Localization Models for Client-side Companies

Localization work is complex, so there are many different ways to set up the process for optimum results in client-side companies. The basic types of localization models are:

Outsourcing Model

Most client companies rely primarily on external language service providers (LSPs) for their localization work. In-house they may maintain one or more localization managers to oversee providers, but the LSP itself is primarily responsible for nearly all key elements of the localization process, such as:

• Preparing content files for translation
• Translating content as needed
• Quality assurance
• Storing and managing translated files
• Maintaining and updating translation memories (TM)
• Creating and maintaining terminologies
• Testing localized software and products
• Managing in-country reviews by the client’s reviewers

Potential advantages:

• Low in-house costs and overhead related to localization
• Precise allocation of localization costs as needed
• Relatively greater ease of assigning or changing resources
• Greater flexibility and scalability of localization as needs fluctuate

Potential disadvantages:

• Higher external costs for localization
• Less control over the localization supply chain
• Potentially less control over consistency and quality

In-house Model

At the other end of the spectrum, some client companies want strict control over all or most aspects of localization, so they opt to maintain the vast majority of the localization work in-house. To do this properly, they must engage a staff of linguists, project managers, localization engineers/testers, desktop publishers, terminologists, technology specialists, and more.

Potential advantages:

• More precise management of localization costs
• Greater predictability and reliability
• Better control over quality
• Clearer supply chain management

Potential disadvantages:

• Less adaptability to changing requirements (e.g., new content types, languages)
• Higher in-house costs and headcounts
• Less scalability with variations in volume

Hybrid Outsourcing Model

Because of the disadvantages inherent in both the Outsourcing and In-house models, many clients decide to control certain aspects of the localization process through in-house staff, while outsourcing the rest. For example, they may maintain linguists in-house for quality assurance or terminology work, but outsource the actual translation, project management, and desktop publishing.

Potential advantages:

• Greater control over consistency and quality
• More flexibility and control over the localization supply chain
• Ability potentially to handle small projects or minor changes in-house

Potential disadvantages:

• Less flexibility and scalability, particularly as new languages are added
• Higher in-house costs and headcount
• Less ability to stay current with the state of the art in localization

Centralizing the Localization Process

As localization requirements grow and expand into more languages, companies often face the issue of whether or not to centralize the process and procurement across all departments in the company. This is a complex question and should be studied individually for each company.

Potential advantages:

• Control over core terminology and writing styles
• Greater control over the company’s brand and image
• Stricter control over translation quality
• Greater and more consistent overview and management of costs
• Fewer outsourced suppliers to manage company-wide
• Greater re-use of translations company-wide, and therefore reduced costs
• Potentially streamlined procurement process, leading to faster turnaround times
• Greater ability to implement technological systems to automate parts of the process

Here are some considerations to keep in mind when substantially centralizing the localization process across your company:

• Research where in your company localization is being done or is needed and who is doing it.
   
• Clarify the full scope of the company’s localization requirements (how many languages, products, content types, etc.).
   
• Identify and quantify the existing problems that centralization is presumably intended to address: high costs, spotty quality, lack of consistency across departments or products, bottlenecks, turnaround times, etc.
   
• Clarify where the source content for localization originates in your company. Your new, centralized approach may need to address issues of multiple internal, or even external, content originators which can introduce inconsistencies and variations before localization even begins.

When considering centralization of localization company-wide, the key question to ask is: What specific problem(s) is centralization intended to solve? Make sure your centralized process is set up to address those problems and not create new ones.