Here’s a question that crops up at various times and places across any company. It is a common denominator whether a company serves one market or many across the globe. Yet how often do corporate leaders actually have a short- and long-term plan that includes a language strategy for both their local and international business?
Company A executives may make a quick decision to immediately support 35 languages, simply to match what their competitor’s offer.
Company B may decide, based on limited market analysis, that it only needs to cover its source market language, and 2-3 other major languages in large regulated markets. Period.
Company C reviews their product and global research data then plans a rollout of language support in 5 key markets. They will then phase in language support, 1 language at a time, in their emerging market space.
What a range of scenarios — all with different “strategies”!
Are these scenarios really successful in the long term?
Add the following influences to these scenarios: over time, language coverage can become even more complicated. Complexity could be based on market conditions, corporate acquisitions, proliferating customer profiles and needs, more complex product offerings, multiple drivers and stakeholders, etc. etc. How does a company streamline, build and sustain a robust language strategy?
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