The Localization Manager’s Playbook

What You Need to Develop and Execute Successful Localization Programs

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Why Read It?

This playbook serves as an actionable guide to buyers and decision-makers of localization services. It will help you in your day-to-day activities to address challenges such as using data, pricing, outsourcing to an LSP, and managing cross-functional teams.

Learn what every Localization Manager needs to know about driving successful global growth programs.

Key Takeaways

Make localization strategic to the business. Understand what the business objectives are in adding a new language or targeting an international market.

Measure performance metrics. Move beyond operational key performance indicators (KPIs) like linguistic quality and turnaround times and include metrics that matter to executives.

Automate and centralize. Make your localization and translation workflows automated to increase efficiency. Use artificial intelligence (AI) and language automation such as neural machine translation (NMT) to translate high volume content.

Focus on your core competencies and outsource the rest. Don’t do everything yourself.

“Know your value and know what value you’re adding to the company, so don’t get too caught up in operations. You need to deliver and know that what you’re doing is actually incrementing the revenue of your company. If your team is not there, then you’re not going to be present in all of these markets.” 

Nancy Ferreira da Rocha, Senior Localization Program Manager, FedEx

“You really have to translate localization language into CEO speak: ROI (return on investment), TAM (total addressable market), CSAT (customer satisfaction), NPS (net promoter score). These are all the sort of terms that the executive level talks in.” 

Alison Toon, Senior Analyst, CSA Research.

“Localization teams are almost like mini-start-ups. You need to maintain operations, make a business case for resourcing, manage partners, develop your strategy, and deliver results based on what your global business needs.”

Cristina Triviño, Marketing Localization Team Manager, Atlassian

“We had to make the decision in terms of all the infrastructure, technologies, and capabilities. What needs to be owned and controlled by us versus what do we have to give up and let our vendors, who are the experts, manage because that’s what they do best.”

Alfonso Carrillo, Senior Manager, Globalization and Translation Services, Cisco