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Localization

Localization strategy: improving time to market

This post is part of a series on the value proposition of localization strategies.

You can make localization “better” by taking a look at localization value. Quality and cost are important value factors, but improved time to market returns the greatest value.

Improving time to market for localized products and content is no easy task. It’s not as simple as adding more translators to the effort; that may cause more problems (and more delays). Improving time to market involves moving localization up the project chain, and to do so effectively requires a localization strategy.

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Case studies

Using XML to integrate database content and desktop publishing

This article shows how Scriptorium helped one company use XML to integrate information in a database with desktop publishing content.

In most enterprises, useful content exists in a number of different tools or databases. To include that content in your publications, you might use traditional ways of moving the information, such as copy and paste. However, it can be far more reliable, repeatable, and efficient to automate conversion from those tools and integrate the result directly into your publishing solutions.

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Localization

Making localization “better”

This post is the first in a series about the value proposition of localization strategies. You can also see a presentation on this topic at LavaCon this October.

Localization issues are a primary reason companies seek help with a new content strategy. One of the most common questions we hear is, “How do we make our localization process better?”

When we’re asked this question, we turn the question around. What is wrong with your current localization process? What would you like to improve? How do you define “better?”

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Content pitfalls Industry insights Structured content

Content strategy after mergers and acquisitions

Mergers and acquisitions often result in a new content strategy. In a typical scenario, the merged company needs to align disparate content organizations. Before the merger, the companies had different tools, technologies, workflows, deliverables, and content culture. A goal of the merger is to unify company products, and therefore, the merged organization must also unify content development.

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