Centralizing Dell Marketing Translations

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

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

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

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 • Site and offline marcom translated into 26+ languages • Initiative to re-use content across segments

5. Situation – Decentralized Model • 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

6. Localization Vision/Mission Vision: High quality localization services delivered on time and at optimal cost • 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 • 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 DELL CONFIDENTIAL

7. Solution – Centralized Operating Model • 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 Global Localization Team Centralized Process (TMS) Measure

8. Global Localization Team • 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 • Consolidated from 40+ vendors to 2 • Team interface between Dell stakeholders and vendor • Vendors held to and measured against same standards • Agreed escalation paths with vendors per issue type • Vendor Summits • BI portal – SLA and quality data shared across vendors

10. Managed Review • 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 • 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? • 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 • 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 DELL CONFIDENTIAL

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

15. Questions?

16. ONE VISION ONE BRAND ONE BEAT