The future of global agency and specialized vendor alignment.

1. SOPHISTICATION
IN ORGANIZATIONAL DESIGN.
THE FUTURE OF GLOBAL AGENCY
AND SPECIALIZED VENDOR ALIGNMENT,
A VIEW FROM THE FRONT ROW.

2. Our Global
Reach
• Market leader in language, global
digital and technical writing services
• 6,000+ Employees
• 50 offices in 27 countries
• $560 million annual revenue (2015)
• Clients across 10 industries
• Over 800 brands served
• 64 of Interbrand’s Best Global 100 Brands
• Supporting 380 languages for 100+ markets

3. 64 of Interbrand’s Best
Global 100 Brands trust
Lionbridge

4. “This is not a
conversation about
Global Marketing”
.

5. “It´s a conversation about
the teams that make
Global Marketing
happen.”

6. Some conversations
start with….

7. “We’re a bunch of marketing
islands, with our own
language and ways of doing
things.”
CMO – Global Auto Firm
«
»

8. CUSTOMER FOCUS
In our line of business this happens when both
language and content are culturally fit without losing
the creative power messaging.

9. ALL ASSETS – GLOBAL READY

11. Applying the appropriate style of cultural adaptation

12. Have you had a conversation with your CMO about your
companies global marketing pain points and roster of marketing
vendors worldwide?
Is your organization design built for global scale?

13. Technology Stack
Look for processes with:
• Reliance on spreadsheets.
• Collaboration via email.
• Documents/Design elements shared on local file directories.
• Time-intensive, manual steps.

14. We understand the
pain points
…
Global Content
Creation Limitation
Branding
Inconsistency
Poor Campaign
Management
Governance &
Increasing Costs
No Local, Nor Context
Relevant Content

15. This increased complexity leads to:
• Multiple service providers
• Wasteful duplication of services
• Increased time spend managing suppliers
• Confusion on roles and responsibilities
• Inefficient use of resources internally and
externally

16. A Strategic approach to supplier rosters
• Think of it in three levels or tiers:
• StrategicPartners - those suppliersthat influence
the development of marketing or
communication strategy.
• Specialist Service Providers - those
specialists essential for strategy
in their particular field.
• General Service Providers -
those suppliers of often
commodity services.
Strategic
Partners
Specialist
Service Providers
General
Service Providers
Tier 1
Tier 2
Tier 3

17. The Strategic 4
Creative
Agency
Media
Agency
Language
Agency
Production
Agency
...and the
others

18. We need to start rejecting
the centralize vs. decentralize
debate, and realize that the
answer is “both”
Many CMOs seem to be channeling their inner Hamlet thesedays trying to
figure how best to evolve theirmarketingfunctions. They ask themselves: to
centralize or not to centralize. To have a marketing organization that does a
better job of coordinating across units and gaining efficiencies in shared
services. Or one that decentralizes marketing activities to the units where they
can be closer to the customers and business unit priorities they are meant to
support?
«
»

19. • pendulum effect
Pendulum effect

20. The Evolution

21. “We’re a bunch of marketing
islands, with our own
language and ways of doing
things.”
«
»

22. Dispersed

23. Take away
• Campaign Cycle time: FAST at local level
• Client side effort: HIGH
• Corporate governance: LOW
• Total Cost of solution: HIGH
• Global campaign consistency: LOW
• Branding consistency: LOW
• Local context: HIGH
• Technology: Non standard

24. COE (Center of excellence)

25. Take away
• Heavy dependent on a large amount of vendors at a local and
regional level.
• This model requires the hiring of specialized talent that will set
the gears in motion for more advanced sourcing practices.
• Two-fifths (42%) of respondents on a recent E-consultancy survey
indicated that digital marketing resource team is currently structured
in this way in their organisation, revealing a remarkably consistent
overall picture

27. Hub and Spoke Model

28. Multiple Hub and Spoke Model

29. TAKE AWAY
• This ‘hub as strategy, spoke as execution’ concept allowed
companies to reap the benefits of centralization, including
improved governance, consistency, focus, scalability and
leverage, whilst accommodating discrete or localized needs, and
better dissemination of knowledge across the business.

30. “but there´s a catch…
What is really needed
for this model to work?
”

31. A Strategic approach to supplier rosters
• Think of it in three levels or tiers:
• StrategicPartners - those suppliersthat influence
the development of marketing or
communication strategy.
• Specialist Service Providers - those
specialists essential for strategy
in their particular field.
• General Service Providers -
those suppliers of often
commodity services.
Strategic
Partners
Specialist
Service Providers
General
Service Providers
Tier 1
Tier 2
Tier 3

33. Creative
Agency
Language
Agency
Production
Agency
Media
Agency
Client

34. Creative
Agency
Language
Agency
Production
Agency
Media
Agency

35. Creative
Agency
Language
Agency
Production
Agency
Media
Agency
Client
Technology
Standarization
in place.

36. Take away
• 1. Governance and control.
• 2. Focus, emphasis and clarity.
• 3. Consistency, efficiency and scalability.

37. Dispersed
COE (Center of excellence)
Hub and Spoke ModelMultiple Hub and Spoke Model
Fully integratedHoney Comb

38. Honey Comb

39. “I hope to one day
execute our global
marketing campaigns
management as BAU.”
.

40. Thank you
Sergio.restrepo@lionbridge.com