Beyond the RFP

1. Beyond the RFP Wayne Bourland Director, Global Localization Team

2. Agenda Building partnerships and creating a collaborative environment that ensures success. • About Dell and Team Vision / Mission • The Cycle • Vendors v. Partners • Aligning Partners for your mutual best interest • Active engagement year after year • KPIs • Why important / Results

3. About Dell • We are a world leader in global systems and services • Half of Dell’s revenue 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

4. Translation Team 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 • Self-Certification • 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

5. The Vendor Cycle Vendor relationships are like a marriage… • You get to know each other • You talk about your needs, wants and desires • You go out on dates (lunch, dinner) • You sign a prenup (MSA, SOW, NDA, etc.) • Honeymoon Period • You grow apart • Next thing you know you're reading… • Start back at the top LSPs

6. Vendors v. Partners *This is a function of the relationship, not the abilities of the vendor

7. Driving Alignment Like with any relationship, you have to communicate, often and forthright • Bi-Annual Vendor Summits • QBRs • Onsite visits (at least quarterly if you’re spending $1M+) • Weekly Ops calls (Over arching topics, no project discussion) • Frequent PM to PM discussions • Communication across multiple levels

8. Active Engagement Keep the relationship fresh, continue to court each other • Innovation – both joint and bi-directional • Joint Conference presentations – mutual benefit • Client to client best practice sharing – this may even be sponsored by the partner • Keep partners on their toes – talk to other vendors (it’s not cheating) • Challenge partners to keep up with the industry • Communicate with partner senior leadership around vision

9. KPIs Healthy relationships have well defined boundaries Metrics • SLA – well defined, clearly measured, published? • Quality – Are you only discussing it when there is a problem? • Cost – are you both driving for best value solutions? • Is there a clear escalation process when KPIs aren't met? Intangibles • Responsiveness – Can you expect your partner to not only reply quickly but take meaningful action? • Project Management Customer Experience – one of the most important and often overlooked • PM and Translator Tenure • Internal stakeholder management

10. Importance of Partnership It takes two to tango… • RFPs are time consuming and difficult • Easier to help a vendor solve your mutual problem than it is to onboard a new vendor • Our experience shows that vendors take 9 months to fully ramp • Mutual benefit v. Win-Lose • Encouraged to innovate • Skin in the game

11. Results of a Good Partnership On path to reduce costs by 50% per word while improving quality and scaling volume - We are at or better than industry average - swiftly moving to BoB for cost and quality Volume/Cost Quality 99.5% 99.7% 99.7% 99.7% SLA 80% 93% 93% 96% Duration (Days) 6.5 6.4 4.4 3.3 KPIs

12. QUESTIONS?