Wordbank's blog

9 March
2016

AVOIDING CULTURAL CUL-DE-SACS AND LOCALIZATION LABYRINTHS

By Zoey Cooper | Best Practices, Branding, Global Marketing | Comments are off for this post

1024px-The_dead_endYou’ve no doubt read a lot about words and phrases that make people click, that progress them nicely along the intended customer journey, and that drive positive outcomes. But what’s the best way to do this when you’re marketing internationally? How can you make sure that the dead-end you avoided in English, isn’t going to take you down (for example) a Cantonese cul-de-sac? Read more

8 March
2016

CELEBRATING INTERNATIONAL WOMEN’S DAY

By Zoey Cooper | Event, Global Marketing, Uncategorized | Comments are off for this post

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We came in early to Wordbank today to celebrate International Women’s Day (IWD), share stories about the important women in our lives, and make a Wordbank pledge for gender parity. And because so many of us Wordbankers are multicultural, not to mention multilingual, we also gained some great insights on how this day is celebrated outside the UK!

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4 March
2016

When bad grammar sounds good

By Rachel Ball | Copywriting, Wordnerd | Comments are off for this post

who_ya_gonna_callEveryone knows that incorrect grammar can make or break a piece of writing, in fact, it’s one of the fastest routes to sloppy, unprofessional-looking copy. A 2013 study found that 59% of British consumers would be put off using a company if there were grammar mistakes in its marketing materials. But why is it that song lyrics don’t adhere to this rule? We happily sing along without realising that some of our favourite tunes play fast and loose with the laws of grammar.

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29 February
2016

MESSAGE TESTING AND OPTIMISATION

By Dylan Coetzee | Conversion Rate Optimisation, Global Marketing | Comments are off for this post

Message Testing Heading

Driving traffic to your site is great. Making sure those people are engaged, signing-up or purchasing, is even more important. Your marketing messages should therefore evoke feelings and drive actions.

There are varying degrees of response you can expect, depending on your message, but the bottom line is – there’s no point spending good marketing dollars if they don’t buy you the response you’re after!

How do you know if your message has struck the right chords?

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18 November
2015

The PMM Phase 5: Transparent Clients

By Jenna Harding | Best Practices | Comments are off for this post

The PMM Phase 5: Transparent

For the past few weeks, we’ve been reviewing the various stages of the Project Management Maturity Model (PMM) and how it relates to the localization maturity levels of clients that require localization services. We’ve now come to the final phase of the PMM. In this post, we’ll discuss strategies for managing globalization with transparent clients. For a refresher on our recommendations for localization management with clients at earlier phases of maturity, please take a look at the previous posts in this series:

The PMM Phase 1: Reactive Clients

The PMM Phase 2: Repeatable Clients

The PMM Phase 3: Managed Clients

The PMM Phase 4: Optimized Clients

Understanding ‘transparent’ clients

According to the Common Sense Advisory (CSA), companies at the transparent phase of localization maturity have internalized globalization so that localization is part of the corporate DNA. This means their globalization strategies are fully aligned with broader corporate strategies. The primary goal of transparent clients is to meet the needs of their global customers in a truly authentic – seemingly unlocalized – way.
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9 November
2015

The PMM Phase 4: Optimized Clients

By Jenna Harding | Best Practices | Comments are off for this post

PMM Phase 4: Optimized Clients

In this post, we’ll walk through project and translation management strategies for working with optimized clients, as defined by the Common Sense Advisory’s Localization Maturity Model (LMM). For a refresher on the earlier stages of the Project Management Maturity Model (PMM), please take a look at the previous posts in this series:

Introducing the Project Management Maturity Model

The PMM Phase 1: Reactive Clients

The PMM Phase 2: Repeatable Clients

The PMM Phase 3: Managed Clients

Understanding ‘optimized’ clients

According to the Common Sense Advisory (CSA), companies at the optimized level of localization maturity have highly evolved internal processes and take a scientific approach to localization. They like to collect detailed process, quality, and efficiency metrics and are looking for efficient, high-quality output from their localization ‘machine.’
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3 November
2015

The PMM Phase 3: Managed Clients

By Jenna Harding | Best Practices | Comments are off for this post

PMM Phase 3: Managed Clients

By now we’ve walked through project and translation management strategies for working with both reactive and repeatable clients as part of our overview of the Project Management Maturity Model (PMM). In this post, we’ll discuss best practices in localization management when collaborating with managed clients.

Understanding ‘managed’ clients

According to the Common Sense Advisory (CSA), the managed phase of localization maturity tends to be a very transitionary phase, when clients are consistently evolving their global efforts and their approach to localization may move away from being fixed or stagnant. These clients tend to be larger multinational firms that have developed a managed, scalable approach to localization as part of their business strategy.
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30 October
2015

The PMM Phase 2:
Repeatable Clients

By Jenna Harding | Best Practices | Comments are off for this post

PMM Phase 2: Repeatable Clients

In our previous Project Management Maturity Model (PMM) posts, we introduced the PMM and then walked through traditional project management and localization management recommendations for working with reactive clients. In this post, we’ll cover these strategies as they relate to repeatable clients.

Understanding ‘repeatable’ clients

According to the Common Sense Advisory, companies at the repeatable phase of localization maturity have some experience producing content for global markets, which means they have a basic understanding of what goes into localization. To help scale and meet an increase in global demand, these clients have established basic project management patterns that are repeated internally and with their language service provider (LSP) or internal localization team.
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26 October
2015

The PMM Phase 1: Reactive Clients

By Jenna Harding | Best Practices | Comments are off for this post

PMM Phase 1: Reactive

As I mentioned in my previous post, Introducing the Project Management Maturity Model, in this blog series we’ll be defining ideal project manager (PM) characteristics, typical processes, recommended resource models, and considerations in technology use for localization management as they relate to each of the five phases of localization maturity (as defined by the Common Sense Advisory). Before we dive in, I want to clarify a few terms we’ll be using frequently throughout this series:

PM could apply to a project manager, senior project manager, or program manager, just depending on the structure of your organization or team.

Client could apply to an external client or company if you’re on the LSP side, or it could refer to internal stakeholders or divisions if you’re on an internal or enterprise localization team serving a non-language-focused organization.

Waterfall is used to describe a traditional approach to localization, where English source content must be completely final before translation can begin. Waterfall processes can take anywhere from a few days to months to execute and deliver.

Agile is used both in referring to the common approach to software and product development, and is also used in the traditional sense of the word to describe flexible, lithe processes.

Now let’s get into the meat of the PMM. We’ll start with the first phase of localization maturity.

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13 October
2015

Introducing the Project Management Maturity Model

By Jenna Harding | Best Practices, Localization Marketplace, Uncategorized | Comments are off for this post

Project Management Maturity Evolution

About the Project Management
Maturity Model

In the localization industry, project management is a widely recognized term used to describe the effort involved in managing the end-to-end process of transforming content from one language, usually English, into one or more target languages. This transformation can occur in a variety of file formats and via a number of different systems or platforms.

To language service providers (LSPs), project management is a critical element in ensuring their clients receive a high-quality deliverable, while meeting expectations around cost and turnaround times. Project managers, therefore, must be adequately trained and highly skilled in order to be able to meet and exceed client expectations. Read more

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