Finally: Localization Gets a Communications Plan

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Staying viable. Growing. Expanding in international markets.

To truly thrive today, companies must recognize the business power–and value–of localization. So, what are the obstacles? Often, it comes down to our ability to communicate the value. In this article, based on an interview with Alessandra Binazzi, a globalization and localization consultant and former member of GALA Global’s Board of Directors, we’ll explore the priority of developing a communications plan to convey localization's true value. We’ll also look at specific strategies that can help us connect effectively with all stakeholders in our organizations.

Every Great Idea Needs a Communications Plan

With a solid communications plan in place, we can ensure that everyone, from top-level executives to individual contributors, understands both the strategic importance, and the potential benefits of, full-scale localization initiatives.

As Ms. Binazzi explains, "Don't ask people to understand the intricacies of localization. The finance department doesn't try to be technical about investments, for example. Your organization does not necessarily need to know the ins and outs of localization. They simply need to know your localization team’s value and, of course, their impact."

What’s Better than a Communications Plan? Two Communications Plans

You know the drill: your messages must be tailored, your approach specific–to all levels of management. Here’s what two, fully differentiated, communications plans can look like for different audiences:

Plan A: For the C-Level

When we engage with senior management, we know what to do: focus on strategy and long-term value. And that is all. As Ms. Binazzi reminds us, "As with everything else, your communications plan will be aligned with your management’s communication structure. For example, do they have quarterly planning meetings? Then that's where you need to communicate."

Here’s what Plan A priorities look like

1. Present market analysis and growth projections that highlight the untapped potential of target markets. Use financial data to demonstrate the direct correlation between effective localization and revenue growth. Highlight business cases from companies that have invested in localization, pinpointing the markets, products, and services that generated their growth.

2. Show data that demonstrates localization’s competitive advantage in target markets. Compare revenue growth rates between localized and non-localized markets.

3. Link localization to brand equity, customer trust, and loyalty. Share business cases of how localized content–aligned with local values, customs, and cultural sensitivities–leads to greater brand awareness and, eventually, more revenue.

However, Ms. Binazzi cautions us to keep close control of our data. "All quality metrics and other operational data should remain internal to the localization team, primarily as a tool for process optimization–not to mention quality assessment and improvement." She adds, "If you want to make use of this data, you really need to “translate” it for leadership. Instead of talking about turnaround time, talk about time-to-market. Instead of talking about volume, talk about reach. Finally, instead of talking about cost, talk about investment.”

Plan B: For the Rest of Us

Engaging middle and lower management requires a more operational, team-oriented approach. It means focusing on day-to-day localization tasks.

1. Make sure your localization initiatives reach all of the company’s teams. We’re talking about cross-functional collaboration, strategic alignment, and buy-in. Share success stories. Demonstrate how effective team collaboration can be. Motivate everyone to work together on adapting content, products, and services for local markets.

2. Show the true power of localization: it reduces rework, speeds up project timelines, and optimizes resources. Use data that quantifies cost savings.

3. Give teams the resources and training programs they need to do world-class localization. Emphasize how involvement in localization projects can broaden their skill sets, enhance their career prospects, and contribute to their professional growth.

Ms. Binazzi’s most broad-reaching advice concerns how to contextualize localization projects: "When communicating about localization to the average stakeholder, remember to break down your messages into sound bites. And keeping it short is essential: take no more than the standard 3, 5, or 10 minutes–plus Q&A. Deliver a long presentation only when there’s a specific request for one.”

Finally, Ms. Binazzi reminds us of what we all know at heart: "Most importantly, make it fun if you can. For example, no one will walk out of a presentation on the three biggest failures in localization!”

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