

22. Say their company has a globalization strategy but it is “ambiguous at best” 62% Say that multilingual communication is a factor in corporate business initiatives 89% Gilbane Group, Multilingual Communications as a Business Imperative Yet... 38% Openly acknowledge the lack of any strategy

23. 78%Costs for multilingual communications will increase over next 2-3 years. 61%Considerable or extreme risk in not improving the GCVC. 100%Are considering changes or enhancements to technology and/or services. Clear Vision of Risks

24. Tipping Points Regional sales effectiveness Consumer demand Competitive analysis Europe: “There is no tipping point!” Increase in regional sales Regulatory compliance Supply chain demand Enterprise communications Brand mismanagement Recruiting processes eCommerce Downturn in regional sales Market entry requirement Customer experience/CRM

25. Business Drivers for Investment Gilbane Group, Multilingual Communications as a Business Imperative

26. ROI Expectations Gilbane Group, Multilingual Communications as a Business Imperative

27. Measuring Content Value Gilbane Group, Multilingual Communications as a Business Imperative

28. The Evolving Service Provider Services Perceived as High-Value Gilbane Group, Multilingual Product Content: Transforming Traditional Practices Into Global Content Value Chains

29. Market Context Global Content Value Chain Applying GCVC Research Roadmap: GCVC Maturity Model

30. Why a GCVC Maturity Model? “... how to begin a rigorous, organized plan for bringing the GCVC to life within your organization, or expanding its reach if you already have a GCVC in place.” Proven framework derived from the Software Engineering Institute at Carnegie Mellon University (1986) Five levels of sequential development, defining organizational state in terms of competencies, capabilities, and best practices

31. Initial/Ad-hocDefinedManaged Optimized Repeatable Aware Operational Collaborative Aligned Accepted Reactive headquarters and regional approach to content globalization requirements. Repeatable content globalization processes are developed according to project and content application. Functional content globalization processes are in place, but siloed within departments and regions with little to no collaboration. Streamlined content globalization processes in place based on performance metrics and shared language assets between headquarters and regional levels. Process balance achieved between central and regional operations with enterprise- wide governance, measurement, and continuous improvement based on annual corporate globalization strategies. Labels from the Capability Maturity Model®, Software Engineering Institute at Carnegie Mellon University GCVC Maturity Model

32. Initial/Ad-hocDefinedManaged Optimized Repeatable Aware Operational Collaborative Aligned Accepted Reactive headquarters and regional approach to content globalization requirements. Repeatable content globalization processes are developed according to project and content application. Functional content globalization processes are in place, but siloed within departments and regions with little to no collaboration. Streamlined content globalization processes in place based on performance metrics and shared language assets between headquarters and regional levels. Process balance achieved between central and regional operations with enterprise- wide governance, measurement, and continuous improvement based on annual corporate globalization strategies. Labels from the Capability Maturity Model®, Software Engineering Institute at Carnegie Mellon University GCVC Maturity Model

33. Aware Operational Collaborative Aligned Accepted Defining the Stages Capabilities Competencies Best Practices

34. Using the Maturity Model A mechanism for evaluating your company’s current situation deciding where you need to go to align with top- line business objectives understanding which factors are most critical to moving to that new state driving conversations with stakeholders Not just about process improvements Top-line business benefits that the organization is realizing as a result of managing the maturity of its GCVC

35. 2009 Research Multilingual Product Content: Transforming Traditional Practices Into Global Content Value Chains For companies that are challenged to ship products simultaneously, ensure international regulatory compliance, meet global expectations for multilingual documentation, increase global customer satisfaction, and sustain brand management programs Target publication June 2009

36. Some Key Findings Global customer satisfaction trumps all Approaches to ensuring quality at the source of content State of integration of content and localization/translation management Rise of the cross-functional champion Service providers as strategic partners

37. Gilbane Group Analyst and consulting firm focused on content technologies and their application to high-value business solutions Practice Areas: Enterprise search, Collaboration, Content Globalization, Digital publishing, Web content management, XML content and technologies http://gilbane.com Gilbane San Francisco 2009 2-4 June

38. Content Globalization Practice The intersection of content and localization/translation management Topic Areas: technologies, services, market developments, buyer perspectives Clients: vendors, enterprise users, investors User engagements: content strategies, education, technology acquisition support 2009 Publications Innovation 3 : The FICO Formula for Agile Global Expansion Webinar: June 17 Borderless Brand Management: The Philips 2010 Vision Multilingual Product Content: Transforming Traditional Practices to Global Content Value Chains

39. Thanks Mary Laplante Vice President, Senior Analyst Gilbane Group, Inc. http://gilbane.com mary@gilbane.com